A colleague walks into your office and says, “We have a big problem…”, as the leader often the desire is to jump into action and get the problem solved as quickly as possible.
The key to success is to step back and immediately begin a seven-step process which will help you to gain detailed understanding as to what the problem is, successfully lead your team to an effective solution and ensure that the organisation has learnt in the process.
As a leader, you won’t be undertaking all the work that is required at each stage but it’s your job to set out process by which you would like your colleagues to tackle the problem.
The seven-step process to dealing with complex problems can be summarised as follows:
Definition – Establish exactly what the problem is, the scale of the problem and who is involved.
Identification – Establish what a successful solution will look like by defining your success criteria.
Understanding – Gain a full and detailed understanding of the causes of the problem.
Exploration – Consider the strengths and weaknesses of potential solutions and consider at least three potential solutions.
Decision – Agree on a solution – a plan, timeframe and budget for implementation. Communicate this to your team and key stakeholders.
Implementation – Ensure effective implementation of your plan within agreed timeframe and agreed budget and let everyone know what is happening and when.
Learning – Review the implementation process and check that it is delivering your success criteria. See what you have learnt as team and see how it applies to other areas of your organisation.
It would make sense to share this process with your team so that they know when they say, “We have a problem…”, that the first thing you will say is something like, “Let’s define exactly what the problem is.” Indeed, if they know that this is the process you will use they should come into your office with the beginning of a definition. It’s only the beginning of a definition because it’s vital that you dig beyond the information they give you when they first alert you to the problem. So how does this work?
Stage 1: Definition
Successful definition of the problem will require you to ask lots of questions. Questions like…
– What has gone or is going wrong?
– How serious is it?
– Are there any legal, financial or safety implications?
– What are the effects?
– Who is involved?
– Who is aware of the problem?
– How was the problem identified?
As you will be asking lots of questions, you might find a mind map is a helpful way of making notes of your discussions. As you listen to the answers you will find that factors interact and your mind map will help you make connections and literally ‘picture’ what has happened.
It may also help for you to brainstorm all the questions you have before you talk to those involved. It also may be best to talk to individuals involved separately so their answers are not influenced by others and they can speak freely.
Stage 2: Identification
As you learn about the problem constantly ask, “What does good look like?” Aim to find out who does this well and what they do. The clearer picture you have of success the closer you will come to achieving it. This isn’t about jumping to finding the solution it’s about defining what you want the solution to deliver.
Remember you don’t need to understand how to get there at this stage you just need to be able to articulate what you are aiming for. Depending on the scale and importance of the issue, this may be the appropriate time to discuss the issue with your Governing body so you are clear of their expectations.
Stage 3: Understanding
Sometimes this stage is skipped over, often due to the desire not to create ‘a witch hunt’ or ‘blame culture’. However, you really can’t spend too much time understanding what caused the problem. This doesn’t have to feel like an investigation and can be a true learning exercise for your team. Explain to your team that, “If we don’t understand how we got here it will be harder for us to build the right solution together. There is nothing wrong with us facing problems, it’s part of doing what we do. The only mistake is that we don’t learn from the situation we are in.”
The deeper your understanding of what caused the problem the better. Different colleagues may have different perceptions as to the cause of the problem and it is important to hear all views. Find out if the issue is a systems and processes issue, a people (capacity/skills?) or resources issue (budget?).
One way of capturing what you learn is to write down the problem and then list the first level contributing factors, and list the contributing factors to each of those first level factors – you dig down level by level. The best way to capture this is to create a diagram which lists levels of contributing factors.
You now have a picture of the problem through your mind map, a picture of what success looks like and a picture of all the contributing factors. Stages 1-3 are complete.
Stage 4: Exploration
This can be a creative process for you and your team. Lead a thorough exploration of potential solutions, don’t accept the first one offered to you.
Ask questions like:
– How else could we address this?
– How many options do we have?
– What are the pros and cons of each?
– How do others solve this problem?
– How could we solve it if we had no additional resources (tests whether extra expenditure is really needed)?
– What is the fastest solution?
– What is the most long lasting solution?
– What is the simplest solution?
Ask your team to put forward at least 3 options. Test each option against your success criteria so you are sure it delivers what you need. Interrogate it further by asking questions like:
– How could this be better?
– What is missing?
What risks are there?
– How long will it take?
– What have we forgotten? (my favourite for bringing out further information).
Ensure that your options are shared in some form with senior colleagues and the Governing body (if you have determined that the problem warrants their involvement). Asking for their input at this stage will gain their confidence and ensure your decision is supported.
Stage 5: Decision
With all you have learned in stages 1-4 this stage should be straightforward. The key to success though is not just deciding on a solution but agreeing a timeframe and budget for implementation. It seems obvious but it’s amazing how often a timeframe and budget are not mutually understood and agreed. Sometimes teams who are under pressure offer unrealistically short timeframes or underestimate the budget required. Ensure the timeframe is realistic and that there are key milestones for the project and dates for these.
Ask your team to agree this plan and milestones with all involved to ensure it works alongside other projects which colleagues may be working on.
Ask questions like:
– What might prevent us from putting this solution in place within the timeframe?
– What might lead us to go over budget?
– What are we doing to mitigate these risks?
Stage 6: Implementation
By now many colleagues may have lost interest as they understand what happened and have agreed on a solution, but it’s vital that a robust implementation process is in place. So often leaders find that problems recur and are frustrated that the institution hasn’t properly addressed them. To avoid this, ensure the project has a champion at a senior level and a project manager who oversees implementation.
Clearly articulate what information you would like your champion and project manager to give you at each stage of the project. Ask them how they will report on the achievement of project milestones and escalate any issues which arise. If the team know you are maintain interest in the project they will maintain the momentum and deliver the project. If they feel it has lost importance or urgency they may prioritise other activities.
Finally, at this stage, ensure that a communications plan is place. Who do you need to share your decision and plan with. Internally? Externally? At what stages of the process do you need to communicate with them? Do they support the decision and implementation plans? Nothing frustrates stakeholders more than hearing nothing, so often as a consultant I hear “I never did hear what they did about ….”.
Stage 7: Review
So, the problem has been resolved, a solution is in place and you are achieving your success criteria – fantastic! But can you be sure that the problem will not arise again and that your team and wider organisation have learnt from the experience?
Bring those who have been involved in the problem and its solution together and ask questions like:
– What are the key learning points?
– What could we have done better?
– What other similar problems should we be aware of?
– With hind-sight how do we feel we could have avoided being in that situation?
– Have we successfully delivered on all our success criteria?
This will help them to see you value the work they have done to solve the problem and their insight into your institution. It may also highlight further improvements you can make. It also establishes a culture where things get done and we truly learn from our mistakes. Sounds simple, but how often have we worked in institutions where the wheel seems to be reinvented every few years and the same mistakes seem to be made again and again. Nothing undermines confidence in leadership more quickly than the same errors recurring. It’s also vital to document what you have learnt in some way as it’s amazing how much can be lost when team members leave, and none of us will be there forever.
Many leaders need support to undertake this process. It maybe that they do not have time to undertake the process or that they prefer an independent view to be brought in. The Halpin Partnership undertakes this process in partnership with our clients. Our highly-experienced consultants have the sensitivity, insight and gravitas to support leaders and their teams to deliver change.
A seven-step approach to problem solving with your team.