Effective problem solving is one of the key attributes that separate great leaders from average ones.But that doesn't mean that average ones couldn't become great leaders.If you follow the following simple steps correctly, of course you can also become a great leader in many aspects.<ol><li>Identify the problem </li><li>Analyze the problem </li><li>Describe the problem </li><li>Look for root causes</li><li>Develop alternate solutions</li><li>Implement the final solution</li><li>Measure the results</li></ol>

7 Steps To Become An Effective Problem Solver

<h1>Effective problem solving is one of the key attributes that separate great leaders from average ones.</h1>Being a successful leader doesn’t mean that you don’t have any problems. Rather, it means that you know how to solve problems effectively as they arise. If you never had to deal with any problems, chances are pretty high that your company doesn’t really need you. They could hire an entry-level person to do your job!Unfortunately, there are many examples of leaders out there who have been promoted to management or leadership positions because they are competent and excel in the technical skills needed to do the work. These people find themselves suddenly needing to “think on their feet” and solve problems that are far more high-level and complicated than they’ve ever really had to deal with before. Are there tools available to these people to help them solve the problem correctly and effectively? Absolutely!<img src="https://crestcom.com/wp-content/uploads/2019/06/AdobeStock_72729714-300x200.jpg" alt="effective problem solving is a key leadership skill" width="432" height="288">Today, I am going to introduce you to the Seven Steps of Effective Problem Solving that<a href="http://7%20Steps%20to%20Becoming%20an%20Effective%20Problem%20Solver%20Effective%20problem%20solving%20is%20one%20of%20the%20key%20attributes%20that%20separate%20great%20leaders%20from%20average%20ones.%20Being%20a%20successful%20leader%20doesn%E2%80%99t%20mean%20that%20you%20don%E2%80%99t%20have%20any%20problems.%20Rather,%20it%20means%20that%20you%20know%20how%20to%20solve%20problems%20effectively%20as%20they%20arise.%20If%20you%20never%20had%20to%20deal%20with%20any%20problems,%20chances%20are%20pretty%20high%20that%20your%20company%20doesn%E2%80%99t%20really%20need%20you.%20They%20could%20hire%20an%20entry-level%20person%20to%20do%20your%20job!%20Unfortunately,%20there%20are%20many%20examples%20of%20leaders%20out%20there%20who%20have%20been%20promoted%20to%20management%20or%20leadership%20positions%20because%20they%20are%20competent%20and%20excel%20in%20the%20technical%20skills%20needed%20to%20do%20the%20work.%20These%20people%20find%20themselves%20suddenly%20needing%20to%20%E2%80%9Cthink%20on%20their%20feet%E2%80%9D%20and%20solve%20problems%20that%20are%20far%20more%20high-level%20and%20complicated%20than%20they%E2%80%99ve%20ever%20really%20had%20to%20deal%20with%20before.%20Are%20there%20tools%20available%20to%20these%20people%20to%20help%20them%20solve%20the%20problem%20correctly%20and%20effectively/?%20Absolutely!%20Today,%20I%20am%20going%20to%20introduce%20you%20to%20the%20Seven%20Steps%20of%20Effective%20Problem%20Solving%20that%20Bullet%20Proof%C2%AE%20Managers%20are%20learning%20about,%20developing,%20and%20implementing%20in%20their%20teams.%20Step%201:%20Identify%20the%20Problem%20What%20are%20things%20like%20when%20they%20are%20the%20way%20we%20want%20them%20to%20be?%20This%20question%20helps%20you%20find%20the%20standard%20against%20which%20we%27re%20going%20to%20measure%20where%20we%20are%20now.%20If%20things%20were%20going%20the%20way%20we%20want%20them%20to%20go,%20what%20does%20that%20look%20like?%20If%20this%20person%20were%20doing%20the%20job%20we%20want%20him%20or%20her%20to%20do,%20what%20would%20they%20be%20doing?%20And%20then%20ask%20this%20important%20question:%20How%20much%20variation%20from%20the%20norm%20is%20tolerable?%20Therein%20lies%20the%20problem.%20From%20an%20engineering%20perspective,%20you%20might%20have%20very%20little%20tolerance.%20From%20a%20behavioral%20perspective%20you%20might%20have%20more%20tolerance.%20You%20might%20say%20it%27s%20okay%20with%20me%20when%20this%20person%20doesn%27t%20do%20it%20exactly%20as%20I%20say%20because%20I%27m%20okay%20with%20them%20taking%20some%20liberty%20with%20this.%20Some%20other%20issue%20you%20may%20need%20100%%20compliance.%20Step%202:%20Analyze%20the%20Problem%20At%20what%20stage%20is%20this%20problem?%20This%20helps%20you%20identify%20the%20urgency%20of%20the%20problem,%20and%20there%20are%20generally%20three%20stages.%20The%20emergent%20stage%20is%20where%20the%20problem%20is%20just%20beginning%20to%20happen.%20It%20does%20not%20cause%20an%20immediate%20threat%20to%20the%20way%20business%20operates%20every%20day.%20It%20is%20just%20beginning%20to%20happen%20and%20you%20have%20time%20on%20your%20side%20to%20be%20able%20to%20correct%20it%20without%20it%20causing%20much%20damage%20to%20the%20processes%20it%20is%20affecting.%20The%20mature%20stage%20is%20where%20this%20problem%20is%20causing%20more%20than%20just%20minor%20damage.%20Some%20amount%20of%20damage%20has%20been%20done,%20and%20you%20need%20to%20jump%20on%20it%20immediately%20to%20fix%20it%20before%20it%20becomes%20a%20problem%20where%20the%20consequences%20may%20be%20greater,%20deeper,%20and%20more%20expensive%20if%20we%20don%27t%20solve%20this%20problem%20fast.%20The%20third%20stage%20is%20the%20crisis%20stage,%20when%20the%20problem%20is%20so%20serious%20it%20must%20corrected%20immediately.%20At%20this%20stage,%20real%20damage%20has%20been%20done%20to%20company%20processes,%20reputation,%20finances,%20etc.%20that%20will%20have%20potentially%20long-term%20effects%20on%20your%20ability%20to%20do%20business.%20Step%203:%20Describe%20the%20Problem%20You%20should%20be%20able%20to%20describe%20a%20problem%20by%20writing%20it%20in%20the%20form%20of%20a%20statement%20and%20you%20should%20do%20it%20in%2012%20words%20or%20less,%20assuming%20it%27s%20not%20a%20complicated,%20scientific%20problem.%20This%20way,%20you%20have%20clarity%20exactly%20what%20the%20issue%20is.%20Then,%20perhaps%20try%20distributing%20it%20to%20your%20team%20to%20ensure%20they%20agree%20that%20this%20is%20the%20root%20of%20the%20problem,%20that%20it%20makes%20sense,%20and%20everyone%20that%20is%20working%20toward%20a%20solution%20is%20working%20toward%20the%20same%20goal.%20The%20most%20important%20question%20of%20all,%20when%20describing%20your%20problem:%20Is%20your%20premise%20correct?%20Let%20me%20give%20you%20an%20example%20of%20what%20I%20mean.%20We%E2%80%99ve%20all%20heard%20-%20or%20read%20-%20the%20story%20of%20the%20engineer%E2%80%99s%20take%20on%20the%20old%20%E2%80%9Chalf%20empty,%20half%20full%E2%80%9D%20question.%20A%20speaker%20holds%20up%20the%20glass%20of%20water%20and%20asks%20if%20the%20glass%20is%20half%20empty%20or%20half%20full,%20a%20discussion%20within%20the%20group%20ensues,%20and%20you%20generally%20expect%20some%20sort%20of%20lesson%20in%20optimism,%20etc.%20from%20it.%20In%20this%20version,%20an%20engineer%20is%20in%20the%20room%20and%20answers,%20%E2%80%9CI%20see%20this%20glass%20of%20water%20as%20being%20twice%20the%20size%20it%20needs%20to%20be.%22%20You%20see,%20sometimes%20when%20you%20are%20the%20one%20in%20charge%20of%20the%20problem,%20you%20tend%20to%20set%20the%20premise%20of%20the%20problem%20from%20your%20own%20perspective.%20But,%20that%20premise%20may%20not%20be%20accurate,%20or%20it%20may%20just%20need%20an%20alternate%20perspective%20from%20which%20to%20see%20it.%20If%20your%20premise%20is%20not%20correct,%20or%20at%20least%20incomplete,%20you%20are%20not%20fully%20understanding%20the%20problem%20and%20considering%20all%20the%20best%20options%20for%20a%20solution.%20Step%204:%20Look%20for%20Root%20Causes%20This%20step%20involves%20asking,%20and%20answering,%20a%20lot%20of%20questions.%20Ask%20questions%20like:%20What%20caused%20this%20problem?%20Who%20is%20responsible%20for%20this%20problem?%20When%20did%20this%20problem%20first%20emerge?%20Why%20did%20this%20happen?%20How%20did%20this%20variance%20from%20the%20standard%20come%20to%20be?%20Where%20does%20it%20hurt%20us%20the%20most?%20How%20do%20we%20go%20about%20resolving%20this%20problem?%20Also,%20ask%20the%20most%20important%20question:%20Can%20we%20solve%20this%20problem%20for%20good%20so%20it%20will%20never%20occur%20again?%20Because%20an%20important%20aspect%20to%20leadership%20is%20coming%20up%20with%20solutions%20that%20people%20can%20use%20for%20a%20long%20term%20benefit,%20rather%20than%20having%20to%20deal%20with%20the%20same%20problems%20over%20and%20over%20and%20over.%20Step%205:%20Develop%20Alternate%20Solutions%20Just%20about%20any%20problem%20you%20have%20to%20deal%20with%20has%20more%20solutions%20to%20it%20than%20the%20one%20that%20you%20think%20of%20first.%20So,%20it%20is%20best%20to%20develop%20a%20list%20of%20alternate%20solutions%20that%20you%20and%20your%20team%20can%20assess%20and%20decide%20which%20one%20will%20be%20the%20best%20for%20the%20particular%20problem.%20I%20often%20use%20the%20%E2%85%93%20+%201%20Rule%20to%20create%20consensus%20around%20one%20-%20or%20the%20top%20two%20or%20three%20solutions%20-%20that%20will%20be%20best%20for%20everyone%20involved.%20Then%20rank%20those%20solutions%20based%20on%20efficiency,%20cost,%20long%20term%20value,%20what%20resources%20you%20have%20and%20that%20you%20can%20commit%20to%20the%20solution%20of%20the%20problem.%20Then,%20look%20at%20every%20one%20of%20those%20solutions%20carefully%20and%20decide%20what%20you%20believe%20to%20be%20the%20best%20solution%20to%20this%20problem%20at%20this%20time.%20Step%206:%20Implement%20the%20Solution%20Implementing%20the%20solution%20you%20decide%20on%20can%20include%20creating%20an%20implementation%20plan.%20It%20could%20also%20include%20planning%20on%20what%20happens%20next%20if%20something%20goes%20wrong%20with%20the%20solution%20if%20it%20doesn%E2%80%99t%20work%20out%20the%20way%20you%20thought%20it%20would.%20Implementation%20means%20that%20everyone%20on%20your%20team%20knows%20and%20understands%20their%20part%20in%20making%20the%20solution%20work,%20that%20there%20are%20timelines%20for%20execution,%20and%20also%20that%20you%20have%20a%20system%20in%20place%20to%20track%20whether%20or%20not%20the%20solution%20has%20corrected%20the%20problem.%20Step%207:%20Measure%20the%20Results%20From%20your%20implementation%20plan%20in%20step%206,%20make%20sure%20you%20track%20and%20measure%20the%20results%20so%20you%20can%20answer%20questions%20such%20as:%20Did%20it%20work?%20Was%20this%20a%20good%20solution?%20Did%20we%20learn%20something%20here%20in%20the%20implementation%20that%20we%20could%20apply%20to%20other%20potential%20problems?%20These%20seven%20simple%20steps%20will%20help%20you%20become%20a%20more%20effective,%20efficient%20problem%20solver%20in%20your%20organization.%20As%20you%20practice%20this%20process%20and%20develop%20the%20skills,%20these%20steps%20will%20become%20more%20natural%20to%20you%20until%20the%20point%20that%20you%20are%20using%20them%20without%20noticing!" rel="noopener noreferrer" dir="ltr"> Bullet Proof® Managers</a> are learning about, developing, and implementing in their teams.Step 1: Identify the ProblemWhat are things like when they are the way we want them to be?This question helps you find the standard against which we’re going to measure where we are now. If things were going the way we want them to go, what does that look like? If this person were doing the job we want him or her to do, what would they be doing?And then ask this important question: How much variation from the norm is tolerable?Therein lies the problem. From an engineering perspective, you might have very little tolerance. From a behavioral perspective, you might have more tolerance. You might say it’s okay with me when this person doesn’t do it exactly as I say because I’m okay with them taking some liberty with this. Some other issue you may need 100% compliance.Step 2: Analyze the ProblemAt what stage is this problem? This helps you identify the urgency of the problem, and there are generally three stages.The emergent stage is where the problem is just beginning to happen. It does not cause an immediate threat to the way business operates every day. It is just beginning to happen and you have time on your side to be able to correct it without it causing much damage to the processes it is affecting. 
The mature stage is where this problem is causing more than just minor damage. Some amount of damage has been done, and you need to jump on it immediately to fix it before it becomes a problem where the consequences may be greater, deeper, and more expensive if we don’t solve this problem fast.The third stage is the crisis stage, when the problem is so serious it must be corrected immediately. At this stage, real damage has been done to company processes, reputation, finances, etc. that will have potentially long-term effects on your ability to do business.Step 3: Describe the ProblemYou should be able to describe a problem by writing it in the form of a statement and you should do it in 12 words or less, assuming it’s not a complicated, scientific problem. This way, you have clarity exactly what the issue is. Then, perhaps try distributing it to your team to ensure they agree that this is the root of the problem, that it makes sense, and everyone that is working toward a solution is working toward the same goal.The most important question of all, when describing your problem: Is your <a href="http://www.businessdictionary.com/definition/premises.html" rel="noopener noreferrer" dir="ltr">premise</a> correct?Let me give you an example of what I mean. We’ve all heard – or read – the story of the engineer’s take on the old “half empty, half full” question. A speaker holds up the glass of water and asks if the glass is half empty or half full, a discussion within the group ensues, and you generally expect some sort of lesson in optimism, etc. from it. In this version, an engineer is in the room and answers, “I see this glass of water as being twice the size it needs to be.”You see, sometimes when you are the one in charge of the problem, you tend to set the premise of the problem from your own perspective. But, that premise may not be accurate, or it may just need an alternate perspective from which to see it. If your premise is not correct, or at least incomplete, you are not fully understanding the problem and considering all the best options for a solution.Step 4: Look for Root CausesThis step involves asking and answering a lot of questions. Ask questions like: What caused this problem? Who is responsible for this problem? When did this problem first emerge? Why did this happen? How did this variance from the standard come to be? Where does it hurt us the most? How do we go about resolving this problem?Also, ask the most important question: Can we solve this problem for good so it will never occur again? Because an important aspect to leadership is coming up with solutions that people can use for a long-term benefit, rather than having to deal with the same problems over and over and over.Step 5: Develop Alternate SolutionsJust about any problem you have to deal with has more solutions to it than the one that you think of first. So, it is best to develop a list of alternate solutions that you and your team can assess and decide which one will be the best for the particular problem. I often use the <a href="http://crestcom.com/2016/04/21/the-%E2%85%93-1-rule-a-stunningly-simple-yet-highly-effective-technique-to-creating-consensus/" rel="noopener noreferrer" dir="ltr">⅓ + 1 Rule to create consensus</a> around one – or the top two or three solutions – that will be best for everyone involved.Then rank those solutions based on efficiency, cost, long-term value, what resources you have and that you can commit to the solution of the problem. Then, look at every one of those solutions carefully and decide what you believe to be the best solution to this problem at this time.<img src="https://crestcom.com/wp-content/uploads/2019/06/AdobeStock_56856622-300x200.jpg" alt="effective problem solving includes an implementation plan" width="406" height="271">Step 6: Implement the SolutionImplementing the solution you decide on can include creating an implementation plan. It could also include planning on what happens next if something goes wrong with the solution if it doesn’t work out the way you thought it would. Implementation means that everyone on your team knows and understands their part in making the solution work, that there are timelines for execution, and also that you have a system in place to track whether or not the solution has corrected the problem.Step 7: Measure the ResultsFrom your implementation plan in step 6, make sure you track and measure the results so you can answer questions such as: Did it work? Was this a good solution? Did we learn something here in the implementation that we could apply to other potential problems?These seven simple steps will help you become a more effective, efficient problem solver in your organization. As you practice this process and develop the skills, these steps will become more natural to you until the point that you are using them without noticing!<h5>About Crestcom International, LLC.</h5><div class="embed-placeholder" data-type="youtube" data-id="l4cU5ktyFuM"></div>Crestcom International, LLC is an international leadership development organization, training more than one million leaders for 25,000 businesses in over 60 countries across the globe. Crestcom achieves this through a blend of live-facilitated multimedia video, interactive exercises, and shared learning experiences. Crestcom implements action plans and coaching accountability sessions to ensure measured development in key leadership competency areas. For more information, please contact your local Crestcom representative found <a href="https://crestcom.com/training-experts/" rel="noopener noreferrer" dir="ltr">here</a>.<h4>Interested in a free Leadership Skills Workshop with your team?</h4><UL><LI>Address instantly fixable issues that impact customer perceptions and employee morale.</LI><LI>Learn and practice a habit that will raise employee performance.</LI><LI>Set actions with specific and measurable steps that they'll gladly be accountable to achieve.</LI></UL>

Being a successful leader doesn’t mean that you don’t have any problems. Rather, it means that you have effective problem solving skills to address them.

Problem Solving 

Effective problem solving is one of the key attributes that separate great leaders from average ones.

Being a successful leader doesn’t mean that you don’t have any problems. Rather, it means that you know how to solve problems effectively as they arise. If you never had to deal with any problems, chances are pretty high that your company doesn’t really need you. They could hire an entry-level person to do your job!

Unfortunately, there are many examples of leaders out there who have been promoted to management or leadership positions because they are competent and excel in the technical skills needed to do the work. These people find themselves suddenly needing to “think on their feet” and solve problems that are far more high-level and complicated than they’ve ever really had to deal with before. Are there tools available to these people to help them solve the problem correctly and effectively? Absolutely!

Today, I am going to introduce you to the Seven Steps of Effective Problem Solving that<a dir="ltr" href="http://7%20Steps%20to%20Becoming%20an%20Effective%20Problem%20Solver%20Effective%20problem%20solving%20is%20one%20of%20the%20key%20attributes%20that%20separate%20great%20leaders%20from%20average%20ones.%20Being%20a%20successful%20leader%20doesn%E2%80%99t%20mean%20that%20you%20don%E2%80%99t%20have%20any%20problems.%20Rather,%20it%20means%20that%20you%20know%20how%20to%20solve%20problems%20effectively%20as%20they%20arise.%20If%20you%20never%20had%20to%20deal%20with%20any%20problems,%20chances%20are%20pretty%20high%20that%20your%20company%20doesn%E2%80%99t%20really%20need%20you.%20They%20could%20hire%20an%20entry-level%20person%20to%20do%20your%20job!%20Unfortunately,%20there%20are%20many%20examples%20of%20leaders%20out%20there%20who%20have%20been%20promoted%20to%20management%20or%20leadership%20positions%20because%20they%20are%20competent%20and%20excel%20in%20the%20technical%20skills%20needed%20to%20do%20the%20work.%20These%20people%20find%20themselves%20suddenly%20needing%20to%20%E2%80%9Cthink%20on%20their%20feet%E2%80%9D%20and%20solve%20problems%20that%20are%20far%20more%20high-level%20and%20complicated%20than%20they%E2%80%99ve%20ever%20really%20had%20to%20deal%20with%20before.%20Are%20there%20tools%20available%20to%20these%20people%20to%20help%20them%20solve%20the%20problem%20correctly%20and%20effectively/?%20Absolutely!%20Today,%20I%20am%20going%20to%20introduce%20you%20to%20the%20Seven%20Steps%20of%20Effective%20Problem%20Solving%20that%20Bullet%20Proof%C2%AE%20Managers%20are%20learning%20about,%20developing,%20and%20implementing%20in%20their%20teams.%20Step%201:%20Identify%20the%20Problem%20What%20are%20things%20like%20when%20they%20are%20the%20way%20we%20want%20them%20to%20be?%20This%20question%20helps%20you%20find%20the%20standard%20against%20which%20we%27re%20going%20to%20measure%20where%20we%20are%20now.%20If%20things%20were%20going%20the%20way%20we%20want%20them%20to%20go,%20what%20does%20that%20look%20like?%20If%20this%20person%20were%20doing%20the%20job%20we%20want%20him%20or%20her%20to%20do,%20what%20would%20they%20be%20doing?%20And%20then%20ask%20this%20important%20question:%20How%20much%20variation%20from%20the%20norm%20is%20tolerable?%20Therein%20lies%20the%20problem.%20From%20an%20engineering%20perspective,%20you%20might%20have%20very%20little%20tolerance.%20From%20a%20behavioral%20perspective%20you%20might%20have%20more%20tolerance.%20You%20might%20say%20it%27s%20okay%20with%20me%20when%20this%20person%20doesn%27t%20do%20it%20exactly%20as%20I%20say%20because%20I%27m%20okay%20with%20them%20taking%20some%20liberty%20with%20this.%20Some%20other%20issue%20you%20may%20need%20100%%20compliance.%20Step%202:%20Analyze%20the%20Problem%20At%20what%20stage%20is%20this%20problem?%20This%20helps%20you%20identify%20the%20urgency%20of%20the%20problem,%20and%20there%20are%20generally%20three%20stages.%20The%20emergent%20stage%20is%20where%20the%20problem%20is%20just%20beginning%20to%20happen.%20It%20does%20not%20cause%20an%20immediate%20threat%20to%20the%20way%20business%20operates%20every%20day.%20It%20is%20just%20beginning%20to%20happen%20and%20you%20have%20time%20on%20your%20side%20to%20be%20able%20to%20correct%20it%20without%20it%20causing%20much%20damage%20to%20the%20processes%20it%20is%20affecting.%20The%20mature%20stage%20is%20where%20this%20problem%20is%20causing%20more%20than%20just%20minor%20damage.%20Some%20amount%20of%20damage%20has%20been%20done,%20and%20you%20need%20to%20jump%20on%20it%20immediately%20to%20fix%20it%20before%20it%20becomes%20a%20problem%20where%20the%20consequences%20may%20be%20greater,%20deeper,%20and%20more%20expensive%20if%20we%20don%27t%20solve%20this%20problem%20fast.%20The%20third%20stage%20is%20the%20crisis%20stage,%20when%20the%20problem%20is%20so%20serious%20it%20must%20corrected%20immediately.%20At%20this%20stage,%20real%20damage%20has%20been%20done%20to%20company%20processes,%20reputation,%20finances,%20etc.%20that%20will%20have%20potentially%20long-term%20effects%20on%20your%20ability%20to%20do%20business.%20Step%203:%20Describe%20the%20Problem%20You%20should%20be%20able%20to%20describe%20a%20problem%20by%20writing%20it%20in%20the%20form%20of%20a%20statement%20and%20you%20should%20do%20it%20in%2012%20words%20or%20less,%20assuming%20it%27s%20not%20a%20complicated,%20scientific%20problem.%20This%20way,%20you%20have%20clarity%20exactly%20what%20the%20issue%20is.%20Then,%20perhaps%20try%20distributing%20it%20to%20your%20team%20to%20ensure%20they%20agree%20that%20this%20is%20the%20root%20of%20the%20problem,%20that%20it%20makes%20sense,%20and%20everyone%20that%20is%20working%20toward%20a%20solution%20is%20working%20toward%20the%20same%20goal.%20The%20most%20important%20question%20of%20all,%20when%20describing%20your%20problem:%20Is%20your%20premise%20correct?%20Let%20me%20give%20you%20an%20example%20of%20what%20I%20mean.%20We%E2%80%99ve%20all%20heard%20-%20or%20read%20-%20the%20story%20of%20the%20engineer%E2%80%99s%20take%20on%20the%20old%20%E2%80%9Chalf%20empty,%20half%20full%E2%80%9D%20question.%20A%20speaker%20holds%20up%20the%20glass%20of%20water%20and%20asks%20if%20the%20glass%20is%20half%20empty%20or%20half%20full,%20a%20discussion%20within%20the%20group%20ensues,%20and%20you%20generally%20expect%20some%20sort%20of%20lesson%20in%20optimism,%20etc.%20from%20it.%20In%20this%20version,%20an%20engineer%20is%20in%20the%20room%20and%20answers,%20%E2%80%9CI%20see%20this%20glass%20of%20water%20as%20being%20twice%20the%20size%20it%20needs%20to%20be.%22%20You%20see,%20sometimes%20when%20you%20are%20the%20one%20in%20charge%20of%20the%20problem,%20you%20tend%20to%20set%20the%20premise%20of%20the%20problem%20from%20your%20own%20perspective.%20But,%20that%20premise%20may%20not%20be%20accurate,%20or%20it%20may%20just%20need%20an%20alternate%20perspective%20from%20which%20to%20see%20it.%20If%20your%20premise%20is%20not%20correct,%20or%20at%20least%20incomplete,%20you%20are%20not%20fully%20understanding%20the%20problem%20and%20considering%20all%20the%20best%20options%20for%20a%20solution.%20Step%204:%20Look%20for%20Root%20Causes%20This%20step%20involves%20asking,%20and%20answering,%20a%20lot%20of%20questions.%20Ask%20questions%20like:%20What%20caused%20this%20problem?%20Who%20is%20responsible%20for%20this%20problem?%20When%20did%20this%20problem%20first%20emerge?%20Why%20did%20this%20happen?%20How%20did%20this%20variance%20from%20the%20standard%20come%20to%20be?%20Where%20does%20it%20hurt%20us%20the%20most?%20How%20do%20we%20go%20about%20resolving%20this%20problem?%20Also,%20ask%20the%20most%20important%20question:%20Can%20we%20solve%20this%20problem%20for%20good%20so%20it%20will%20never%20occur%20again?%20Because%20an%20important%20aspect%20to%20leadership%20is%20coming%20up%20with%20solutions%20that%20people%20can%20use%20for%20a%20long%20term%20benefit,%20rather%20than%20having%20to%20deal%20with%20the%20same%20problems%20over%20and%20over%20and%20over.%20Step%205:%20Develop%20Alternate%20Solutions%20Just%20about%20any%20problem%20you%20have%20to%20deal%20with%20has%20more%20solutions%20to%20it%20than%20the%20one%20that%20you%20think%20of%20first.%20So,%20it%20is%20best%20to%20develop%20a%20list%20of%20alternate%20solutions%20that%20you%20and%20your%20team%20can%20assess%20and%20decide%20which%20one%20will%20be%20the%20best%20for%20the%20particular%20problem.%20I%20often%20use%20the%20%E2%85%93%20+%201%20Rule%20to%20create%20consensus%20around%20one%20-%20or%20the%20top%20two%20or%20three%20solutions%20-%20that%20will%20be%20best%20for%20everyone%20involved.%20Then%20rank%20those%20solutions%20based%20on%20efficiency,%20cost,%20long%20term%20value,%20what%20resources%20you%20have%20and%20that%20you%20can%20commit%20to%20the%20solution%20of%20the%20problem.%20Then,%20look%20at%20every%20one%20of%20those%20solutions%20carefully%20and%20decide%20what%20you%20believe%20to%20be%20the%20best%20solution%20to%20this%20problem%20at%20this%20time.%20Step%206:%20Implement%20the%20Solution%20Implementing%20the%20solution%20you%20decide%20on%20can%20include%20creating%20an%20implementation%20plan.%20It%20could%20also%20include%20planning%20on%20what%20happens%20next%20if%20something%20goes%20wrong%20with%20the%20solution%20if%20it%20doesn%E2%80%99t%20work%20out%20the%20way%20you%20thought%20it%20would.%20Implementation%20means%20that%20everyone%20on%20your%20team%20knows%20and%20understands%20their%20part%20in%20making%20the%20solution%20work,%20that%20there%20are%20timelines%20for%20execution,%20and%20also%20that%20you%20have%20a%20system%20in%20place%20to%20track%20whether%20or%20not%20the%20solution%20has%20corrected%20the%20problem.%20Step%207:%20Measure%20the%20Results%20From%20your%20implementation%20plan%20in%20step%206,%20make%20sure%20you%20track%20and%20measure%20the%20results%20so%20you%20can%20answer%20questions%20such%20as:%20Did%20it%20work?%20Was%20this%20a%20good%20solution?%20Did%20we%20learn%20something%20here%20in%20the%20implementation%20that%20we%20could%20apply%20to%20other%20potential%20problems?%20These%20seven%20simple%20steps%20will%20help%20you%20become%20a%20more%20effective,%20efficient%20problem%20solver%20in%20your%20organization.%20As%20you%20practice%20this%20process%20and%20develop%20the%20skills,%20these%20steps%20will%20become%20more%20natural%20to%20you%20until%20the%20point%20that%20you%20are%20using%20them%20without%20noticing!" rel="noopener noreferrer">Bullet Proof® Managers </a>are learning about, developing, and implementing in their teams.

Step 1: Identify the Problem

What are things like when they are the way we want them to be?

This question helps you find the standard against which we’re going to measure where we are now. If things were going the way we want them to go, what does that look like? If this person were doing the job we want him or her to do, what would they be doing?

And then ask this important question: How much variation from the norm is tolerable?

Therein lies the problem. From an engineering perspective, you might have very little tolerance. From a behavioral perspective, you might have more tolerance. You might say it’s okay with me when this person doesn’t do it exactly as I say because I’m okay with them taking some liberty with this. Some other issue you may need 100% compliance.

Step 2: Analyze the Problem

At what stage is this problem? This helps you identify the urgency of the problem, and there are generally three stages.

The emergent stage is where the problem is just beginning to happen. It does not cause an immediate threat to the way business operates every day. It is just beginning to happen and you have time on your side to be able to correct it without it causing much damage to the processes it is affecting. The mature stage is where this problem is causing more than just minor damage. Some amount of damage has been done, and you need to jump on it immediately to fix it before it becomes a problem where the consequences may be greater, deeper, and more expensive if we don’t solve this problem fast.

The third stage is the crisis stage, when the problem is so serious it must be corrected immediately. At this stage, real damage has been done to company processes, reputation, finances, etc. that will have potentially long-term effects on your ability to do business.

Step 3: Describe the Problem

You should be able to describe a problem by writing it in the form of a statement and you should do it in 12 words or less, assuming it’s not a complicated, scientific problem. This way, you have clarity exactly what the issue is. Then, perhaps try distributing it to your team to ensure they agree that this is the root of the problem, that it makes sense, and everyone that is working toward a solution is working toward the same goal.

The most important question of all, when describing your problem: Is your <a dir="ltr" href="http://www.businessdictionary.com/definition/premises.html" rel="noopener noreferrer">premise </a>correct?

Let me give you an example of what I mean. We’ve all heard – or read – the story of the engineer’s take on the old “half empty, half full” question. A speaker holds up the glass of water and asks if the glass is half empty or half full, a discussion within the group ensues, and you generally expect some sort of lesson in optimism, etc. from it. In this version, an engineer is in the room and answers, “I see this glass of water as being twice the size it needs to be.”

You see, sometimes when you are the one in charge of the problem, you tend to set the premise of the problem from your own perspective. But, that premise may not be accurate, or it may just need an alternate perspective from which to see it. If your premise is not correct, or at least incomplete, you are not fully understanding the problem and considering all the best options for a solution.

Step 4: Look for Root Causes

This step involves asking and answering a lot of questions. Ask questions like: What caused this problem? Who is responsible for this problem? When did this problem first emerge? Why did this happen? How did this variance from the standard come to be? Where does it hurt us the most? How do we go about resolving this problem?

Also, ask the most important question: Can we solve this problem for good so it will never occur again? Because an important aspect to leadership is coming up with solutions that people can use for a long-term benefit, rather than having to deal with the same problems over and over and over.

Step 5: Develop Alternate Solutions

Just about any problem you have to deal with has more solutions to it than the one that you think of first. So, it is best to develop a list of alternate solutions that you and your team can assess and decide which one will be the best for the particular problem. I often use the <a dir="ltr" href="http://crestcom.com/2016/04/21/the-%E2%85%93-1-rule-a-stunningly-simple-yet-highly-effective-technique-to-creating-consensus/" rel="noopener noreferrer">⅓ + 1 Rule to create consensus </a>around one – or the top two or three solutions – that will be best for everyone involved.

Then rank those solutions based on efficiency, cost, long-term value, what resources you have and that you can commit to the solution of the problem. Then, look at every one of those solutions carefully and decide what you believe to be the best solution to this problem at this time.

Step 6: Implement the Solution

Implementing the solution you decide on can include creating an implementation plan. It could also include planning on what happens next if something goes wrong with the solution if it doesn’t work out the way you thought it would. Implementation means that everyone on your team knows and understands their part in making the solution work, that there are timelines for execution, and also that you have a system in place to track whether or not the solution has corrected the problem.

Step 7: Measure the Results

From your implementation plan in step 6, make sure you track and measure the results so you can answer questions such as: Did it work? Was this a good solution? Did we learn something here in the implementation that we could apply to other potential problems?

These seven simple steps will help you become a more effective, efficient problem solver in your organization. As you practice this process and develop the skills, these steps will become more natural to you until the point that you are using them without noticing!

Crestcom International, LLC is an international leadership development organization, training more than one million leaders for 25,000 businesses in over 60 countries across the globe. Crestcom achieves this through a blend of live-facilitated multimedia video, interactive exercises, and shared learning experiences. Crestcom implements action plans and coaching accountability sessions to ensure measured development in key leadership competency areas. For more information, please contact your local Crestcom representative found <a dir="ltr" href="https://crestcom.com/training-experts/" rel="noopener noreferrer">here </a>.

Interested in a free Leadership Skills Workshop with your team?

<ul><li>Address instantly fixable issues that impact customer perceptions and employee morale. </li><li>Learn and practice a habit that will raise employee performance. </li><li>Set actions with specific and measurable steps that they'll gladly be accountable to achieve. </li> </ul>

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7 Steps to Effective Problem Solving

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Problem Solving - Identifying & Structuring Problems

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7 Steps to Effective Problem Solving

7 Steps To Become An Effective Problem Solver

IDEAS ABOUT

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Problem Solving - Identifying & Structuring Problems

Are You Problem-Solving, or Just Worrying?

Find a void in the market and develop a solution to address it.

It's time to

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A PRO!

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