INSIGHTS (on leadership/self-leadership)
Here’s an interesting way to reframe problems, (popularized by author Thomas Wedell-Wedellsborg). Instead of just identifying the root cause of a problem, which is, of course, a solid approach to problem-solving, consider finding a better problem to solve. Here’s an example, highlighted in my brand new LinkedIn Learning course, “Ten Habits of Great Problem-Solvers.” Say you’re a building owner, and tenants are complaining about a slow elevator. Through root cause analysis, you determine you can a) replace the elevator, b) upgrade the motor, or c) improve the algorithm that runs the elevator. Instead, a friend suggests you add music to the lift, install a hand sanitizer dispenser, and add mirrors (so people can pass time by looking at themselves). And bingo, you just reframed the problem from “the lift is too slow,” to, “the wait is annoying,” and then solved THAT problem (by making it less annoying) in a much cheaper way. Notice, the original solutions could have worked too (replacing the lift, etc.). But through a different understanding of the problem, you uncover better, easier solutions.
To engage in problem reframing, use these questions/statements:
• Ask, “What’s a different, better problem to solve that still accomplishes our end goal?”
• Start the problem reframing session by using this fill-in-the-blank statement: “The problem is not that ____________________, it’s that _________________.”
• Ask, “What category of problem are we facing?” (Is it a people problem? Incentive problem? Software problem? Lack of training problem?)
• Ask, “What was different at a time when this problem didn’t exist?”
IMPERFECTIONS (a mistake many make)
You’ve probably heard of the concept of ROI – return on investment – what you get back for what you put in (whether it’s money, time, effort, etc.). But it also has another powerful application you might not know about – for evaluating problems. The next time you find yourself worrying about some problem you face, remember, “ROI.” Meaning, ask yourself, is this problem Real Or Imaginary? If it’s real, it’s worth investing time and mind space to solve it – that’s a good return on investment. If it’s imaginary, not so much.
The issue is, it’s easy to make the mistake of troubling yourself over problems that are mostly not real, they’re something you have escalated in your own mind to a level of potential hazard that is, in reality, a gross misrepresentation. So, be honest with yourself on how real, or not, that outcome you’re worried about is, then allocate your time to focusing on it, or not, accordingly.
IMPLEMENTATION (one research-backed strategy, tip, or tool)
In my new LinkedIn Learning course, “How to Stay Goal-Focused,” I highlight that to keep your organization focused on their goal, you must engage in mileage messaging. Here’s what I mean. A University of Chicago study showed that to keep an organization goal-focused, it requires communicating two types of messages regarding progress made to date, to two different groups. Convey how far you’ve come to those less committed to the goal, and share how far there still is to go, the tasks still to do, to the more committed. (Both communications reference the distance to a goal, thus the term “mileage messaging”).
In other words, the intensity of goal commitment (or lack thereof) directly influences the message the audience needs to hear. That doesn’t mean you have to discern who exactly is goal committed to what degree (or not) and parse your message accordingly. It just underscores the importance of communicating both forms of mileage messaging. And in case you’re wondering, “But wouldn’t communicating to less goal-committed people how far there still is to go (in addition to how far they’ve come), demotivate them?” The answer is no, as long as you frame how far there is to go within a strong belief that they’ll get there, along with a reminder of how important it is to do so.
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