8 Tips For Solving Problems

How much of your day do you spend problem solving?  It could be responding to requests from senior leaders, helping team members work through an issue, or just figuring out where to park in the morning. 

If you’re anything like me, it seems like every day is a stream of problems waiting to be solved (or prevented). 

Problem solving is the bread and butter of all leaders – it’s what we do and where we shine.  Not only do we tackle problems directly, we are charged with empowering and coaching others to solve continually more challenging problems. 

There are many ways to go about solving a problem. Some of these tips might be used on their own, or you may decide to employ multiple approaches when working to figure out and fix a problem. 

Tip 1: Know When You Are Stuck 

To solve a problem, we need to know that we have a problem. This may be a frivolous point but it is not always obvious. Key signs that you are stuck: 

I do not know how to proceed. 

I haven’t got a clue. 

Why is this not working? 

However, it can be more subtle than that. Repeatedly trying over and over again without progress is also being stuck. To know that we are stuck, we have to realize a solution is not immediate. To get better at this, I recommend saying out loud “I am stuck” whenever it is relevant. So to summarize: identify you have a problem, be aware the solution is not immediate, state that you are stuck. 

Tip 2: Understand The Problem 

Often a problem is hard because we are unsure what we are being asked, or asking ourselves, to do. Poorly defined problems rarely lead to quick “ah-has!” Spending time to understand the problem is a neglected part of the problem solving process. Typically, there are many strategies for demystification. One way is to rephrase the problem in several manners, each time using simpler and simpler language. Another is drawing a picture or diagram. I often ask myself: Do I have enough information to move forward? Finally, refactoring a problem can be useful; that is, changing the structure of the problem to make it more understandable.  

Tip 3: Picture The Solution 

Even if you found the solution, would you know it? Drawing a picture of the solution can be surprisingly insightful. It does not matter if the solution ends up being different to what you draw it can still be useful. Picturing the solution helps us know when we have found the treasure. It also facilitates backward problem solving.  

Tip 4: Think Like A Scientist 

Despite not all problems being scientific ones, thinking like a scientist can be rewarding. As a (good) scientist you generate hypotheses about your problem. For each one, rank them by how plausible they might be. Begin with the simplest avenues and eliminate those that are unreasonable or unlikely. Finally, have a plan and execute it. Know what you are going to do and have a reason for doing it. 

Tip 5: Try and Verify 

We can simply be paralyzed by not knowing which direction to take. First, return to tip 4 before trying anything else. If we are still stuck, then let us just try something at least. Trying something we have little confidence in can raise uncomfortable feelings. Be prepared to feel uncomfortable or silly – a bad answer can still be useful. We may miss the mark but then we can orient ourselves around this. Once you have taken a guess remember to check if we have made any progress – have we learnt anything new about the problem? 

Tip 6: Recall Your Past Experiences.  

When a problem needs to be solved fairly quickly, heuristics may be a better approach. Think back to when you faced a similar issue, then use your knowledge and experience to choose the best option possible. If you succeed via trial-and-error, you're more likely to use those same actions and ideas that led to your previous success when you face the problem again. Your past experience can inform and shed light on the problem you face now. Recall. Explore. 

Tip 7: Don’t Jump to Conclusions 

It’s easy for us to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought. 

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.   

Tip 8: Ask for Help 

Getting opinions from your peers can expose you to new perspectives and unique solutions. Friends, families or colleagues may have different experiences, ideas and skills that they can contribute to help you find the best solution to your problem. 

Consider asking a diverse range of colleagues or peers to share what they would do if they were in your situation. Even if you don't end up taking one of their suggestions, the conversation may help you process your ideas and arrive at a new solution. 

Solving complex problems may be difficult but it doesn't have to be excruciating. You just need the right frame of mind and a process for untangling the problem at hand. Luckily for you, there are plenty of techniques available to solve whatever problems come at you in the workplace. 

The Foundation of Lean Organization – Purpose, Plan, People, Process, And Performance

The Lean business process improvement methodology is a way of planning and measuring the long-term success in our organization, focused on improving safety, quality, delivery, cost, and employee morale. It seeks to eliminate waste and streamline the delivery of value to the customer. There are dozens of tools associated with the practice of Lean, such as value stream mapping, Kanban, and Gemba walks, all of which are useful and effective.

However, it is important to keep in mind that these tools are deployed within the context of purpose, people, and process. True innovation and value-creation in execution are powered by sharing purpose, careful planning, creative mindsets, dynamic processes, and proven performance. Together they enable both agility and adaptability in today’s complex environment. Together they drive execution excellence.

Purpose: (Task Vs. Mission Driven)

Task driven environments are very checklist heavy, compliance oriented and top-down leadership centric. Purpose driven environments are where team members are inspired by a common mission, vision and values.

Plan: (Individual vs Alignment)

To be successful we need a clear, well-defined plan that everyone knows and knows how their efforts towards that plan will drive success and meaning for themselves and the business as a whole. 

People: (Collaborative vs. Competitive)

Collaborative environments are highly integrated team efforts. Competitive environments are highly independent. Lean starts and ends with people. We seek to create the conditions under which people can achieve their maximum potential. We recognize that great ideas for improvement can come from every level of the organization and that everyone should be provided with the tools that help them contribute.

Process: (Status Quo vs. Innovate)

Status Quo environments live by the motto, “if it ain’t broke, don’t fix it”. These environments are highly predictable and stable. Innovative environments on the other hand are highly flexible and encourage failing fast. Innovative cultures understand the importance of quickly adapting to change.

Performance: (Results focused vs Process Accountability)

Performance is what your team must do to delight customers, both external and internal. We must make sure everyone understands what’s expected, how we’ll measure and monitor it, celebrate the successes and hold ourselves accountable when we fall short.

Purpose, plan, people, process, and performance are the best assets to develop and focus on to drive execution excellence. Purpose drives commitment. Plans fulfills our purpose. People's mindsets and behaviors determine the effectiveness of collaboration. Processes guide interaction forward towards meaningful objectives. Performance is how we hold ourselves accountable and deliver on our commitment to our customers, shareholders, and employees.

Lean Quote: Positive Feedback is How We Learn and Improve

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.

"We all need people who will give us feedback. That's how we improve."   —  Bill Gates

Receiving regular, actionable feedback is crucial for your employees’ growth and development. Delivered in the right way, feedback can positively impact your company through improved performance, increased employee engagement, and greater levels of trust. But giving constructive feedback still makes many of us uneasy.

I recommend using the framework of the three Cs — Clarity, Contextual Meaning, and Composure — as a guide for turning every performance review into an opportunity to demonstrate empathy and help employees achieve lasting growth, learning, and improvement.

With practice, managers can use the three Cs to deliver constructive feedback that provides transparent direction (Clarity), emphasizes employees’ goals (Contextual Meaning), and negotiates employees’ affective reactions (Composure).

Clarity: The “Content”

Effective feedback provides specific information on two elements of an employee’s performance. The first element focuses on the employee’s past actions and behaviors. This presents managers with a golden opportunity to be specific. Rather than speaking in broad, general evaluations (e.g., “the presentation was not compelling enough”), communicate how the employee’s specific actions and behaviors contributed to them exceeding, meeting, or falling short of expectations.

The second element of effective feedback focuses on the future. Give the employee precise directions about what they should do to improve their performance next time.

Contextual Meaning: The “Why”

No conversation exists in a vacuum. Rather, our interactions are rich with contextual meaning that flows from our backgrounds, relationships, experiences, and, crucially, our goals.

During a performance evaluation, employees implicitly want to hear, “What does this feedback mean for my bonus, promotion, or professional reputation?” Managers who successfully identify and connect their feedback to each employee’s unique goals will deliver a more impactful and longer-lasting message.

Composure: The “Response”

Managers who wish to deliver effective feedback must leverage their emotional intelligence. Before a performance review, identify the emotions the employee is likely to experience during the conversation. Then craft your message with the relevant feeling in mind. For example, understanding how an employee will interpret feedback about their career goals, and then shifting the conversation to how their goals can still be achieved, can help disarm anger or anxiety.

Delivering feedback is among a manager’s greatest challenges. The three Cs provide a practical, psychology-based framework that will help managers deliver more effective feedback. By leveraging Clarity, Contextual Meaning, and Composure, managers can adapt their feedback conversations to the unique needs of each employee and provide an actionable roadmap for improved learning, growth, and performance going forward.

Lean Roundup #174 – November, 2023

A selection of highlighted blog posts from Lean bloggers from the month of November 2023.  You can also view the previous monthly Lean Roundups here.  

 

Understanding Misunderstandings – Bob Emiliani talks about his life work to advance progressive leadership and management.

 

The New Competencies - Christopher R Chapman discusses management competencies, in particular those that frequent Deming collaborator Peter Scholtes outlines in his excellent 1998 book, The Leader’s Handbook.

 

Systems Thinking–More than the sum of its’ parts – Andy Carlino shares the benefits to individuals and organizations of Systems Thinking.

 

Is Process Improvement Certification Right For Me? – John Knotts answers the question about whether it is desirable obtaining a process improvement certification.

 

Harmonizing Organizational Excellence: A Fusion of Agile, Deming, and Toyota Principles – Steve Kane explores the core elements of these frameworks, so we can distill a set of simplified guiding principles that encapsulate the essence of organizational excellence.

 

What Exactly Is Overburden (Muri)? – Christopher Roser takes a deeper look at overburden, including plenty of examples as well as the effects of overburden on your people.

 

Continuous Improvement vs Process Improvement: Spelling Out the Important Differences – Danielle Yoon provides a detailed comparison that clarifies the distinctions continuous and process improvement.

 

How Lean Agile Methodology Can Help You Avoid Waste - Maggie Millard introduces the Lean Agile methodology for project management and addresses the specific types of waste the approach targets.

 

Gemba vs. Genba — Different Spellings or Different Words and Meanings? – Mark Graban talks about all things Gemba, Japanese word that means, basically, “the real place” or “the shopfloor”.

 

The Sustainability Myth – Bob Emiliani talks about challenge of sustainability and advocates to commit to never-ending hard work of learning and practice.

 

     

Understanding the Exodus: Why Younger Generations Are Leaving Your Workplace

Image Source: Pexels

Whether you’re a new leader or an experienced one, there’s always more to learn. This is especially true if you don’t get formal leadership training — which most leaders don’t.

In one study, almost half of leaders with 10 or more years of management experience said they’d had nine total hours of training, and 43% of new managers with less than a year of experience had no training at all.

As a leader, it’s important to understand that many times, overcoming key challenges in your leadership style is up to you. The good news is that there are many ways to identify and address challenges as you move toward leadership excellence.

Here are some key challenges to watch for and how to overcome them.

Identifying Your Natural Tendencies

Everyone has a default way of responding to situations. For example, some people respond to stress with confidence and even aggression, while others think things through before acting, and others freeze and struggle to manage their emotions.

Interestingly, your genetics may have a lot to do with your default reactions. Studies have found that hereditary traits can impact everything from aggression and anxiety to risk tolerance. Knowing your natural tendencies in different work situations allows you to know where you’re starting and what changes you might want to make.

Of course, you’re not stuck with what you inherited — you can always work on your default behaviors to improve your responses. However, it takes intentionality and practice, so be patient with yourself. Overcoming these built-in reactions is challenging!

Balancing Confidence and Humility

Many leaders understand the importance of seeming confident — it inspires confidence in their teams. However, too much confidence without humility can turn people off. You don’t want to come off as an arrogant leader.

How can you balance confidence with humility? Start by understanding your strengths but also your weaknesses. It’s important to know your limits and surround yourself with people who are strong in the areas where you are lacking. People will trust you more when you’re honest about what you can do and what other people are better suited for.

In recent years, employers have witnessed a growing trend — younger generations, specifically, millennials and Gen Z, are leaving their workplaces at an alarming rate. This phenomenon, also referred to as the “Great Resignation,” demands the attention of business leaders who must start enacting more effective changes if they hope to retain their top talent.

Why Millennials and Gen Z Are Instigating the Great Resignation

Though one can argue that every generation has had it hard and that we all have our burdens to carry, millennials and Gen Z have been pushed beyond their limits with stagnant wages, longer working hours, the global pandemic, and skyrocketing inflation.

This younger generation is burnt out, and unlike previous generations, they are not of a mind that one just has to keep their head down and continue working hard because of societal conventions. Instead, millennials and Zoomers have a much more philosophical view of life that prioritizes mental health and demands more from their employers.

Self-care and Prioritizing Mental Health are Top Priority

Because millennials and Gen Z are much more mindful of their mental health, they prioritize self-care. While self-care might seem like something they can do in their personal time when they aren’t working, it actually includes being cognizant of how their job is affecting their mental and physical health.

If the workplace is toxic or if it doesn’t allow for a healthier work-life balance, then they are more than happy to leave and find a better situation elsewhere — and they’re just as happy to do so if they’re feeling stagnant without room to grow.

Empower Employees with Training and Growth Opportunities

Millennials and Gen Z employees want to learn and grow in their careers, and they are prepared to leave employers that don’t offer these opportunities. According to Lorman Education Services, “86% of millennials would be kept from leaving their current position if training and development were offered by their employer, and over 70% of high-retention-risk employees will leave their company in order to advance their career.”

To top that off, Zippia’s statistics indicate that “45% of workers would stay at a company longer if it invested in their learning and development,” and that 59% of employees report no formal workplace training at all.

As such, employers can turn to edtech and VR solutions to continuously uptrain and empower employees to do their jobs better. E-learning modules and gamified training mean that these opportunities are accessible to everyone, no matter where they are located. In manufacturing, one might even turn to VR to simulate on-the-job training without the risks or costs involved in real-life on-site apprenticeships.

Millennials and Zoomers Want a Job With Purpose

Finally, younger generations want more from the companies they work for. These generations tend to do things to derive more meaning from life. This is in part achieved by traveling more, indulging in hobbies, and again, prioritizing self-care, but it’s also about seeking purpose-driven employment.

Millennials and Gen Z aren’t trying to leave the workforce entirely, but if they do have to work, they want their jobs to be more meaningful or impactful. A study from Deloitte found that younger generations are more likely to stay with a company that has a more positive societal and environmental impact, and that makes an effort to create a more diverse and inclusive culture.

How Employers Can Improve Retention Rates with Zoomer and Millennial Workers

One of the best ways to entice younger employees and effect meaningful changes is to go to the source and ask them what they want.

One way to accomplish this is by conducting exit interviews. If your employees are leaving, take the time to sit down with them on their way out and ask them what you could have done differently. A few examples of specific questions you could ask can include:

●       Why are you leaving the company?

●       How do you think the company could improve?

●       How has the company helped you accomplish your professional growth and career goals?

Even if you want to, don’t ask personal questions. Keep it professional and seek answers that will genuinely help you make meaningful changes.

Address Burnout

Another way to improve employee experience and keep up retention rates is to address stress and burnout, or the cause of it. Understandably, there could be any number of things causing burnout, which could vary from one person to the next, but there are typically a few main things that are the cause: a lack of flexible work options, long hours, a lack of benefits, and a lack of boundaries. 

This is where self-care can come into play. To help employees prioritize their physical and mental well-being, you likely need to make some changes, which can include:

●       Encouraging breaks and taking time off when needed

●       Making sure employees are clocking out on time and not working overtime

●       Offering better pay and benefits packages

Focus on Engagement

Employee engagement is one of the best ways to provide more value to employees and the work they are doing. When employees are more engaged, they tend to be more productive and have higher job satisfaction. Employee engagement myths might have you thinking otherwise, but numerous studies have shown that employee engagement matters.

Provide them with more opportunities to learn and grow. Do things that remind your employees that you appreciate them and recognize their hard work. Create a more positive work environment that values open communication, diversity, and inclusion, and aligns with the mission of the company.

Final Thoughts

The Great Resignation isn’t a phase or a passing trend. If employers don’t do more to create a more positive and healthy work environment, millennials and Gen Z will continue to leave workplaces at higher rates. So if you want to avoid losing your top talent to those jobs, you must start making more substantial changes that hold more meaning to today’s generation of workers.

About the Author: Luke Smith is a writer and researcher turned blogger. Since finishing college he is trying his hand at being a freelance writer. He enjoys writing on a variety of topics but technology and business topics are his favorite. When he isn't writing you can find him traveling, hiking, or gaming.

Lean Quote: Express Gratitude in the Workplace

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.

"Gratitude is the inward feeling of kindness received. Thankfulness is the natural impulse to express that feeling. Thanksgiving is the following of that impulse."   —  Henry Van Dyke

It is that time of the year again, when families and friends come together and celebrate the preamble to the Holiday season. Thanksgiving is a time to give thanks for all of the great, influential people in our lives. Our immediate outpouring of gratitude always seems to focus on families and friends, the turkey, stuffing and afternoon football.

However, if we don’t get caught in the raucousness of Thanksgiving, and really sit down and value what we have, our jobs, colleagues, and employees equally deserve thanks. And a simple expression of gratitude goes a long way in the workplace.

Here are four great ways to show your employees how grateful you are to have them, just in time for the Thanksgiving holidays.

1. Have an office meal: Who doesn't love a healthy helping of some good food? Thanksgiving is a great time to try and get all your employees in one place for an office meal.

2. The gift of time: Look to the thing many employees value most: time off. When it comes to the holidays, an extra day to prep is always appreciated. If your company can afford to grant this gift to your employees, give it a shot.

3. Appreciate their work: Nothing inspires people more than knowing their worth. A well-crafted compliment can be better than even the most expensive gift. Your praise can work to kill two birds with one stone. Give your employees the gift of gratitude while also motivating them to produce better work. Sounds like a win-win gift to us.

4. Thank-you wall: When words aren't enough, showcase your creative side. This public display of appreciation is a great way to acknowledge how everyone's good work contributes to a stellar company. Leave your workers with a positive feeling about their efforts before they head off for their holiday travels.

So this Thanksgiving season, extend your thanks from family and friends to your colleagues and work community as well.

What Are You Thankful For This Thanksgiving?

Thanksgiving Day has evolved over the years as an important holiday. It is not just about feasting and merrymaking. The tradition of Thanksgiving dinner teaches us to appreciate the finer things in life. It is about showing one's gratitude for the blessings that we are showered with. In all the hustle and bustle of getting ready for Thanksgiving, take a moment to focus on what being thankful is all about.

Being thankful for what we already have is probably the most powerful tool of positive thinking. The ability to notice what we already have and to consider ourselves blessed with it truly unlocks the door to abundance and to feeling good.

As we gather to celebrate Thanksgiving, may we vow to live not just this day but every day with a grateful heart and to use our blessings to bless others.

I'm Thankful for You

Thanksgiving is the appointed time

for focusing on the good in our lives.

In each of our days,

we can find small blessings,

but too often we overlook them,

choosing instead to spend our time

paying attention to problems.

We give our energy

to those who cause us trouble

instead of those who bring peace.

Starting now,

let's be on the lookout

for the bits of pleasure in each hour,

and appreciate the people who

bring love and light to everyone

who is blessed to know them.

You are one of those people.

On Thanksgiving,

I'm thankful for you.

Happy Thanksgiving!

By Joanna Fuchs

Poemsource.com

I am thankful for you, the readers of A Lean Journey Blog. You make sharing my thoughts rewarding in so many ways. I wanted to take this time to resound my appreciation for your interest, dialogue, and support of me and A Lean Journey Blog.