How to Spot or Create Great Problems
The monster around the corner is your friend.
Painful problems transform good ideas into great solutions.
In order to be great, you must solve a great problem.
Your destiny is tied to a great problem.
The bigger the problem the more important the solution.
The more painful the problem the more urgent the solution.
Great problems:
- Define danger. What if we don’t act?
- Contribute to urgency. We must act now.
- Disrupt thinking. What worked yesterday doesn’t work today.
- Create curiosity. What are our options?
- Galvanize teams around rallying points. We must work together.
- Align energy.
- Open minds to new alliances. Who else has this problem? How can we work together?
- Minimize infighting. When a big monster is at the door internal conflicts often shrink.
- Identify teammates who don’t contribute or fit.
- Clarify values. Why do we care?
- Establish priorities. We can’t wander anymore.
- Define wins.
Help people want solutions by helping them feel the pain of their problems.
4 ways to create great problems:
- Explore what isn’t working and find a root cause.
- Define the tipping point your organization sits on and what happens if you don’t act.
- Identify a compelling danger that lurks around the corner.
- Describe the failure of organizations that followed the path you’re on.
Priority:
Focus on solutions even as you point out problems. Leaders who talk problems and neglect forward-looking solutions are downers. Talk problems with optimism. Use the 80/20 rule. Spend 80% of your time focused on solutions.
If you don’t have a problem to solve, go find one now.
How might leaders create problems to solve?
If you become a problem finding leader, what must be true of you?
I like to paint a story with the problem as an anthropomorphic villain. Last instance I used Jafar from Alladin as the bad guy spreading negativity about our company and products. And then there were tons a Iagos (his parrot) popping up to echo/parrot his gripe.
Thanks James. Love the term anthropomorphic. Thumbs up! 🙂
By “spotting or creating” big problems, you’re taking control — otherwise, you’ll find yourself “reacting” to those problems when it’s almost too late.
I was wrestling this morning with a problem I see and my team doesn’t (yet). These tips helped me reflect on how to turn a problem into an opportunity and motivation for growth.
Thanks John. Great add… “you’re taking control.” You remind me about the value of pointing out elephants in the corner… as long as there’s courage and resolve to find solutions.
What a good point – I never thought of it that way before.
Thanks billgncs!
In facing a widespread problem (a massive change in cultural priorities), our group has had difficulty admitting that it may be affecting us. We’ve tried building on strengths, but it is so easy to go back to how we’ve functioned before, even with diminished results. Leaders in the organization have pointed out similar organizations that have known what to do and failed when they didn’t even try to do it. We’ve appealed to spoken core values that have potential for new growth and increased sense of purpose, but even with small steps that can lead to success, the organization remains immobile. What does a leader do when an organization is okay with ignoring/denying a looming problem?
Thanks Anonymous. Great question. If times are truly desperate and you’re sure the crisis is coming you might:
Create a crisis by setting a deadline when something has to change that includes a decision that you can’t turn back.
Bring in a person to disrupt the system realizing they probably won’t be a long-termer.
Figure out what the motivations of current members are and speak to those.
Fire the worst offender.
Don’t pressure people. Pressuring causes people to dig in their heals.
Kotter’s work on change and urgency might be useful.
People prefer the status quo. It’s the context of leadership.
What do you think?
The holy said man is made favour as he lift his axe against thick tree ps.74:5
Thanks Famous. Interesting.
Its amazing how many times, when focused on a challenging project, I look at your articles and find a solution. Today’s insights are timely and hit a bulls-eye with me; clarify values – build ownership. Its a great way to turn a skeptic into a problem solver. Also, +10 to James on the use of anthropomorphic; one of my favorites.
Thanks T. It’s always a joy to be useful. Thanks for letting me know!
It is easy to identify a problem when the leaders are not contributing to the solutions in an organization, but quite a bit more challenging to finesse working around them to get those who do contribute to remain passionate, focused and active.
Problems in general can be perplexing, if the solving of the problems is our responsibility, then to take control we must focus for a palatable solution for all, sometimes easier said then done! If the problem is beyond our expertise, then seek guidance and learn from your Mentor or colleague.
If you have no Mentor or colleague exist, research for your best options and go with the most prevalent solution that you have access too. We do learn by our mistakes in most cases.
I don’t have much to add, but these two phrases are my takeaways this morning: “Focus on solutions even as you point out problems.” and “Your destiny is tied to a great problem. The bigger the problem the more important the solution. The more painful the problem the more urgent the solution.”
I don’t have a large team to work with right now, I have a partner or three on different projects. And there are some problems. Some are painful – at least to me. I’m thinking on how I can apply your advice to a partnership type scenario.
Enjoyed your article: I love how you get right to the point.