As described in problem analysis, the first steps in problem solving involve evaluating the problem, causes, current strategy or process, and the priority of the problem. When problem analysis is complete, problem solving is the next step. Most of the processes and approaches to problem solving focus on spending time on understanding the problem, then…
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Problem analysis lets you discover if your problem is indeed a nail—you can then decide if the solution is a hammer. The purpose of problem analysis is to properly evaluate the problem, identify the cause of the problem, understand glitches or potential in your current process/strategy, prioritize the problem, and make sure you are avoiding…
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Difficult conversations usually mean bad news for at least one person, and they affect both the teller and the receiver of the news. Difficult conversations are best held in person or if necessary, through video conferencing. When the conversation affects an entire group, the group should be broken up into as small units as possible…
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Lately, the words “active listening” have made inroads where before “feedback” reigned alone. Combining active listening with feedback often leads to the best possible outcome for all the parties involved in problem-solving or decision making. Each approach alone has advantages and disadvantages. The Advantages and Disadvantages of Feedback Feedback is a reaction to a current…
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For both individuals and teams, the primary aim of coaching or mentoring is to increase their potential for success in their professional lives. As a leader, your role in the coaching or mentoring relationship depends quite a bit on whether you are the giver or receiver. Coaching or Mentoring an Individual Mentoring is a much…
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I have had the great fortune of working with incredible business leaders, in both corporate America and small business, throughout my career as a consultant, coach and trainer. Over the last few years, there has been an increasing trend for leaders to observe their direct reports and openly, honestly, directly and, almost brutally, provide feedback…
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The day after a massive layoff, an executive scheduled a meeting with the talent remaining in his organization. At the meeting he said, “You were retained because you are the best of the best. You don’t have to fear that you’ll be laid off.” He then ended the meeting. The individuals at the meeting never…
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When we speak to other people who know our language, we assume they hear what we are saying. But often, our words are communicating one thing and our facial expressions or gestures are communicating another; or perhaps the listener has heard those words before in a different context and is applying past experience to the…
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Facing failure is always difficult and facing the failure of a change you championed is no exception. You may feel your resilience slipping away and you may find yourself being short-tempered with those to whom you assign responsibility for the failure—or with completely innocent parties. In the meantime, the organization or team itself may stutter…
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Convincing others—persuading them to change rather than compelling them—is often difficult but an essential leadership skill. Dr. Robert Cialdini, an expert in persuasion, has developed six principles for persuading people to change their ideas or course of action: Reciprocity: You give something, so that the other person wants to give back to you. Scarcity: You…
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