Tag: Problem Solving

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Problem Solving: Relationship with your Manager

While developing the best solution for a problem may be very challenging and complex, the process you should follow is quite simple; First you have to figure out the source or cause of the problem, then you explore solutions, act on the best solution and review and evaluate whether you’ve been successful. Be methodical, no ‘ready, shoot, aim’.

Let’s explore an example: You have significant and concerning issue with your manager. You think they are unfairly judging you and you fear it will have impact on your career path.

First, ask your manager for a meeting where they can provide you with feedback on your performance. If they ask why it is necessary, you need to use your judgement.  If there was a ‘blow up’ event, explain you want to discuss that event. If there was no big event, but a smaller series of comments that disturb you, just say you think it would be productive to check-in as you want to assure you are performing up to their expectations. Your goal is to give them time to prepare for the meeting, but you don’t want to start explaining all of your issues and concerns before you get a chance to hear their point of view.  For all you know, they think very highly of you, and you are attributing value to their comments other than what they intended.

At the meeting, don’t react or defend yourself.  Simply listen. Ask them if it’s ok for you to take notes and assuming it is ok, write down what they say. Tell them you want some time to think about their feedback and suggest that you will set up a meeting in a couple of days to continue the conversation. I appreciate it may be difficult to just listen, but you don’t want to react with emotion or give them the impression that you are arguing with them on each point.

Take each item and really think about it. Can you see their point of view?  If not, is it because they have incorrect information? Do you have tangible evidence that they are mistaken? Did they provide examples or evidence that gave you context for their concerns? Did that help put it in perspective? Can you see their point of view? If you still disagree, can you craft a response, with examples, so you can influence their opinion or point of view? Should you change your behavior? Can you put together a plan of action to remediate the valid issues? Can you craft a dialogue to productively challenge them on areas where you don’t agree with their point of view so you can influence them to change their point of view?

Set up a follow-up meeting.  Thank them for their feedback and tell them that you have spent some time thinking about it and you want to share your views.  Start with areas where you agree with their feedback and tell them what you are going to do to address it.  Gain their consensus. Now tackle the areas where you want to express your alternative point of view.  Be calm, don’t attack, do your best not to put them on the defensive.  Present your examples or evidence and use your influencing skills to assure they hear you. Agree on a plan of action with your manager to address the areas of development and agree to check in on progress.

My experience has proven that many staff members who start off thinking that they are being unfairly judged, haven’t put the time into thinking about acknowledging and resolving the issues.  They just react, deny and defend.  Perhaps the manager is wrong or mistaken, but they best way to resolve this is with facts, examples and open dialogue.

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Problem Solving: Teamwork

While developing the best solution for a problem may be very challenging and complex, the process you should follow is quite simple; First you have to identify what the problem is and figure out the source or cause, then you develop solutions, act on the best solution and review and evaluate whether you’ve been successful. Be methodical, no ‘ready, shoot, aim’.

Let’s explore an example: You are leading a team that is not operating at maximum effectiveness as members aren’t getting along. You know some of the symptoms; team members are arguing or splitting into factions that don’t communicate with each other, team members are going off and performing functions without letting others know what they’re doing, etc. What to do?

First you figure out the source of the problem.  I would start by talking to team members.  I would ask them open questions that are not judgmental; How do you think the team works together? Find out what they think the issues are. Don’t ask leading questions like “Do you think Bob is the source of all the tension?” rather determine if they think there is tension and then ask “What do you think is the source of the tension?” Most importantly, don’t put anyone on the defensive.  Try not to ask yes or no questions, you will get more information with open-ended questions. Also, while you should acknowledge the information you are receiving, don’t openly agree with the person so that they feel you are siding with them which could in turn cause more conflict if they repeat to other team members that you’re on their side. I knew managers that took on the views of the last person they spoke with every time, so people would angle to talk to them last. Your goal should be to objectively gather information from all points of view and then objectively analyze it.  Separate out the information that is consistent across the majority of people from the outlier information.  Look for the themes.  Draw your own conclusions about what the source or cause of the problem is. Think through possible solutions.

I would next bring the team together.  I would discuss a summary of the information I received.  Assure that you do not attribute information to any one person or include information where all will know who it came from, as this could prove divisive.  You need to walk a fine line here and use your judgement.  Now that the team has a view of the issues, ask them to brainstorm possible solutions.  If they can develop and own the solution as a team it will be more productive.  If at some point it becomes obvious that they cannot resolve as a team, end the session and re-think how you want to proceed.  You may need to make the decision on your own, especially if it includes removing a member of the team.

Once you’ve arrived at a decision about how to proceed, communicate to the team and execute the solution. Assure you manage the process so you can made adjustments to the solution if need be.  After a reasonable amount of time, check in to see if the problem is really resolved and if not, you may need to reconsider whether you mis-read the problem, or need to adjust the solution.

Most importantly, keep the lines of communication open, use your judgement, be fair and open minded, appreciate that if it was easy you likely wouldn’t have had to get involved in the first place!