Avoid These Common Problem Solving Pitfalls

Finding the best solutions to problems is a necessary skill for navigating the changes that are continuously affecting our company. Organization that take a proactive and structured approach to problem solving position themselves to overcome obstacles and take advantage of opportunities. This approach comes from making a concerted effort to avoid the following five common problem-solving mistakes.

Pitfall 1: Involving the wrong people

Often when a problem needs to be solved, a team is quickly pulled together of people who may have done this kind of thing before and those who have the spare capacity. While the logic in this decision making is clear, it doesn’t actually lead to the best teams.

Your best man for the job might be disappearing under work, but if the problem is strategically significant to the business it should be more important to clear his decks than to find someone else.

If the right people are not involved from the start your problem may not be solved as quickly or efficiently as you want, which could make the rest of your employees disengage from the process.

Pitfall 2: The problem isn’t clear

Sometimes the problem is more a lack of coherence about what actually needs to be done, rather than any direct issues with the ability of the team.

Poor project goals such as solve the sales issue or reduce scrap rates are fine as ultimate goals or outcomes, but they are too vague to actually tackle the problem. Often when problem statements are written in this way the project encounters issues as the person running the project doesn’t know if they are fixing the right problem, they can’t know when they’re finished working on it as they have no yardstick and if they have no clear starting point it will be tough to prevent the issue returning.

Problems need to be articulated clearly to indicate exactly what the issue is so instead of reduce the scrap rates the project should aim to reduce the scrap rate from 30% to 5% by the end of the year.

Pitfall 3: Lack of data

This brings us nicely to the next pitfall; a lack of data. Imagine you know exactly what the problem is – the sister factory in Germany is producing output with a higher defect rate, or the customer representatives in London are reporting a sharp drop in repeat business – you should be able to get to work identifying the cause and solving the problem.

But the only reason you know this problem exists is through anecdotal evidence – you’ve not collected any hard data on it. If you start to make improvements now, it will be impossible to know when you’ve done enough to achieve an acceptable defect rate, and it won’t be possible to show how much you’ve reduced the defect rate by.

Without hard evidence, it will be challenging to show that any new processes are actually an improvement so it won’t be long before people slide back into old habits.

Pitfall 4: Addressing a symptom not root cause

Brainstorming sessions are great for getting ideas flowing, but activity should not be mistaken for achievement. Finding solutions that don’t address the root of the problem only leads to more problems in the long run.

Pitfall 5: No systematic / scientific approach

Rather frequently, companies – notably management – demand swift action when facing a problem. Well, there is nothing wrong with a bias for action but what often results is “cutting corners” in the rank and file. Finding the best solutions starts with having a structured approach to problem solving. Of all things needed to foster a problem solving culture, training is the most important, allowing and expecting associates to be systematic. Socratic questioning works best! The reason is simple: the problem is usually smarter than us and will always win over shortcuts.

Effective problem solving doesn’t happen by accident. It takes time, commitment and a methodical approach. Businesses can fall into these pitfalls with problem solving if they fail to give the issue at hand the correct level of priority and importance. Remember, for every month this problem continues, your business could be losing out!

People love to solve problems. However, people will avoid problem solving situations when they are unsure of how to approach the issue. If we keep in mind the practical rules of problem solving, we shouldn’t shy away from any business puzzle.

Just don’t put the cart before the horse.

Freedom, Independence and Lean

Yesterday (and Today), we celebrate Independence Day in the United States.

Freedom is not just the natural right of every human it is the state of mind that enables people to create the greatest and the most inspiring things. The spirit of freedom gives us the power to conquer new heights, whether it is a real mountain peak or a bold business challenge.

Similarly Lean spirit gives you the freedom from daily firefighting situations, heavy investments, taking out people, etc. It is about developing a mindset, methods and tools to identify and eliminate Muda, Mura & Muri in all its forms at every opportunity. Lean provides your workforce the freedom that they need to own and maximize their productivity. In a Lean production plant, the "freedom to control one's work" replaces the "mind numbing stress" of mass production. Armed with the skills they need to control their environment workers have the opportunity to think actively even proactively to solve workplace problems.

Lean is all about finding better ways to do things, so that they require less effort, less time and fewer resources. It is not about cost reduction – penny-pinching, cutting investment, taking out people – it is about finding better ways to get work done. It is about developing a mindset, methods and tools to identify and eliminate waste in all its forms at every opportunity. It is about freeing-up resources because you no longer need to use them.

Lean is a business method that extends employees independence.  It provides more employees with the tools, methods and authority to make decisions. It creates teams to measure progress and devise new techniques. This leads to higher employee motivation and productivity as workers are asked to come up with solutions to problems as opposed to having to work with flawed procedures. There is much to be said for greater worker independence in the execution of a lean philosophy. We may not have a day to celebrate like the US but the message is no less important.

May your journey of operational excellence find solid relationships & satisfied repeating customers.

Lean Quote: Freedom Lies in Bold Leadership

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Freedom lies in being bold."   —  Robert Frost

When one is free, one has the choice of being bold. By being bold, one may maintain their freedom despite the attempts of others to apply restrictions. Thus, each of the two support and reinforce the other.

Good leaders are trailblazers, making a path for others to follow. Great leaders, however, inspire their people to reach higher, dream bigger, and achieve greater. Perhaps the most important leadership skill you can develop is the ability to provide inspiration to your team. If you inspire them to reach for the stars, they just might bring you back the moon.

Bold leadership isn’t reserved for the chosen few, and it certainly isn’t limited to popular culture’s definition of big, brash, loud leadership. Bold leadership is about the everyday behaviors we use to build trust, focusing on the needs of others, leading with confident humility, and vulnerably engaging with our people in authentic and genuine ways.

Bold leadership is not what you think. BOLD leadership is:

Building trust – if employees don’t trust you, why would they follow you?

Others focused – leadership isn’t about a leader, it’s about empowering the people around you.

Leading with humility – it’s a common misconception that leaders are infallible but the most successful people in leadership positions show they’re human.

Daring to be vulnerable – authenticity brings people to you. No one wants to follow a robot, they want a real person who connects with them and understands what they’re doing/who they are.

You’ve got to seize the moment. Don’t be afraid to be a bold leader. 

Lean Roundup #145 – June 2021

A selection of highlighted blog posts from Lean bloggers from the month of June 2021.  You can also view the previous monthly Lean Roundups here.

ImprovementBegins with I – Bruce Hamilton explains the attitude or condition for the kaizen spirit to develop.

How to Lead From Any Level In the Organization – John Hunter answers how anyone can, no matter their role or authority level, create value and shape their influence so that the company can amplify positive results.

Applying the Improvement Kata to the Process of Leadership – Mark Rosenthal talks about some of the challenges change agents face when trying to influence how people respond to challenges and interact with one another.

What is a Team? – Pascal Dennis described some of the more visible and invisible aspects of teamwork.

The History of PDSA, PDCA, and Dr. Deming – Jamie Flinchbaugh shares a couple of takeaways of Ron Moen’s article Foundation and History of the PDSA Cycle.

How to Think Long Term – Jon Miller discusses why it seems so hard to make decisions that are in the good of the long term.

Leadership tip #9: See & Stop Micromanagement—Learn to Trust Instead – Johanna Rothman talks about the pitfalls and challenges surrounding micromanagement and why to extend trust instead.

Amin Elhassan: It’s Not Enough to Be Right, How You Communicate Matters More – Mark Graban shares a story from Amin Elhassan, a former NBA executive about instead of trying to gain “buy in” after developing a solution, it's better to engage others in developing the solution with you.

Are You Creating the Right Environment? – Josh Howell explains why “Creating the Right Environment” is a strategic imperative for the company.

Purpose, Process, People - James P. Womack says taking stock of any lean work without examining your purpose--as well as your processes and your people--will never lead to meaningful success.

Ask Art: What Do You Look At in a "Pre-lean" Company? – Art Byrne share with you the key elements to focus on from decades of acquisition evaluation experience.

Want to Be a Great Leader? These Are the Top 10 Qualities You Need

Effective leaders have the ability to communicate well, motivate their team, handle and delegate responsibilities, listen to feedback, and have the flexibility to solve problems in an ever-changing workplace.

Successful managers, team leaders and supervisors typically possess ten traits and skills that make them superior leaders.

1. Surround yourself with people smarter than you are

Good leaders achieve success when they’re surrounded by teams of people who are experts in their areas, and even who are smarter than the manager that hired them. Good leaders let their team work and innovate. In exchange, teams with a good leader make it so this leader feels comfortable and prepared for the challenge of creating good work.

2. Be transparent and involve them in your vision

A team that feels like something is being hidden from it is mistrustful. The group has to know what’s going so that everyone rows in the same direction. If you hide information, you’ll lose the trust of your team, because they’ll believe that you aren’t taking them into account and turn their backs on you. If you tell them what’s happening, you head off possible fears and at the same time inject a healthy dose of motivation.

3. Communicate well

Leaders need first-rate communication skills. Being open to discussing issues, solving problems or forming objectives with employees are all vital elements of good leadership. A leader will also have to chair team meetings, give persuasive presentations and liaise effectively with clients.

4. Earn their respect

Leaders with character have no need to pull rank to get results: they get them by generating trust and respect, that’s why they’re more effective. They don’t need to impose rules or micro-manage to get their teams to complete their tasks.

5. Show empathy

When someone brings up a problem or concern, a good leader tries to understand the problem and the point of view of the person. Showing empathy is proof that the leader has listened. Your response must address the concerns the other person has brought up, even it’s not always the response this person was hoping for.

6. Trustworthiness

If employees are uncomfortable or unwilling to approach a leader, then the trust between the leader and their team is broken. When employees believe in their leader’s integrity, it is beneficial for the honesty and accountability in the workplace as a whole. A trusted leader is a far more effective one.

7. Be Responsible

As a leader, the responsibility for both failures and successes should be on your shoulders. This means taking full ownership for the actions of yourself or your team, as well as being willing to accept blame and seek solutions when required.

8. Be optimistic and show curiosity

Optimistic leaders inspire and motivate teams. If you show curiosity, you’ll learn and collaborate with the team. This closeness avoids unnecessary conflicts that can grow out of lack of understanding and indifference. Curiosity will allow you to get closer to people and rise to the challenge of leadership in new times.

9. Influence

Whether it is encouraging an employee to ‘buy in’ to a project, step outside their comfort zone or improve productivity, a leader should have the influence to encourage that improvement. A positive influence is a vital skill that will help a leader support their co-workers, and encourage them to go further and do more.

10. Inspiring Motivation

For a leader to be successful, they must motivate those around them to achieve more, go the extra mile and do better in their work. This motivation goes beyond simply providing verbal encouragement; it can include offering team members tangible rewards for their effort through recognition, improved responsibility and even physical rewards. Providing employees with better autonomy and productive work is key to maintaining high motivation.

Becoming a great leader starts with knowing your strengths and shortfalls. Few leaders start with all ten attributes or skills. Some confident people naturally have enthusiasm and have always been courageous.

More timid, reserved individuals can still be good leaders by learning to believe in themselves, acting enthusiastically, and addressing fears. Empathy, humility, and gratitude come naturally for some because of background or culture, but leaders can learn to incorporate these characteristics into their leadership styles by developing self-awareness. 

Lean Quote: Employee Are Watching, Set a Good Example

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"What you are speaks so loudly, I can’t hear what you are saying."   —  Ralph Waldo Emerson

Whether you realize it or not, if you're a leader, your employees are watching every move you make. Good leaders must lead by example. By walking your talk, you become a person others want to follow. When leaders say one thing, but do another, they erode trust--a critical element of productive leadership.

Leading by example not only holds the managers to strict standards but it requires a great deal of interpersonal communication skills. Those who lead by example need to be able to form strong human relationships with those that they need. This can be a challenge for any manager, especially those who aren’t exactly natural born leaders. The good news is, there are several proven strategies that can help any manager, in virtually any field to master the often tricky art of leading by example.

Listen to your team. Practice patience and try to not interrupt when someone is talking. Be attentive, make eye contact, nod and ask pertinent questions. Ask questions. Seek to understand. You’ll receive valuable insights and set a tone that encourages healthy dialogue.

Roll up your sleeves. Show that when a job needs to be done, everyone at every level needs to chip in and participate. Do your part, and make sure that what needs to get done, gets done.

Establish an impeccable standard of excellence. The best way to establish a standard is by modeling the expected behavior yourself. Showcase excellence. When your actions have the potential to affect everyone around you and the bottom line, don't dabble in mediocrity. Reflecting excellence is critical to exercising effective leadership.

Be a fearless problem solver. Instead of freaking out in a bad situation, focus on ways to deal with problems. Be fearless and create solutions. How a leader reacts in a bad situation speaks a lot about his personality. So, make sure that you create a good example for others.

Take responsibility. Blame costs you your credibility, keeps team members on the defensive and ultimately sabotages real growth. Great leaders know when to accept that mistakes have been made and take it upon themselves to fix them.

Praise improvement, even minor improvements. Psychologists discovered long ago that when you positively reinforce a desired behavior, people are far more likely to repeat that behavior. Most people want to do the right thing, which means you will find far more success in leading a team if you focus on using positive reinforcement rather than negative actions like threats and fear tactics.

When you lead by example your behavior becomes a catalyst for people’s trust and faith in you. And it also emphasizes what you stand for. Leading by example shows people exactly what you expect and gives them living proof that it can be done. On a deeper level, leading by example and being as good as your words builds trust. It’s a sign that you take what you say seriously so they can, too.

10 Traits All Great Leaders Possess

Successful leaders indeed differ from other people, and possess some common personality traits that make them capable of being effective in a leadership role. These core traits can predict leadership effectiveness, and organizations looking for a leader would do well to check for these characteristics in potential candidates.

Over the years, I have read and saved many lists that detail the characteristics of historically great leaders from business, sports, politics, the military and other areas. Looking back on all these lists, these 10 leadership qualities constantly crop up, in no particular order:

1. Integrity: People want leaders they can trust to act for the greater good and tell the truth. We want leaders who act according to their stated principles, are honest with us and keep their word.

2. Humility: As we shift away from command and control leadership, we gravitate toward leaders who are approachable and don’t hold themselves above others. When leaders show humility and vulnerability, others instinctively want to work with them to achieve their goals.

3: Empowering Others: Great leaders trust the people on their team and coach them to make important decisions without micromanagement. They don’t do everything themselves—instead, they set clear vision and values, and direct others to work according to those guiding principles.

4. Great Communication: Leaders must communicate well, both to move others to action and to ensure their directives are well-understood. It’s no surprise that we often celebrate leaders who deliver historic speeches or impactful quotes. Great leaders also give their teams the information they need to excel.

5. Forward-Thinking: A great leader sets a compelling vision for the future, attracting and convincing others to want to join their movement. These leaders are capable of sharing their vision with clarity and specificity, and they are passionate about the execution of those goals.

6. Empathy: We want our leaders to demonstrate empathy and an ability to relate to those they lead, especially in moments of crisis. A leader cannot effectively lead someone if they fail to understand their fundamental needs, and if they cannot connect others’ fulfillment to their own.

7. Competence: Leaders must be capable of doing the job at hand, and surround themselves with competent people. Competent leaders don’t know how to do everything, but are skilled at identifying people whose abilities complement their own, and bringing them into the fold. They also aren’t afraid to hire people who are smarter than they are.

8. Accountable: Great leaders have a “the buck stops here,” mentality. History is filled with leaders who credit their teams for their successes and accept personal responsibility for the team’s failures. Poor leaders do the opposite, taking credit for their teams’ accomplishments and distancing themselves from accountability.

9. Gratitude: One of the core responsibilities of a leader is to consider the needs of the many. A mindset of gratitude pushes leaders to focus less on themselves and more on how they can value and strengthen others.

10. Self-Awareness: Leaders must be aware of their own strengths and limitations. They have to build a team that magnifies their strengths and limits their weaknesses. Leaders are also open to criticism and willing to do the sometimes-painful work required to improve.

There are many qualities that are essential to being a great leader. Some of them may come naturally to you, and others may not. But the more you can develop these qualities in your own skill set, the more successful you’ll be.

Leadership is a journey of continuous learning. It is an amazing experience that will take you on roads you’ve never traveled before.