Leadership Change

We see problem solving and leadership as flip sides of the same coin. The leadership side can be demanding, and not every senior team will find the shift comfortable

The purpose of this page is to outline some of the changes that would eventually be required from senior leadership if the shift to more robust problem solving is to be durable.

Vision and Mission

Use the vision, mission, and strategic plan of the organization to identify issues worth attention; resist the pressure to define the senior agenda based on the "squeakiest wheel" or the loudest client.

Long term vs. Short term

Be explicit and public about managing the conflict between attending to the present problems vs. taking care of the long view. Remind people frequently that exclusive attention to only one side of the dilemma is a serious failing. Ask after the long-term consequences of short-term decisions.

Identify problem types, not details

Rather than asking for details about problems brought to your attention, ask only enough to determine the fundamental type of the problem.

Use the problem type

Use the problem type to craft the charter to the organization. Return responsibility for the problem back to the staff group closest to the situation. Resist the temptation to use your authority to impose solutions when others are more intimate with the details than you.

Key executive conversations

Periodically check with those working on problems. Ask (1) if they are still confident of the original problem typing, and whether the charter still makes sense. Ask (2) if the possible solutions cast doubt on the decision to address the problem at all.

Model the model

Demonstrate through your actions and decisions that thorough problem solving is a basic expectations. Use the model explicitly, and ask others to use it in their work.

The senior team

Take responsibility -- collectively and individually -- for the health of the senior team. The quality of conversation and decision making will become the upper limit of problem solving deeper down in the organization.

This can be a difficult challenge. Many people consider 'senior team' to be an oxymoron. Often there is more competition than real teamwork. Jostling for eventual advancement to the top position can compromise candid communication. Building a team from a group of "alpha dogs" requires clear commitment from the CEO.

Holding the big picture

Find some way to represent the entire enterprise to yourself. For example, a hierarchical graphic depiction of key work processes would enable you to locate problems in the life of the organization. You would be able to see the potential interdependencies of different problem solving efforts.