INSIGHTS (on leadership/self-leadership)
Want to be known as a great-problem solver? Then mirror the defining characteristics of the best problem-solvers, summed up here in a handy, appropriate acronym, SOLVE (I know, acronyms induce eye-rolls, but they work if not overused!). Are you showing up as:
Steadfast. Great problem-solvers are persistent. They know it takes hard work, commitment, and perseverance, even when the solution is elusive. They maintain a steady passion for solving the problem, knowing that the easiest solution is rarely the best solution. They keep everyone’s energy and commitment up along the way.
Optimistic. Solving problems is hard enough. So great problem solvers approach it with optimism, a belief that everything is “figureoutable,” as author Marie Forleo says. In fact, optimism is often a self-fulfilling prophecy. Psychologist Richard Wiseman illustrated this in interesting research involving two people, one with an optimistic outlook, and one who was self-described as “pessimistic and unlucky.” He created two chance opportunities by placing money on a sidewalk, and by placing a well-connected businessman in a coffee shop, ready to strike up a conversation. The optimistic respondent spotted the money and picked it up, and engaged in conversation with the well-connected businessman, leading to more positive outcomes. The second respondent (self-described as “unlucky”), stepped right over the money without seeing it, and kept to herself in the coffee shop.
Logical. Great problem-solvers logically analyze data, looking for patterns or inconsistencies. They see problems as puzzles to be solved. They don’t get swayed by emotion, staying objective, rational and cool-headed. That’s not to say logic limits the bigness of their thinking, passion, or excitement about an idea; they just don’t let emotion, or ego, skew the way they see the problem, or solution. And that’s not to say dry logic replaces curiosity – just the opposite, the two work together. Inquisitiveness and a willingness to try new ideas are coupled with reflection and sound implementation.
Village-minded. Great problem-solvers are collaborative, knowing that it takes a village to solve a problem, a united, interdependent team with a clear mission. For example, one of the best problem-solvers I ever worked with had a compelling tactic. In times of adversity, that required intense problem-solving, she’d start off every team meeting with the same sentence: “None of us working alone, are stronger than everyone working together.”
Empathetic. Solving a problem requires understanding the people affected by the problem, and the solution. Great problem-solvers take the time, and show the interest, to listen well, comprehend the nature of the problem, and relate, so they can implement a thoughtful solution.
IMPERFECTIONS (a mistake many make)
No one ever woke up and said, “I can’t wait to be micromanaged today!” And yet too many of us, if we’re honest, make the mistake of drifting into this toxic habit at times.
Micromanagement doesn’t crush goals – it crushes souls. If this is admittedly you sometimes, instead grant autonomy, intelligently, by creating an “Agreement for Autonomy.” This is either a document, or a discussion, that spells out the operating rules for the handover of power. It helps ensure that the giver and receiver of the autonomy are clear, and comfortable, with the delegation of work. There are three parts to this agreement: construction, communication, and consultation.
Construction is building a set of expectations for the autonomous work, including the objectives, goals, scope, success criteria, and measurements. It clarifies what’s being delegated and the related expectations, and keeps the employee from feeling like you’re dumping work (and running), versus empowering (and helping). It also prevents employees from overstepping their decision-making authority – which is important, because you want them to have the authority to do their job – not yours.
Communication means creating a communication loop to keep you, the delegator, informed along the way so you’re able to answer questions from the chain of command, and to back up their decisions if necessary. Another benefit: informed managers will be less tempted to jump in and inspect when they’re kept updated. By the way, it’s a two-way street. When you delegate, it doesn’t mean you unplug and stop communicating. Share relevant information with the empowered and reach out just to see if you can help.
Consultation means identifying decisions that require your specific consultation. For example, say you grant autonomy to your team to deliver on a crucial objective as they see fit. You indicate you must be consulted if, along the way, the team feels they must overspend their budget. While the team has autonomy, in special instances like this, it requires they consult you first. The idea is to still be brave in liberally granting autonomy, but to have this mechanism in place should you truly need to be enrolled on something.
Bottom line, don’t micromanage – macromanage and empower.
IMPLEMENTATION (one research-backed strategy, tip, or tool)
I once asked former Cincinnati Bengals head football coach, Marvin Lewis, what was the most fulfilling part of his job. He answered:
“Helping others achieve their goals. It’s why we all coach.”
But what if your coach (your manager), won’t coach you? All is not lost. You can enhance your manager’s desire to coach you by doing three things:
1. Invite them in by actively seeking feedback and advice – then eagerly act on it. Reward them for the time they spent coaching you.
2. Continually demonstrate a natural curiosity and actively ask for learning and growth opportunities. They’ll eventually get the hint that growth through coaching is something you very much welcome.
3. Show appreciation to your boss for their role in helping you learn, grow, and succeed. Let them know their effort won’t go unnoticed. Doing so also subtly sets the expectation that this is a part of their role as a manager.
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