Problem Solving Strategies - Three Great Ones

By Steven Gillman

Your problem solving strategies determine how effectively you deal with everything from creating new ideas to solving the routine problems of life and business. There are many specific techniques for solving problems, but a good strategy is a more general "plan of attack" that makes it all work. Here are three.

The Problem Solving Triage Strategy

Emergency personal use triage as a strategy to decide which patients to attend to first. The questions that determine this are, "Who'll die regardless of treatment?" "Who'll survive without immediate treatment?" and "Who'll survive only if they get treatment soon?" Of course, the latter are treated first.

In general problem solving, the important triage questions are:

1. In this problem, which parts are unlikely to have any solutions of value?

2. In this problem, which parts aren't too serious?

3. In this problem, which parts can be most profitably solved?

This problem solving strategy starts then, by breaking a problem into it's components and first working on those in the third category. Then you work on those in the second. Unsolvable parts of the problem can be given another look later.

An example: Suppose your problem is disorganization in your office. The smaller problems of which it is composed might include, "too messy," "not enough space, " "not enough time," "hard to find things," and "too many tasks." That latter may be unresolvable for the moment (category 1), so you ignore it. Messiness may not be a big problem by itself (category 2), so you start with the problem with the most biggest potential payback: "not enough time." New habits and procedures which free up time mean getting more work done, and having more time to work on the other parts of the problem.

A Group Strategy

Many problems just are too much for one person to solve. You may need to use a group of people to help. They might brainstorm initially, to get more ideas. Later you can assign various parts of the problem to individuals of the group.

Suppose your problem is "finding new ways to raise money for your environmental group." You could have one person research and list all the various ways that non-profit organizations raise funds. One person could look at various business strategies that might be used in some way. A third member of the group might look at what you have done in the past, to see which methods worked before.

Using Problem Solving Techniques Systematically

One of the simplest problem solving strategies is to just systematically apply ten or so of your favorite techniques. Create a list of those that have worked best for you, and use each one to get as many ideas as you can. After this creative process is finished, you can sort through the possible solutions to see which are most likely to work.

For example, if you need to design a better car, you start with the first problem solving technique on your list, which could be "assumption challenging." This involves challenging all assumptions, like the one that a car needs tires or doors. The next technique might be "changing perspective," so you try that one for a while. Work through ten techniques, and you'll have a lot of ideas and potential solutions, making this perhaps the most fun of these problem solving strategies.

Copyright Steve Gillman. To start that list of Problem Solving Techniques, and to get the Brain Power Newsletter and other free gifts, visit: http://www.IncreaseBrainPower.com

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Lessons in Leadership

By N Pollice

A Look At The Fine Art Of Leadership Through The Eyes Of A Softball Coach

I once remember my dad saying to me that, the most important things you learn in life are those things you learn once you thought you knew it all. I never really acknowledged the importance or the natural impact of that statement, until I coached ladies softball.

Although my coaching career spans a mire seven years, my experiences and professional relationships are the equivalent of twenty plus years. I have had the opportunity to work with several excellent softball coaches but, what is better they were and still are tremendous human beings.

These men will probably never coach a provincial softball team nor, will they ever be added to the coaching staff of a national softball team, because they're not connected nor are they interested in being in the political arena that is derived from that position. They just want to coach and win at the game of softball; and win they do. Dean, Ray, David and Roger, all have one thing in common, they have forgotten more about the game and learned more about the players who play the game than most coaches can dream of learning.

Dean Garriock is a person who understands all aspects of the game of softball, especially defense and pitching. He expects the absolute best from his players and in return, he shares with the ladies his knowledge, wisdom and enthusiasm for the game.

Ray Turner, the best softball hitting coach in Canada is a person who looks for attitude. The more intense the player, the better for Ray. A true believer in offensive power he breaks the hitting game down into small, digestible elements.

David Haick is probably the finest and most generous person in the sport of softball. A great evaluator of talent, David tells it like it is. He puts his heart and time into the sport and expects his players to do the same. He is patient, relentless and compassionate.

Roger Davis is a student of the player. He studies the mental side of the game and communicates his commitment much the same way. A true believer in the Yogi Berra theory that the game is 80% mental and 50% physical, he instills in his players the need to think on the field - all the time.

Over the past four years I have coached with these four gentlemen and here are the lessons that they have taught me. It is belief that these lessons are not only applicable in softball, they also provide a value base to business.

LESSON ONE

Leadership has little to do with personality and even less to do with charisma. Leadership is honouring your people and expecting the same.

Any leader can go out and hire skill and knowledge. Just like any coach can recruit good softball players and capitalize on the hard work that other coaches have done and take credit because they won a national title. The true test of a leader is in building an individual's self esteem and self image by building employee skill and knowledge. The winning team result is a symptom of instilling employee self confidence and self esteem once the foundation of skill and knowledge base are in place.

The real test of a good leader becomes evident when players barely know that they exists and not so good when people despise them. The good leader offers an abundance of constructive feedback and listens well; and when their work is done and goals are fulfilled, the team all say, we did it ourselves.

LESSON TWO

As a leader you must surround yourself with good people; people who are knowledgeable and allow you to draw upon their wisdom. People you can trust and talk openly and honestly with. People who will tell you what they think and why, not what you want to hear.

Good leaders recognize the fact you cannot build a team different from its leadership. Good leaders magnify their own abilities by surrounding themselves with good people. They recognize that they have limitations. They cannot do it all by themselves because they don't have all the answers nor the expertise. Leaders learn from the pros. They observe them and seek them out as mentors and partners.

The focus is on being the best. If you focus on being the best, you will have the best management team, the best employees, the best products, the best services, the best of everything. Being the best is a mind set and the most basic goal of a leader because it allows people to set higher goals. The leader recognizes that a strong management team is the spine around which all the team's performance takes place.

Only by surrounding yourself with good people will leaders accomplish great things and have fun doing it.

LESSON THREE

Being a leader means being responsible, accepting accountability and exercising authority.

Good leadership involves responsibility to the welfare of the team. This means that people will get angry at your actions and decisions. It is an inevitable fact, if you are accountable. Having a tough skin as a leader is not an option. Getting the absolute best from your team at all times goes with the territory.

Trying to get everyone to like you is a sign of mediocrity because you will avoid the tough decisions and you will avoid confronting the people and the issues that need to be confronted. Ironically, by delaying the difficult decisions, by not standing up for your beliefs, by trying not to get anyone angry or upset and by treating everyone equally and "nicely" regardless of performance and contributions, you simply ensure that the only people you wind up angering are the most productive and unselfish people on the team.

LESSON FOUR

Pay attention to details. When everyone on the team is busy thinking about the game and how to win, the leader must be focused and vigilant.

Successful leaders know that strategy and execution are the key to progression. All great ideas and recommendations are worthless if they can't be implemented. Good leaders empower and encourage others to take charge and make decisions but, they pay attention to details everyday because they realize that, at the end of the day they are responsible for their people and their performance.

Secondly, good leaders also understand that a high level of execution breeds success and routine thinking. This in turn brings conformity and complacency, which dulls the mind and creates laziness. Leaders that pay attention to details, continually challenge the process, the methods and the players that made them successful in the first place.

LESSON FIVE

The good leaders are always great simplifiers, they put things in perspective and in terms that people can understand.

Effective leaders are true believers in the 'KISS' principle, Keep It Straight and Simple. They realize it is their responsibility to translate objectives and purpose into meaningful and useful information that achieves positive results. Their decisions are crisp, clear and convey an unwavering firmness and consistency. Clarity of purpose, credibility of leadership and organizational integrity is a result of simple, honest and straight forward communication.

LESSON SIX

Good leaders are not bamboozled by the so called experts. The good leaders know that many of these self acclaimed elite experts have more theory and data than they do judgment and practical experience.

Many of the good leaders are aware that they don't have the financial resources nor the support staff that the lofty elites have. As a result, the leader is the coach, travel agent, the scheduler of games and financial support staff for some players. Just like in the real world, the leader answers the phones, drives the car, makes travel arrangements and does whatever is necessary to create corporate profitability.

Vigilant and combative, the good leader doesn't always get the opportunity to attend the conferences, seminars and symposiums that the elites do. They just make it happen on the field, in the office and out in the plant because they have credibility with the players and they know what their talking about.

LESSON SEVEN

Be brave. Even when your not, pretend to be.

Good leaders realize that some days they are the statue, and other days they are the pigeon. It goes with the role of a coach and good leader, especially if you are in the business of building player skill, knowledge and self confidence. Good coaches know that they can't win every game and they don't. They even sometimes lose the big game.

The ripple effect of a leader's enthusiasm and optimism is contagious and so is the impact of cynicism and pessimism. The coach who whines and blames the players, the umpires, the parents and even other coaches for the loss, are not only incompetent; they're plain foolish. Leaders know that they will learn as much, if not more from a loss as they will a win. They believe in setting awesome goals and unrealistic expectations. They challenge everyone and everything around them, because perpetual optimism is a leaders multiplier.

LESSON EIGHT

The ultimate failure of a leader is their ability to anticipate and deal with problems.

The majority of leaders would fail miserably if this were a test. Problems on softball teams are as numerous as problems in business. Problems are universal - we all have them. It is not so much the frequency or the magnitude of these problems that a leader faces but, how they elect to deal with them. Why do business leaders fail? One, they build many barriers to communication and the thought of someone in the company would approach them and talk about personal challenges are unacceptable.

Just like some softball coaches, the premise is "what have you done for me lately?" They don't want to know about your injuries, what you think about them or, what might be inhibiting your performance. To them, your just a player - go out and perform. If you can't, leave. As a result employees much like players, learn to cover up mistakes, protect their ass and only do those jobs that are absolutely necessary, and the company / team pays the price.

Real leaders make themselves available and accessible to employees. They anticipate problems and show genuine concern for the efforts and challenges faced by employees, while maintaining high standards. These leaders realize that they are much more likely to create an environment of teamwork and dedication where emphasis is on problem recognition and analysis and long term solutions replace finding fault.

LESSON NINE

When selecting a team, look for attitude. Skills and knowledge are important but, attitude is critical. A strong attitude breeds loyalty, integrity, a high energy drive, a balanced ego, the drive to succeed, and promotes a sense of belonging and team pride.

In softball as is in business, skills and knowledge can be taught. We can train a novice in the fundamentals of the sport fairly readily if, we know the fundamentals ourselves. It's a harder task to train someone to have pride in what they do, integrity, energy, balance and the willingness to succeed. The players, much like the employees that have that positive attitude, want to be their, on the job, willing to go that extra mile and do whatever is necessary to succeed.

Good leaders put a high emphasis on attitude because they know that employees will get more altitude in life from their attitude, than they will with their aptitude.

LESSON TEN

Leadership is lonely.

Harry Truman said it best when he said, "the buck stops here." You can encourage team play, an atmosphere of involvement and a participative approach to management and competitiveness but, ultimately the final responsibility is yours.

The essence of leadership is the willingness to make the tough decisions, the sometimes questionable choices and the preparedness to live with the outcome. Even as you create a winning team and a sound approach to leading that team, prepare to be lonely.

With over 40 years experience; Canadian Management Centre has earned the reputation as a trusted partner in worldwide leadership development and management education that improves the immediate performance and long-term results of over 12,000 Canadians every year.

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Are You Making the #1 Mistake on Your Leadership Resume?

By Laura Smithproulx

Leadership professionals often spend significant time adding content to their resumes, showing career progression and detailing their strengths. So why does the average resume get only a minimal response?

Most people don't realize that when it comes to touting their own skills at a six-figure level, presentation is EVERYTHING. When you choose that canned Microsoft Word template for your resume, you are laying the foundation for lackluster results.

Now, opening a new document and choosing a built-in template might work fine if you're sending a quick email message, but it certainly isn't a good way to sell your key competencies if you're an aspiring leader ready to take on the world and boost your salary in the process.

When it comes to writing the most critical document of your career, consider the message you are sending with the actual style of your resume, not just the content.

Now you might ask: what's wrong with using that Word template? Well, first of all, it's made for EVERYONE to use. Can all professionals relate to your level of achievement? I doubt it.

In addition, the font allows for only minimal wording to be used, with very short lines. Now, I don't know about you, but as a professional resume writer, I find it extremely hard to get critical information across in seven-word sentences.

Third of all, the template doesn't convey status or prestige—the very components that drive careers at the upper echelon.

The really amazing thing is that professionals who wouldn't dream of showing up at a job interview in less than a suit are giving a resume presentation that equates to wearing their Saturday jeans. Is this really the impression that you want to give your next employer?

Case in point: Brad, a seasoned operations manager skilled in guiding large construction firms through periods of multimillion-dollar growth, came to me with 30+ years of experience stuffed into the standard Word template.

Not only could he barely fit his achievements into the tight spaces allowed, the grid-like format required a font that didn't represent his stature. After we collaborated to review his work history, it was obvious to me that he could control costs, hire top-producing teams, and institute practices that made his employer very, very profitable in a short period of time.

You can bet that these facts really jumped off Brad's new resume, leaving no doubt as to his career level and focus. Even with tightening up the wording on his accomplishments, I was still able to give the reader two full pages of detailed, concise information about him that would've otherwise been LOST if he'd continued to use the template.

So, the next time you're in the midst of a job search, give your resume style the same attention and focus that you would apply to any business presentation with a professional style that speaks to your status and level of achievement.

Six-figure resume authority Laura Smith-Proulx creates cutting-edge documents that open doors to jobs at prestigious corporations. Known as "The Career Champion," Laura has authored the upcoming "21 Insider Resume Secrets to the $100K+ Job of Your Choice," plus "Solve Your Toughest Resume Challenges." For her free e-course, "The 7 Biggest Resume Mistakes That Can Keep You From a $100K+ Job," visit http://www.AnExpertResume.com .

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A Winning Choice for Leadership!

By Richard Gorham

"The only way to enjoy anything in this life, is to earn it first." -Ginger Rodgers

One bad apple can spoil the bunch! As a leader, we cannot allow "bad apples" to interrupt our efforts toward achieving our goals.

Leaders can quickly lose credibility with their team when we fail to immediately address issues that get in the way of the teams' mission.

So how do we best address an issue with an employee that we perceive to be a "bad apple"?
First, we self-assess our own actions. The three key leadership areas that we must consistently hold ourselves accountable to:

- Teach - Coach - Expect

Teach - Have you, as the leader, taken the time to communicate your expectations clearly? Have you taught the employee?

Coach - Have you provided the one-on-one training and coaching to ensure the employee is capable of meeting your expectations?

Expect - Have you witnessed the employee doing the task, or exhibiting the behavior you expect, so that you know they understand? Have you been consistent in your expectations so that you know that the employee could not have misunderstood?

Assuming you have met the above criteria, then the conversation with the offending employee can be pretty straightforward.

We never said it was going to be easy, but if you've done your job as the leader, the employee simply needs to understand his/her choices.

An effective leader understands the importance of acting quickly and fairly with problem employees.

To ensure fairness, leaders must remove their personal emotions from the professional issue at hand. Leaders must prepare themselves so that the entire discussion focused on two areas:

- Performance - Behavior

Stay focused only on Performance and Behavior when working through employee issues. Trust this advice and I guarantee that your Human Resources Rep. and/or any future Legal Rep., will love you for it!

Yes, there is always a risk, and possibility of legal consequences ie. someone suing you for wrongful termination. Serious stuff, right?

Still, you can be confident! Terminating someone due to repeated, specific behavior and/or performance issues, can be reasonably understood by a 12-person jury. Whereas, firing someone because "you just didn't like him/her" can raise serious doubt about the credibility of the manager.

So, one last time - always keep comments (verbal and written) focused solely on Performance and/or Behavior.

Let's consider a specific example.

How a great leader can present a WINNING CHOICE to a bad apple:

- Communicate clearly your expectations in terms of Performance and Behavior.

- Communicate the rewards of meeting your expectations ie. job security, future opportunity, respect and credibility

- Communicate the consequences of not meeting expectations ie. looking for another role where he/she will find more fulfillment.

- Allow the employee the opportunity to choose his/her own path (one road leads to rewards, the other road leads to new adventures - probably working for someone else)

- Ensure the employee that you will support the employee in either CHOICE he or she makes - but ultimately, the choice and the responsibility belongs to the employee.

- Confirm that the employee understands your expectations and that you will do your part by supporting him and holding him accountable.

Once you have had this discussion and placed the employee on a "Final Notice", you have truly empowered the employee to create his/her own destiny.

The actions of the employee, in terms of both Performance and Behavior, will soon signal to you his or her "choice".

Make sure you "support" the employee in whichever path she chooses to take.

Reward her for her progress, or release her from a situation that neither party is happy with.
By following the above guidelines, your team will respect you for your fair and decisive leadership.

No, it's never easy to let someone go, but it is the right thing to do if that's the employees' "choice".

Richard Gorham is the founder of Leadership-Tools.com. His web site, located at http://www.leadership-tools.com is the premier online resource for free and low-cost leadership tools and resources for today's aspiring leaders. Richard Gorham is also the creator and narrator of "The Leadership Series for Successful Living", located at http://www.leadershipaudio.com , and he is also a co-author of "101 Great Ways To Improve Your Life".

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Which Types Of Leadership Work Best?

By Joandra Evaline

When it comes to the different leadership approaches, there are many kinds. But for the most part, there are primarily two definitions. When most people think of a leader, they picture someone who is very well known and the head of a group. We might also tend to think about someone who is the best in sports or business. Tiger Woods leads the way in golf, while Apple products practically rule the portable music industry.

But contrary to what many people think, leadership is so much more than a person directing a group or leading in sports. Most people who try to lead groups will give orders or even try to trick people into doing what the "leader" wants.

Negative experiences have taught people to be leery of so-called "leaders." They don't want someone tricking or taking advantage of them. Again, there are different types of leadership, but the only worthwhile and long-lasting styles don't involve tricks and distrust. If your followers get a whiff of any kind of deceit, you'll lose all your credibility and the power that goes with it.

You need integrity in order to create trust in your followers. They have to believe you'll do what you say you'll do. You walk the talk. A common mistake that many leaders are guilty of is making promises they can't keep. That's why you should be very careful about what you say to your followers. People won't be turned off by someone who is cautious with promises. They know you'll only make commitments you keep. Since they can trust that you won't back out of your promises, they will be better followers as a result.

Let's say, just as an example, that you decided to promise to give one of your subordinates a raise next year. This is a problem. More often than not, a raise will be out of your hands. You can't know how well the company will do this year. It's far better to think in terms of giving raises based on whether your followers meet sales goals.

Sometimes it can be very inconvenient to keep your promises. Nonetheless, even if they are inconvenient, it will only benefit you to keep them. If you ever find yourself in a situation where you need to back out of your commitment, you'll need to apologize and find an acceptable compromise.

Integrity will go a long way in all types of leadership. The leaders who enjoy the most success are the ones with integrity.

Make Sure To Visit Our Websites - Leadership Games, Leadership Theories and Leadership Traits For Everything You Need To Know About Becoming A Great Leader.

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