High Performance Leadership

You might not solve that problem by talking about it, but what if you did? Centered problem solvers create dialogue. They listen and share in order to reach mutual understanding. The first step to mutual agreement on the solution to a problem is to understand the problem AND each other. Got a problem? Talk about it. -- doug smith

High performance leaders solve problems. They know that there are no perfect processes and there sure ARE a lot of imperfect problems. Focused on results, we solve problems. When we do, I've learned to keep this in mind. Whatever your solution, it will affect people. Some will like the change, and many will not. Whether or not the solution works could very well depend on how well people receive it, implement it, and support it. To win the support of people, keep them in mind. Make sure that your solution is good for the process AND good for the people. Avoid trimming the fun out of a project at the expense of the people, just to save a dime. Avoid cutting organizations so such a lean point that people suffer from the burden. Take care of people. At the end of the day, whether you are fixing a process, developing a product, or even changing the world...isn't it all about the people? Take care of the people as well as the problem. None of it matters without people. --...

Do you have a lot of tools? I don't. I had a nice collection inherited from my dad (I call them a collection because I collected them but when they were his he actually USED them) until they were destroyed in a fire. Now, an apartment dweller, I have few tools. I still don't use all of them -- but I know how. When we are solving problems we have many tools. The temptation is to use them all. It's oddly satisfying to bring out tool after tool. Satisfying, but sometimes inefficient. Simplicity - elegant simplicity is often best. Use the tools that work, and leave the rest for another time. It isn't always necessary to overwhelm a problem in order to solve it. Sometimes the solution is right there in from of you and in need of only one tool. Dialogue. Talk about it and see what happens. You might just solve that problem faster than you expected. -- doug smith

When was the last time one of your assumptions was wrong? It's so easy to jump to conclusions. We fill-in-the-blanks so many times in so many ways because it's just part of being human. But, when we assume that things are not going in our favor, when maybe there is no reason to, we do ourselves no service. This is a picture of a recent training room for one of my workshops. It was day two of the two-day workshop and since the hotel staff had in the past forgotten to unlock the door to my room. I arrived, and sure enough the door was locked. Rather than get upset (something I might have experienced in the past) I calmly contacted the hotel staff and politely, yet assertively, asked to have my door unlocked. "I can do that, sir," said a polite maintenance gentleman, "but you could also just walk in thru that second, open door..." "Oh. Gee. Thanks!" That was just a little embarrassing. Just about fifteen feet from the locked door was an o...

Have you ever tried TOO hard to solve a problem? It's possible. I've been know to over-think a problem. People sometimes take the spaghetti approach -- throw a bunch of solutions at the problem and see what sticks. Sometimes it works. It doesn't always. Sometimes finesse wins the day. Or patience. Or collaboration. It isn't always necessary to overwhelm a problem in order to solve it. Maybe, like in the martial arts, it pays to let the problem fall on its own with just a gentle re-direction from you. -- Doug Smith

Have you ever encountered a problem that felt like a wall? I have. I'm in the middle of one now. But today, I think I will be like water... How you look at the wall is up to you. -- Doug Smith

Do you talk about your problems? I do not mean complaining. Who needs that? Corner me with some complaining and I'll find the fastest path out of the room. Oops, I think I have to count my socks or alphabetize something. Not complaining. Constructive inquiry. Curiously wondering what's causing things to be other than you'd like them to be. Asking other people's opinions. Digging into the issues with an open, curious mind. Not that you'd expect anyone else to solve your problems. But, what if they did? What if they had a brilliant notion worth exploring? What if they were suddenly so interested in the issue that they helped you solve it? I've seen it happen. People like to help. And, they often see things much differently than I do, which helps me see with a new perspective. That could be where the best ideas live. That could reveal the wonderful answer to dozens of otherwise completely entrenched problems. Talking about our problems is not the same a...

Creativity is an essential ingredient in solving problems. But, have you ever considered how much more creative you might be once those problems are solved? Problems take up so much energy. They slow us down. They sit heavy on our mind. All that bandwidth is being taken up pondering the problem. Solve it, and the space is open. Solve it, and you can apply that creativity to something, well...fun. If you're creative NOW -- imagine how creative you can be without the load of the problems that are slowing you down. Centered problem solvers -- engineers of the exquisite -- realize that all the noise a problem makes is better quiet and stilled. Solve it -- and then create! -- Doug Smith

Problems resist easy answers. That's why we need to ask the tough questions. Why are things the way they are? What is the deeper cause? On the surface, we may think we understand a problem. Digging deeper, asking probing and open ended questions, we can get at the heart of what is really going on. Are people being rewarded for incorrect behavior? Is someone benefitting from the problem situation? If so, who? Is it too easy to ignore the problem? Is the source of the problem aware that there is even a problem? For example, those who most resist a fair distribution of work are those who may not be working too hard. Why change?  Executives making juicy bonuses may not even be aware of how hard it is to live paycheck to paycheck. Creative problem solvers ask the tough questions with curiosity. Not to judge. Not to punish. But to know. What's really going on? Centered problem solvers use their creativity to separate people from the problem. They use their compassion to f...

Have you heard the expression "analysis paralysis"? It is often said derisively about people who over analyze and then do not put into action any of their conclusions. Perfectionists tend to keep looking for more data. But sometimes we have not analyzed enough. When we give up, our analysis has been incomplete. When we are disloyal, our analysis has been flawed. When our problems remain unsolved, our analysis has been ineffective. Problems without solutions have not yet been fully analyzed. Once the right answer appears, why wouldn't you act on it? So think about it. Not too much -- but think about it. That solution is in there somewhere. -- Doug Smith

How long do you want to stay stuck on that big problem of yours? You know the right answer: not long. Here's another answer to consider: no longer. Let's solve that sucker today. What does it take? Things to think about include staying centered (it's harder to solve a problem when we're a problem) and staying creative. A problem is just a reason to develop new ideas. A problem is just a way to build better processes. A problem is just a way to grow deeper relationships. Creative problem solving presumes you don't want to stay stuck. You don't want to stay stuck. Not when creativity is there for you to use right now. Stop judging, start sparking, and see what happens. That big problem has a big solution. You just haven't thought of it yet. -- Doug Smith PS I suppose that it is possible that you have thought of the solution but just not implemented it yet. If that's the case, what you need is an assertive action plan and then to act relent...

Do you know how to solve every problem confronting you? I sure don't. I teach problem solving and yet there are some problems that I'm wrestling with that I will need to learn how to solve. Like practicing a dangerous sport, there could be some bruises. But I will learn what I need to learn. We aren't meant to live without problems - we are meant to learn how to solve them. That means moments of discomfort. That means cognitive dissonance when we don't know what we don't know. That means staying the course even when it's dark and dreary. We can learn, we will learn, and when we do learn we are better as a result. What are you working on learning today? -- Doug Smith Front Range Leadership:  High Performance Leadership Training doug smith training:  how to achieve your goals What have you learned today?

Who do you count on the most for help with problems? It's probably you. You, fully centered and alert, are you most valuable problem solving ally. Most of the time, it is all up to you. Do you feel like you need help sometimes? Of course! It may not always be the same person, but we all occasionally need help with the problems that we are working to solve. I've been blessed with some wonderful allies recently in solving some tough problems. They aren't yet solved, but the help that I'm getting from close allies is making the problem solving not only easier, not only more centered, but also more life affirming. You are your most valuable problem solver you know. Who's number two? -- Doug Smith doug smith training:  how to achieve your goals

Do you have a constraint that's bossing you around? Maybe it's a budget that's too small. Maybe it's a lack of time. Maybe it's a process that isn't optimized and keeps slowing you down. Manage that constraint. Give it attention, but not surrender. Give it focus but not control. Centered problem solvers manage their constraints rather than letting their constraints do the managing. A constraint is asking for attention, not giving you a command. You're still in charge. Now, what constraint is pushing you around today? How will you deal with it? -- Doug Smith

Do you ever hide from yourself? That might sound silly, but I think I've done it. We hide from ourselves when there is something about a problem that we need to solve that is really more about the choices we make that what is happening to us. In other words, sometimes we cause our own problems. We break our own diets. We ignore our own exercise regimen. We avoid the people on our team we most need to talk with. We keep conversations light that need to go much, much deeper. We don't do these things all the time, but when we do, they contribute to (and even cause) the problems in front of us. To solve our toughest problems we must be willing to face our own hidden truths. What kind of hidden truths? That's up to you. -- Doug Smith Front Range Leadership:  Training Supervisors for Success doug smith training:  how to achieve your project goals

Did you know that many problems have two secret ingredients? No, it's not a special sauce or patented process. The secret ingredients are two things that hide under all the symptoms and cloud a problem solvers focus on the situation. Centered problem solvers figure out what are the secret ingredients and how they are effecting the ideas being created, the pain being felt, the reactions of the people involved. Very often there are two secret ingredients: Problems have one or both: a solution and/or a viable use. Sometimes people don't want to solve what is framed as a problem because it already serves their needs. They like it. A person may not see the injustice in unequal distribution of resources if they have all the resources they need. A person may not see hunger as a problem if they eat in fine restaurants every night. A person may not see unhappy customers as a problem if the work is easier when the customer goes away. The viable use could even be sensible, usefu...

How can you tell the truth from the near-truth? We are surrounded by near-truths - things we don't dispute because they seem reasonable and don't get in our way. We pay unfair taxes. We tolerate poor service. We spend our time on activities that don't always interest us. And, we do these things (and hundreds of others) without question because, well, it's just easier. We convince ourselves that it's part of our lives. We accept near-truths over the hard work of examining, analyzing, and solving the petty problems of life. What if we didn't approach near-truths with acceptance? What if we challenged them? What if we assertively held to our vision and values even when it meant saying "no" to someone who did not want (or expect) that as an answer? That would take courage, wouldn't it? That would take creativity to find a way to do it with respect. That would take compassion to do it without creating harm for others. That would take clarity aroun...

Have you ever gotten so deep into solving a problem that you missed the fact that you were part of the problem? I don't like it when it happens, but sometimes I realize that the problem only exists because I've created it. I put it there. It's the results of my actions. Sobering. Disconcerting. Not fun. But, sometimes we're the problem. Centered problem solvers realize that their part in the problem may be tough to see, yet it's likely there. What we do in looking at the problem has a lot to do with who we are. When we take the time to center ourselves before reaching conclusions, we end up with better conclusions. Sometimes as we analyze a problem we are also analyzing ourselves. Are you open to that? -- Doug Smith Front Range Leadership: Training Supervisors for Success doug smith training: how to achieve your project goals

How do you know for sure if something is a problem? If you see it as a problem, then it is a problem. Your perception will tell you -- not reality, but what you consider important about your reality. If you see it as a problem, shouldn't you do something about it? Centered problem solving sorts through our perceptions and checks in with the perceptions of other people who are effected by the situation. Emotions can trigger misconceptions, so centering ourselves and testing our assumptions is key. Then, if it's still a problem, it's time to do something about it. -- Douglas Brent Smith Bring our  Centered Problem Solving  workshop to your location and dramatically increase the problem solving skills of the people who attend.

It seems faster. It seems more efficient. Why not simply give your constituents no choice by changing what needs to be changed and removing the old way of doing things? Because, well -- people don't like that sort of thing. And when they don't like something you can count on lots of resistance. There's not much point in solving a problem by creating new ones. Centered problem solvers do better than that because they know that a solution that needs to be forced is probably not going to solve your problem. We might as well find a solution that our constituents embrace -- even when that is more work. What do you think? -- Douglas Brent Smith Looking for a way to solve more problems in your organization? Why not bring our workshop Centered Problem Solving to your location.