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Great leaders only solve problems within their control. Ones connected to their biggest why. They ask:
Problems fuel great leaders, providing opportunities to learn and grow to the next level.
The greater the problem, the hungrier they are for a solution. Leaders like Richard Bran...
Great leaders acknowledge there is a problem and demonstrate the severity of the problem and the benefit of the solution to stakeholders, partners, and shareholders.
This way, th...
Great leaders separate problems from people. They ask questions until they understand the issue.
A clear understanding of a problem delivers two-thirds of the soluti...
Great leaders know that finger-pointing does not solve problems. It only adds new ones.
Instead, a leader starts problem-solving by narrowing down the issue. When the problem h...
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Great problem solvers approach each new problem as though it were brand new.
That way they can apply a specific solution to the problem instead of a fix that may go only partway.
Great problem solvers take a high-level view of the issues involved and jot down a list of all the potential factors that could get in the way of a solution.
So many times great opportunities are wrapped up inside simple problems.
The problem at hand may be symptomatic of bigger problems with your systems or perhaps your industry.
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A meta-skill is a high order skill that allows you to engage with functional expertise more effectively.
It magnifies and activates other skills and is a catalyst for learning an...
Skills are temporary; meta-skills are permanent.
Learning a second language gives you a skill, a learned ability. A meta-skill, on the other hand, is your ability to learn new languages. Developing that meta-skill, makes it easier to learn a third or a fourth tongue.
“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn."
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The right questions are at the heart of discovery. And one of the very first questions you should be asking yourself is “What assumptions can I challenge?”
The mere act of trying to discover what assumptions you and others are making can give you a new perspective on the challenge you're facing.
Go beyond the basic features being asked for and get to the heart of the problem.
Ask questions like: Who cares about this problem? Why is it important to them?
If there are no good answers to these questions, is the problem even worth working on?
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