Developing the Leader Within You - Problem Solving : Part 3

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The size of the person is more important than the size of the problem.

This chapter of Maxwell's book deals with the two things needed to effectively solve problems: the right attitude and the right action plan.

The two previous installments discussed Maxwell's observations regarding problems and problem-solving. Today, we will explore The Problem Solving Process.
The Problem Solving Process

1. Identify the Problem.
• Too many times we attack the symptoms, not the cause.
2. Prioritize the Problem.
   • Whether you face three problems, thirty, or three hundred, "make them stand in single file so you face only one at a time."
   • Approach these problems, not with a view of finding what you hope will be there, but to get the truth and the realities that must be grappled with.
3. Define the Problem. 
   • In a single sentence, answer the question, "What is the problem?"
   • Defining the problem in a single sentence is a four step-process:
   1. Ask the right questions.
   • Ask process-related questions.
   • Two words that always govern Maxwell's questions are trends and timing.
   • Most problem trails can be sniffed out if specific questions are asked in these two areas.
   2. Talk to the right people.
   • Beware of authorities with a "we-know-better" attitude.
   • These people have blind spots and are resistant to change.
   • Creativity is essential for problem-solving.
   3. Get the hard facts.
   • "Once the facts are clear, the decisions jump out at you." - Peter Drucker
   • Listen to what is not being said and gather the important data.
   4. Get involved in the process.
   • Get involved in the process by doing the actual jobs of the people concerned and see what problems arise.
   • Problems should be solved at the lowest level possible because that is where they appear. That is also the level where they are most clearly defined.
4. Select People to Help You in the Problem-Solving Process.
• Before inviting people to attend a problem-solving meeting, ask these questions:
1. Is it a real problem?
2. Is it urgent?
3. Is the true nature of the problem known?
4. Is it specific?
5. Has the group most competent to discuss the problem been invited and is each participant concerned about solving this issue?
5. Collect Problem Causes.
• List all the possible causes of the problem by asking what caused the problem and how the problem can be avoided in the future.
6. Collect Problem-Solving Solutions.
• List as many solutions to a problem as possible.
• Options are essential because a problem continually shifts and changes.
7. Prioritize and Select the "Best" Solution.
• Weigh all the possible solutions before deciding by asking the following questions:
1. Which solution has the greatest potential to be right?
2. Which solution is in the best interest of the organization?
3. Which solution has momentum and timing on it's side?
4. Which solution has the greatest chance for success?
8. Implement the Best Solution.
9. Evaluate the Solution.
• Ask these questions to evaluate the responses:
1. Were we able to identify the real causes of the problem?
2. Did we make the right decision?
3. Has the problem been resolved?
4. Have the key people accepted this solution?
5. Did I help people to develop problem-solving skills to manage conflict in the future?
10. Set Up Principles or Policies to Keep Problems from Recurring.
• Whereas policies are set up for a particular function in a specific area, principles are guidelines for everyone and are more general. Policies change when their use is no longer essential. Principles do not change.
• To teach principles effectively, you must:
1. Model them.
2. Relate them by answering the questions, "How can I use this in my life?"
3. Applaud when you see the principles being applied in another's life.

Wow! That's a lot of questions to have to ask ourselves and others to solve a problem. I guess a few more questions to ask is "How big is the problem?" and "How much do I want to solve it?" If it's big enough and you want to solve it bad enough, then Maxwell's recipe for problem-solving will help you get the job done.


On another thought ... does this Problem-Solving Process remind you of the Rapid Improvement Workshop utilized by our Continuous Improvement Team in the Colas Goal Zero Process? Or, is it just me?

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc

Developing the Leader Within You - Problem Solving : Part 2

We will continue our leadership journey, learning new skills and refreshing old ones, with John C. Maxwell's book Developing the Leader Within You.

The size of the person is more important than the size of the problem.

This chapter of Maxwell's book deals with the two things needed to effectively solve problems: the right attitude and the right action plan.

Last time, we ended with five of Maxwell's observations regarding problem-solving. Today, we will review five more:

• A test of a leader is the ability to recognize a problem before it becomes an emergency.
  • Under excellent leadership a problem seldom reaches gigantic proportions because it is recognized and fixed in its early stages.
  • Great leaders usually recognize a problem in the following sequence:
  1. They sense it before they see it (intuition).
  2. They begin looking for it and ask questions (curiosity).
  3. They gather data (processing).
  4. They share their feelings and findings to a few trusted colleagues (communicating).
  5. They define the problem (writing).
  6. They check their resources (evaluating).
  7. They make a good decision (leading).
  • Great leaders are seldom blind-sided.
• You can judge leaders by the size of the problem they tackle.
  • The size of the person is more important than the size of the problem.
  • Problems look larger or smaller according to  whether the person is small or large.
  • Our focus as a leader should be to build big people. Big people will handle big issues effectively.
• Solve task-problems quickly; people-problems will take longer.
  • Problems never stop but people can stop problems. 
  • Suggestions for producing "problem-solvers:"
  1. Make a commitment to people.
  • Those who never take time to develop people are forced to take time to solve their problems.
  2. Never solve a problem for a person; solve it with that person.
  • Take that individual through the sequence that has already been given for recognizing a problem.
  • Climbing the ladder of leadership means that fewer but more important decisions will be made.
  • The problem-solving skills of a leader must be sharpened because every decision becomes a major decision.
• The right attitude.
• Norman Vincent Peale was right when he said that positive thinking is how you think about a problem. Enthusiasm is how you feel about a problem. The two together determine what you do about a problem.
• If I could so anything for people, I would help them change their perspectives, not their problems.
• Positive thinking does not always change our circumstances, but it will always change us.
• The right action plan
• Some people assume that a defect-free system can be developed for their lives.
• Some people assume that something will do wrong and they need a backup system.
• Too many times when a problem arises, we want to blame someone else and take the easy way out.
• So .....

So, ... next time, we will learn about "The problem-Solving Process."

Donald G Rosenbarger
Senior Vice President
Delta Companies Inc