How To Solve Problems with Success - 7 Steps

When a problem arises, the preliminary steps lead up to a decision about which a possible solution will be implemented. Problem solving may involve a relatively insignificant item, or it may concern a serious issue with the possibility of a major impact on the entire organization. The larger and more important the problem, the more time and detail go into each step of the problem-solving process. For minor problems, several of the steps may be accomplished mentally in only a few seconds.

But the process always includes these steps:
1. Define the problem. Take time to discover the nature of the real problem when something is obviously wrong. Define the problem clearly in terms of one or more organizational or personal goals.
2. List criteria for selecting a solution. Establish guidelines for evaluating possible solutions and making a decision by referring to specific organizational goals and priorities. The criteria might include impact on product quality, cost limits, personnel changes, the leader’s time allotment, and a target date for choosing a solution to be implemented.
3. Collect information. Considering time and expense, identify the particular type of information that must be assembled and set a deadline for collecting it. Asking open-end questions and listening carefully are generally good information-gathering techniques. Ask others how they would solve the problem and why they would take that approach.
4. Develop possible solutions. Examine all of the data collected and record all possible solutions suggested by the data. List as many possible solutions as you or the group can generate by brainstorming. The brainstorming process is most effective when it is completely uninhibited and free from any critical analysis.
5. Analyze possible solutions. Allow time for ideas to “incubate.” Work on other problems and come back to the original one with a new perspective. When you accept traditional assumptions about what can be done, you limit the ability to find creative solutions. Alter assumptions about what can be accomplished, and you open your mind to new possibilities for solving specific problems.
6. Make the decision. When as much information as feasible has been gathered and considered, assume the responsibility for making a decision, or for leading team members to choose the best possible solution.
7. Implement the solution and follow up. Since the process is problem solving rather than decision making alone, a plan for implementation must be developed to carry the job through to completion. Assign responsibility for each action step. Set up a schedule and follow it to make sure the problem is being solved. Make appropriate adjustments along the way to ensure successful problem solving.

Working Together to Achieve Goals

To gain full mastery of your attitudes, your time, and your life, immerses yourself in a total program of personal and organizational goals. Many personal goals involve items money can buy, and your career is the means for earning that money. Other personal goals focus on satisfying such intangible needs as security, ego satisfaction, and self-fulfillment that are inevitably tied to the work environment. When you recognize this relationship both intellectually and emotionally, you realize that productivity leads to the satisfaction of both your personal needs and your professional success.

Reaching business goals requires the cooperation of everyone in the organization. Ideally, everyone plays an appropriate part in choosing business goals, planning for their achievement, and working out the action steps. Few organizations, however, are ideal. Some business goals may be handed down to you with little opportunity for your input. You may find it easy to be wholeheartedly committed to the achievement of these goals, but it is possible that you might find yourself in partial disagreement with a particular goal or plan. At this point, carefully examine your priorities and values to determine exactly how you can contribute to the achievement of the stated goals and how you can grow personally by doing so – even though you might have preferred to see the organization move in another direction. Express your ideas about particular organizational goals and plans to the right person at the right time. Only in the case of a serious clash between your personal values and those of the organization will you find it impossible to contribute appropriately. With careful consideration, you can gain insights into ways to contribute to the productivity and long-term success of the company.

One element to consider in both personal and organizational goal setting is the time investment required. Most organizations develop more ideas for profit and expansion than they have the resources to carry out. Consequently, some criteria must be established for choosing profitable ventures. Traditionally, these decisions are based on projected return on in-vestment of capital. Obviously, though, some projects that promise high financial return require more time on the part of team members than others. In strategic planning, organizations must consider not only the amount of capital required for undertaking a new project and the expected return on investment, but they must also plan realistically for the amount of time required of key people to implement and supervise the project. Some projects that promise a high return on the investment of capital are impractical when the amount of time required by certain team members is considered.

To ensure adequate time to undertake exciting new projects, all members of the organization need to practice time-proven goal-setting principles of effective personal productivity. This is one strategy that always pays big dividends!

How the Goal-Setting Process Works

Goal setting is the most powerful process available to improve your personal productivity. Without planning and goal setting, all the desire that can be aroused in the limitless potential of the human spirit is wasted like the random lightning of a summer storm. It squanders its force in one flash across the heavens and is lost in the void of space without utility, purpose, or direction. It goes unharnessed and unused, its potential power wasted. Ironically, the contrast resulting from its sudden brilliance seems to leave behind an even darker future once the momentary glare fades.

In striking contrast, goal setting – supported by careful planning – provides a sense of direction to keep you focused on the most important activities. Goals serve as a filter to eliminate extraneous demands. Goals bring to life order, meaning, and purpose that sustain interest and motivation over a long period of time. Goals evoke your noblest qualities; they express your desire to achieve, to improve your life, and to be more effective, more productive, and more successful tomorrow than you are today.

Goal setting is the most powerful action you can take to improve your personal productivity. Simply defined, the goal-setting process is the process of:

• Developing a mission statement for your life.
• Writing a specific goal(s) that supports your mission.
• Listing the benefits of achieving the goal.
• Anticipating possible obstacles and solutions.
• Writing detailed action steps and deadlines to achieve the goal.
• Integrating the action steps into your planning system.
• Determining a method of tracking your progress.
• Writing affirmations to support your belief in your ability to accomplish the goal.
• Developing a visual representation that effectively reminds you of your goal.

Although success carries different meanings to different people, there is a definition that fits your dreams as well as those of everyone else:

Success is the progressive realization of
worthwhile, predetermined personal goals.

Success does not come by accident; you cannot buy it, inherit it, or even marry into it. Success depends on following a lifelong practice of goal setting and continuous growth – the process of “progressive realization.” Success also depends on seeking predetermined goals. Although many worthwhile achievements come as side effects of some other activity or purpose, they are, nevertheless, a direct consequence of the pursuit of predetermined goals. The full, ultimate effect of reaching a specific goal is not always clearly visible now, but the important point to recognize is that achievement and increased personal productivity invariably arise as a direct consequence of striving toward predetermined goals.

The sole purpose of the goal-setting process is to guide you on the entire journey from wish to fulfillment. The steps in the process are simple but not simplistic, comprehensive but not complex. Be patient and keep an open mind until the overall pattern of activity begins to unfold. Just remember that you are what you are today because of events that unfolded over time and your choices in response to those events. When you wish to change, to alter attitudes or habits, or to develop new personality traits that will increase your effectiveness, that, too, takes time. Individual pace may vary, but the sequential process of goal setting does not; so follow the plan as outlined. When you internalize the goal-setting process, your goals create a magnetic attraction that draws you toward their achievement.

Innovative Leadership of the Delaware Valley, LLC is a partner of LMI

LMI JOURNAL, VOLUME IV, NUMBER 7

Leadership Management® Institute*
Reprinted with permission

Observation is Key to Coaching Excellence

Coaching is a goal-oriented process that is designed to help an individual accomplish more in a shorter period of time, raise the bar even higher than the client believes is possible, and more. Coaching is also used to help the client become more action and results-oriented. When performance is an issue, the coaching objective usually focuses on developing the appropriate behaviors and actions that lead to higher achievement. Coaching in the workplace is usually measured by behavioral change and improvement in the key competencies and skill sets that result in higher achievement or improved productivity.

As a coaching client, how can you expect to improve your goals and to see those type of results if I never leave my desk or put down the telephone? I have been a certified Business Coach working with executives, managers, and employees in regard to performance and productivity for over ten years. It is impossible for me to measure results without viewing my client in the very environment that he or she is performing in. Observation is one of the most important ingredients in a successful coaching engagement, yet it is also one of the most difficult tasks.

Observation is most difficult because it is done through the coach’s eyes and my views on perceived right and wrong behavior. Sometimes coaches tend not to reinforce positive behavior to the individual and/or the team. We certainly do not emphasize an incident or behavioral display as an opportunity for growth. Most coaching engagements need the client to demonstrate a change in behavior, an action, or the enhancement of a skill set.

I find that observation can provide a candidate with the visual input that they tend not see themselves; their body language, use of the King’s English, tone, emphasis on words or terms, etc. Feedback on these behaviors can produce a positive performance and increase a person or team’s productivity. I like to observe these behaviors like my client speaking to individuals, groups and shareholders as well as in a meeting situation and more to give them input on behaviors that could mean success or failure.

Coaching at a higher level should help the client with their growth and development that will ultimately result in high achievement within the organization. I define perception as the view others have of me through their eyes and reality is view I get through the feedback from coach or manager. As a coach, I tell my clients not to hesitate to invite myself their work environment for observation and debriefing. Also, I make it clear that my client can request my attendance at any work event that might offer them an opportunity for some positive feedback from me, their coach. I encourage observation and use it as a coaching technique with all of my clients.


By: Richard Hohmann
Certified Business Coach
Vice President of Innovative Leadership of the Delaware Valley, LLC
Phone: 609.390.2830
E-mail: rhohmann@innovativeleadershipdv.com

Five Steps to Success

People dream about it, aspire to it, work for it, envy it, sacrifice for it, exemplify it, achieve it and even lost it. One thing is for sure – everyone wants it.

Why aren’t more people successful? Why is success elusive for so many? The primary obstacle is how people view success. Unfortunately, most people see success as a matter of chance or a mere consequence of luck. This is evidenced by the popularity of such practices as psychics, horoscopes, fortune tellers, lotteries, gambling, etc.

Success is actually completely logical and predictable. This is because success is natural result of certain actions. Success is like gravity. If you hold up a rock and let go, it will drop. Likewise, if you do certain things, you will succeed. We have identified five steps to success. If you will follow these steps faithfully, you will succeed. In this month’s column, I will outline the first step to success. I will then lay out the other four steps over the next four columns.

Know Your Goals
The first key to success is to know what you want. If there’s one thing that stops people from being more successful, it’s lack of defined goals. When you have clear goals, you’re constantly thinking about what you want. You then begin to generate creative ideas on how you can attain your goals. This leads to goal awareness. Goal awareness allows you to see every opportunity to move closer to your goal. We all have countless opportunities right next to us. What seems like luck or chance to most people is simply the ability to recognize and act upon opportunities as they become available.
______________________________

“Success is actually completely logical and predictable. This is because success is a natural result of certain actions.”
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How do you define your goals? It’s actually a fairly simple process.

• First, write down everything you’ve ever wanted. List everything. Include things you want to have, places you want to go, activities you want to do, qualities you want to possess, etc. The important thing is to write down everything. Don’t decide or judge if you’re worthy or capable of achieving your desires – just list them.

• Second, Pick at least three but no more than 10 of the dreams you want to work on now.

• Third, write each dream as a S.M.A.R.T. goal. SMART is an acronym for an effective goal. This means your goal is Specific, Measurable, Attainable, Realistic, and Tangible.

• Specific means you know exactly what you want. Do you want a new car? What kind? A Ford? A Toyota? A BMW? What make? What color? What accessories? The more specific you can be the better.

• Measurable means you always know exactly where you stand in relation to your goal. Do you want to lose weight? How much? By when?

• Attainable means it’s possible. Setting a goal to be 10 feet tall is probably not an attainable goal.

• Realistic means it’s possible for you. In other words, you need to set goals based on where you are now. If you’ve never played golf, it’s probably unrealistic to set a goal to win the Masters.

• To make your goal tangible, you must make it vivid. Know what it smells like, tastes like, sounds like, feels like, looks like and feels like emotionally.

• Fourth, say your goals out loud at least twice a day, every day. The more you focus and internalize your goals, the more goal awareness you develop.

• Fifth, physically write out your goals every day. The act of writing puts action into your goals. Once your goals are put into action, they develop their own momentum. The hardest part of achieving your goals is just getting started.

For the next 30 days, practice these principles every day. You will be amazed at the progress you make on your goals. Remember, success is certain.


By Randy Slechta, President of Leadership Management International, Inc. a global leadership and organizational development company

What is the engine in your company?

By Richard Hohmann, VP, Innovative Leadership

How empowered is the "middle of your company?" Many companies have been focused on leveraging their top talent, investing in high-potentials and preparing people for the C-suite. Some are doing a better job than others but the real key is that in the midst of all this segmentation, have you thought about the "engine" of your workforce -- your middle management and consistent performers?

These are the people, over the last several years, which we have asked to do "more with less," increase innovation, collaborate and work globally. However, many have failed to give the middle of the organization the support it needs to succeed in today's modern work environment. With the right support, middle managers empower your front-line employees to grow and learn on the job.

Ann Burack-Weiss and Barbara Silverstone article Success of Middle Management Depends on Upper Management states; "The empowerment of middle management is an ongoing process. It consists of a blended approach in which outside resources such as online or in-person courses and readings on leadership and supervision are mixed with upper management modeling the very strategies they wish to instill. This includes the provision of regular feedback to the middle manager."

Our "Making of an Effective Manager Course", Voted the #1 Management Development Program by Entrepreneur Magazine, is just such a vehicle. (See Below for More Details) Your middle management delivers your desired outcome by implementing the business strategy and engaging the workforce by demonstrating their value to the designed outcome. Our Course provides a better understanding of the problem with the methods for providing solutions, and the need for demonstrating the appropriate behaviors to elevate the productivity and performance of your people and company

Enroll you middle management team now and see the difference.

The Value of Mid-Level Management

I define management as the act of getting people to work together to achieve a common goal. In most organizations, the responsibility and roles of management vary by level and in most, the senior level management is responsible for the overall direction or strategy of the company and the middle level management is responsible for the tactical component that implements the plan developed by the senior level.

Strategic business initiatives and desired outcomes are normally focused on the financial results including shareholder satisfaction. Mid-level managers are responsible for the interlocking functions associated with management like organizing, planning, controlling, coordinating, and commanding. This responsibility also includes the utilization of available resources needed to produce the desired results.

Talent Management Means Competent Leadership

Talent Management is an entity that has been slowly evolving within many corporations. Most corporations list the following practices as part of their overall program:

• High potential employee development
• Leadership Development
• Professional Development
• Succession Planning
• Career Planning
• Learning and Training
• Performance Management
• Competency Management
• Retention
• Employee Engagement

Talent Management should concern itself with competencies. Companies should focus on the competencies that make a difference today and will continue to make a difference tomorrow. It means fitting the “right person” to the “right job” and then measuring their impact on the company’s strategy or goals.

In simplest of terms, Talent Management is people development associated with organizational effectiveness. Your middle management controls what employees stay and what employees leave. Your good employees will leave if you don't have a competent manager.

Most companies do not have a clue about what Talent Management means to them and what competencies will provide sustained growth and success. It is important that they focus on their Strategic Development plan now and don’t wait until it is too late. Too late that they do not have the people who are able to learn and perform the roles and responsibilities needed for sustained growth. Do we have the people that can respond to the rapidly changing, highly competitive marketplace?

Most companies have not yet assessed the talent within their organization. How can the learning and training components be applied when you don’t know what is needed to develop the people? People are starting to talk about succession planning only because a lot of key people are leaving the workforce for retirement or alternative careers. I joined a pharmaceutical company in the late sixties and within three weeks, the company has decided that I was a “High Potential”….an HP as we called it back then. A fast track of combined learning and training programs were laid out before me while at the same time, my performance was monitored as if I was under the microscope. It appears that many companies have strayed away from labeling “high potentials” and providing a program to accelerate their careers within the company. Now, I know many companies have accelerated programs and call these designated potential leaders something, like top producers, achievers, or whatever.

It just seems like the same old story. We have been concerned about this problem for many, many years but we have done nothing to provide a fully integrated set of human resource functions that can be called a people development process. We hesitate to assess anyone or anything because it will cause conflict and we can’t have conflict when we need to retain good talent.

Is Talent Management really meeting the needs of most companies? What are we waiting for? The leadership of our companies must step up and focus on a Strategic Development Plan that includes people, processes, and performance. The integration of those three entities often results in employee engagement, motivation, and success.

Human Resources in many companies is defined as the human capital experts. So, when are these so-called experts going to jump up and down and give their leadership team a real assessment of the culture, the people, and the potential to more forward while sustaining growth and reaching goals? It will probably be when all the talent has left.