It was in an epiphany for me. Well, maybe not so much an epiphany as a reminder. I was having a conversation with Charlie, one of our consultants. He had some issues he wanted to discuss. Charlie began by looking for clarification as to our business proposition (IT Partners) and how to become more effective as an organization. I’ve had similar conversations with other members, so I knew where this was going. Listening is a vital component of coaching and problem solving so I gave him all the time he needed to present his case. Even though I knew that his opening presentation was not his real issue, I responded appropriately; reinforcing our mission, value proposition, primary strategy, and business development tactics. That got us beyond the first step at least.
Continuing our discussion, I asked about progress with his primary client. That generated a useful discussion including a detailed recap of one particular situation. He expressed frustration with other issues impacting their business. He told me the client was very busy and that he had a full plate. He said the pace of work was revealing weaknesses with their processes and systems. It appears that the added workload is creating bottlenecks.
I asked if he had discussed the bottlenecks with the client. He might provide further support by surfacing those issues for their consideration. He has an opportunity to help the client and to expand the engagement. By the end of our conversation, Charlie had clarity and a game plan to better support his client. His real issues were addressed. Patient listening and a few well-timed questions led to a solution.
I spend a lot of time working through issues and problems with my clients and consultants. Each conversation seems to follow the same outline. It is rare that the actual problem is identified at the beginning of the discussion. Usually, begins with a recitation of irritations causing wasted time; symptoms of the problem, but not the root cause. Problem-solving is a process. It takes time and patience to understand the desired outcome and the real issues to be addressed.
One problem-solving metaphor I like to use is that of a physician. The first question a doctor may ask is "where does it hurt." That begins diagnostic process. Obviously, the pain isn’t the problem, it's a symptom of the problem. Continued probing and questioning eventually lead to problem identification.
In my executive search practice; I work with the client to fully understand their expectations. What is their pain? A job description is a basic requirement, but I want to know how the candidate will be evaluated at the end of the year. What is the primary contribution expected of the position? What does the company want that person to accomplish? Again, the process requires well-directed questions and active listening. When interviewing my candidates I make an effort to understand their problem-solving skills. I want to know their process for surfacing bottlenecks. Their problem-solving methodology reveals their cultural orientation as well as their technical skills.
Problems are opportunities to learn something new and make a positive contribution. There are many tools and techniques available to aid problem-solving. Fundamentally the process is very simple. The first issue is to define the problem. Well, maybe it’s not so simple after all. Finding the actual problem may take some work. Defining the desired outcome can be helpful. The next step is to identify possible solutions; to evaluate those options, and prioritize them with respect to their anticipated effectiveness. The final step is selecting and implementing the resolution. To become more effective at problem resolution, exercise your listening skills and ask good questions.
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Jim Weber, Managing Partner
ITB PARTNERS
Jim.Weber@itbpartners.com
Current Assignments
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