problem solving in management skills

Problem-solving in Leadership: How to Master the 5 Key Skills

The role of problem-solving in enhancing team morale, the right approach to problem-solving in leadership, developing problem-solving skills in leadership, leadership problem-solving examples.

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What’s the Role of Problem-solving in Leadership?

• Getting to the root of the issue:  First, Sarah starts by looking at the numbers for the past few months. She identifies the products for which sales are falling. She then attempts to correlate it with the seasonal nature of consumption or if there is any other cause hiding behind the numbers. 
• Identifying the sources of the problem:  In the next step, Sarah attempts to understand why sales are falling. Is it the entry of a new competitor in the next neighborhood, or have consumption preferences changed over time? She asks some of her present and past customers for feedback to get more ideas. 
• Putting facts on the table:  Next up, Sarah talks to her sales team to understand their issues. They could be lacking training or facing heavy workloads, impacting their productivity. Together, they come up with a few ideas to improve sales. 
• Selection and application:  Finally, Sarah and her team pick up a few ideas to work on after analyzing their costs and benefits. They ensure adequate resources, and Sarah provides support by guiding them wherever needed during the planning and execution stage. 
• Identifying the root cause of the problem.
• Brainstorming possible solutions.
• Evaluating those solutions to select the best one.
• Implementing it.

• Analytical thinking:   Analytical thinking skills refer to a leader’s abilities that help them analyze, study, and understand complex problems. It allows them to dive deeper into the issues impacting their teams and ensures that they can identify the causes accurately. 
• Critical Thinking:  Critical thinking skills ensure leaders can think beyond the obvious. They enable leaders to question assumptions, break free from biases, and analyze situations and facts for accuracy. 
• Creativity:  Problems are often not solved straightaway. Leaders need to think out of the box and traverse unconventional routes. Creativity lies at the center of this idea of thinking outside the box and creating pathways where none are apparent. 
• Decision-making:  Cool, you have three ways to go. But where to head? That’s where decision-making comes into play – fine-tuning analysis and making the choices after weighing the pros and cons well. 
• Effective Communication:  Last but not at the end lies effective communication that brings together multiple stakeholders to solve a problem. It is an essential skill to collaborate with all the parties in any issue. Leaders need communication skills to share their ideas and gain support for them.

How do Leaders Solve Problems?

Business turnaround, crisis management, team building.

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Why is problem solving important?

What is problem-solving skills in management, how do you develop problem-solving skills.

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Top 10 games for negotiation skills to make you a better leader, manager effectiveness: a complete guide for managers in 2023, 5 proven ways managers can build collaboration in a team.

Strategic Problem-Solving: Elevate Your Management Skills

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Problem-Solving Techniques For Managers

Problem-solving is an art, and for managers, it’s a critical skill for steering their teams towards success.

In today’s dynamic business landscape, managers face a variety of challenges. But fear not, here are some proven techniques and methods to ace the art of problem-solving.

The Backbone of Management: Problem-Solving Skills

Why are these skills so crucial? Well, they lead to better team cohesion, improved workflow, happier clients, and timely project completion.

Essentially, they make the workplace a place where everyone wants to be and where goals are met with gusto.

Manager’s Toolkit: Essential Problem-Solving Skills

• Leadership : It’s about building trust and fostering collaboration.
• Detail-oriented : Spotting and utilizing even the minutest details.
• Communication : Talking through obstacles and solutions effectively.
• Adaptability : Flexibility to adapt to changes.

Step-by-Step Guide to Problem Solving

• Define the problem : Know what you’re dealing with.
• Examine it : Look at the problem from all angles.
• Brainstorm solutions : Think outside the box.
• Choose and act : Pick a solution and go for it.
• Be ready for change : Solutions might need tweaking.

Level-Up Your Problem-Solving Game

• Be transparent to build trust.
• Encourage cross-team collaboration.
• Stay open-minded and positive.
• Keep observing and asking questions.
• Get creative with challenges and provide guidance.
• Keep learning about industry trends.

Glenn Llopis on Problem Solving in Leadership

Llopis emphasizes transparent communication, breaking down silos, fostering open-mindedness, and having a solid foundational strategy. He reminds us that problem-solving is at the core of leadership.

The Systematic Approach to Problem Solving

This approach involves defining the problem, generating solutions, evaluating them, and implementing the chosen one. It’s about being thorough and inclusive in the process.

Design Thinking & Creative Problem-Solving

These approaches bring a human-centered perspective, encouraging empathy and breaking cognitive fixedness. They’re about understanding the emotional landscape of the team and the problem at hand.

Dr. Amy David and the Future of Jobs Survey Insights

Problem-solving in leadership involves balancing the triple bottom line: people, profit, and planet. It’s about being responsive, data-driven, and customer-focused.

Effective Problem-Solving Methods

• Five Whys: Dig deep into problems.
• Gap Analysis: Compare current vs. desired performance.
• Gemba Walk: Understand ground realities.
• Porter’s Five Forces: Analyze competitive dynamics.
• Six Thinking Hats : Diverse perspectives.

SWOT Analysis: Strengths, weaknesses, opportunities, threats.

Problem-Solving in Real-World Business

Purdue’s Online MBA teaches the latest techniques, encouraging application to real-world scenarios. It’s not just textbook learning; it’s about dealing with actual business situations.

In summary, problem-solving in management is a multifaceted skill.

It’s about being analytical, creative, strategic, and always ready to adapt. With these techniques in your arsenal, you’re well on your way to becoming a problem-solving maestro in the world of management!

Problem-Solving Methods

Five whys: digging deeper into problem-solving.

The “Five Whys” technique is a simple yet powerful tool used in problem-solving, particularly effective in management.

It involves asking “why” repeatedly to drill down to the root cause of a problem.

Here’s a deeper dive into how it works and its benefits in a managerial context:

How the Five Whys Technique Works

• Start with the Problem : Begin by clearly stating the problem you’re facing.
• Ask Why the First Time : Inquire why the problem occurred. This first answer will lead to the next question.
• Continue the Process : Keep asking why for each answer provided. The idea is that each response gives insight into the next layer of the issue.
• Repeat Until the Root Cause is Uncovered : Usually, by the time you’ve asked “why” five times, you’ll have uncovered the fundamental reason behind the problem.

Applying the Five Whys in Management

• Practical Example : If a team misses a deadline, the first “why” might reveal that a task took longer than expected. The next “why” could uncover that the task was not clearly defined, and so on, until you find the root cause.
• Involving the Team : It’s beneficial to involve team members in this process. Different perspectives can lead to a more comprehensive understanding of the problem.

Benefits of the Five Whys

• Simplicity : The technique is straightforward and doesn’t require statistical analysis, making it accessible for managers and teams.
• Focus on Root Causes : It encourages looking beyond symptoms and getting to the heart of the issue.
• Promotes Critical Thinking : This method pushes individuals to think critically about the problem and its origins.

Considerations When Using Five Whys

• Complex Problems May Require More Depth : Sometimes, particularly with complex problems, the root cause may not be uncovered in just five whys. The process may need to be extended or complemented with other problem-solving tools.
• Requires Honesty and Openness : The technique works best in an environment where team members feel comfortable expressing their opinions and observations without fear of blame.

Integrating Five Whys into Organizational Culture

• Regular Practice : Incorporate the Five Whys into regular problem-solving and decision-making processes.
• Documentation : Documenting each step of the Five Whys process can help in tracking and analyzing the problem-solving journey.
• Feedback Loop : Use the insights gained from the Five Whys process to implement changes and prevent future issues.

In summary, the Five Whys technique is an effective tool for managers to get to the root of a problem quickly and efficiently.

It encourages a deeper understanding of issues, fosters open communication, and promotes a culture of continuous improvement within teams.

Gap Analysis: Bridging the Divide Between Current and Desired Performance

Gap Analysis is a strategic tool used by managers to compare the current performance of their team or organization against the desired or potential performance.

It helps in identifying the gaps between where the organization is and where it wants to be.

Here’s look at Gap Analysis:

Understanding Gap Analysis

• Define Current Performance : Start by assessing the current state of your team or organization. This includes evaluating current processes, resources, and outcomes.
• Identify Desired Performance : Determine what the desired or ideal state for your team or organization is. This might be based on industry standards, competitive benchmarks, or strategic goals.
• Compare and Identify Gaps : Analyze the differences between the current state and the desired state. These differences are the ‘gaps’ that need to be addressed.

Implementing Gap Analysis in Management

• Data Gathering : Collect data on various aspects of performance, such as productivity, quality, and employee satisfaction.
• Stakeholder Involvement : Engage team members and other stakeholders in identifying what the ideal performance looks like.
• Benchmarking : Compare your organization’s performance against industry standards or competitors to understand where you stand.

Benefits of Gap Analysis

• Strategic Insight : Provides a clear picture of what needs to be improved and where the organization should focus its efforts.
• Targeted Improvements : Helps in prioritizing areas that need immediate attention or more resources.
• Enhanced Performance : Aids in developing strategies that can lead to enhanced overall performance.

Challenges in Conducting Gap Analysis

• Data Accuracy : The effectiveness of gap analysis heavily relies on the accuracy of current performance data.
• Complexity in Large Organizations : In larger organizations, conducting gap analysis can be complex due to the varied and numerous processes and departments.
• Resistance to Change : Identifying gaps may require changes that could be met with resistance from employees or management.

Steps to Conduct Gap Analysis

• Identify Key Performance Indicators (KPIs) : Determine which KPIs are most relevant to your organization’s goals.
• Measure Current Performance : Use the identified KPIs to measure current performance levels.
• Define Target Performance : Set clear, achievable targets for each KPI.
• Identify Gaps : Determine the difference between current and target performance for each KPI.
• Develop Action Plans : Create strategies and action plans to address these gaps.

Post Gap Analysis Actions

• Implement Changes : Based on the findings, implement the necessary changes in processes, resources, or strategies.
• Monitor Progress : Continuously monitor the effects of these changes on performance.
• Adjust Strategies as Needed : Be prepared to make adjustments to strategies based on ongoing monitoring and feedback.

In conclusion, Gap Analysis is a powerful tool for managers to identify areas needing improvement and to strategize effectively.

It helps in aligning the organization’s current state with its desired future state, thus paving the way for enhanced performance and achieving strategic goals.

Gemba Walk: Immersing in the Reality of the Workplace

The Gemba Walk, rooted in Lean management philosophy, is a technique where managers and leaders go to the actual place where work is done, often referred to as the “gemba” or “frontline.”

This approach allows them to gain first-hand insight into the daily operations and challenges their teams face.

Here’s an in-depth look at the Gemba Walk:

Principles of the Gemba Walk

• Go to the Source : The core idea is to leave the office and go to the actual place of work – be it a factory floor, a retail space, or any operational area.
• Observe the Process : Watch how the work is being done, rather than just focusing on the output. This observation helps in understanding the process flow and identifying any inefficiencies or areas for improvement.
• Engage with Employees : Talk to the employees doing the work. Ask questions to understand their perspective and gather insights into the challenges they encounter in their day-to-day tasks.

Implementing a Gemba Walk in Management

• Plan Your Walk : Don’t just show up unannounced. Plan your visit so that it’s structured yet flexible enough to observe the natural workflow.
• Focus on Learning, Not Critiquing : Approach the Gemba Walk with the intent to learn and understand, not to find faults or immediately solve problems.
• Respect the Employees : Show respect to the employees and acknowledge their hard work. Ensure that they understand the purpose of the Gemba Walk is for improvement and not for critiquing their performance.

Benefits of the Gemba Walk

• Real-Time Insights : It provides an opportunity to see how processes are actually functioning in real-time.
• Employee Engagement : It can significantly boost employee morale and engagement, as they feel their work and challenges are being acknowledged.
• Problem Identification : Helps in identifying the root causes of problems that might not be visible from a distance.
• Improvement Opportunities : Opens up opportunities for continuous improvement in processes and workflow.

Challenges in Conducting Gemba Walks

• Misinterpretation of Purpose : Employees might feel anxious or defensive if they interpret the Gemba Walk as a form of surveillance or critique.
• Surface-Level Observations : There’s a risk of making assumptions based on surface-level observations without understanding the deeper context.
• Time-Consuming : It can be time-consuming, and if not done correctly, it may not yield the intended outcomes.

Best Practices for Effective Gemba Walks

• Be a Good Listener : Listen more than you speak. Let employees share their thoughts and experiences without interruption.
• Take Notes : Document your observations and insights for later analysis and action planning.
• Follow Up : After the walk, analyze your findings and work on a plan to address any issues. Ensure to follow up on the actions taken.

Post Gemba Walk Actions

• Share Insights with the Team : Communicate what you learned from the Gemba Walk with your team or management.
• Implement Changes : Where necessary, implement changes to improve processes, based on the insights gained.
• Regular Scheduling : Make Gemba Walks a regular part of your management routine to continuously stay in touch with the ground realities of your operations.

In summary, the Gemba Walk is a valuable tool for managers and leaders to gain a deeper understanding of their operations, directly from the source.

It helps in building a culture of transparency, continuous improvement, and employee engagement, all of which are crucial for the effective management of any organization.

Porter’s Five Forces: Analyzing Competitive Dynamics

Porter’s Five Forces is a framework developed by Harvard Business School professor Michael E. Porter.

It’s used by managers and business strategists to analyze the competitive dynamics in an industry.

This model helps in understanding the different forces that affect competition and profitability in the market. Here’s a breakdown of the Five Forces:

1. Threat of New Entrants

• Barriers to Entry : This force examines how easy or difficult it is for new competitors to enter the market. High barriers to entry (like high capital requirements, strict regulations, strong customer loyalty for existing brands) protect existing companies from new competitors.
• Impact on Competition : The easier it is for new companies to enter the industry, the more fierce the competition becomes.

2. Bargaining Power of Suppliers

• Supplier Influence : This force looks at how much power suppliers have to drive up the prices of inputs.
• Factors Influencing Power : The fewer the number of suppliers, or the more unique and important the input, the more power a supplier holds.

3. Bargaining Power of Buyers

• Buyer Influence : This analyzes how much pressure customers can place on businesses.
• Determining Factors : The number of buyers, the size of each order, the cost to the buyer of switching between suppliers, and the availability of similar products affect how much power a buyer can exert.

4. Threat of Substitute Products or Services

• Availability of Alternatives : This force examines the likelihood of customers finding a different way of doing what your business does.
• Substitute Appeal : The more attractive the price-performance ratio of substitutes, the higher the threat they pose.

5. Rivalry Among Existing Competitors

• Intensity of Competition : This looks at the degree of competitiveness among existing players in the market.
• Influencing Factors : The number of competitors, rate of industry growth, product or service differences, switching costs, brand loyalty, and the cost of leaving the market all influence the level of rivalry.

Applying Porter’s Five Forces in Management

• Strategic Planning : Managers can use this framework to develop strategies that take into account these five competitive forces.
• Market Analysis : It helps in understanding the current market dynamics and anticipating changes in the competitive landscape.
• Decision Making : This model can aid in making informed decisions about entering new markets, launching new products, or responding to competitive threats.

Benefits of Using Porter’s Five Forces

• Comprehensive Analysis : Provides a thorough analysis of the competitive environment.
• Proactive Strategy Development : Helps in proactively developing strategies rather than reacting to competitive pressures.
• Identifying Profitable Markets : Assists in identifying which markets or segments are most profitable and worth entering.

Challenges in Implementing the Framework

• Dynamic Markets : Rapid changes in markets can make the analysis outdated quickly.
• Complex Interactions : Interactions between the forces can be complex and hard to predict.
• Subjectivity : The analysis can be subjective, as it often relies on estimations and judgments.

In conclusion, Porter’s Five Forces is a crucial tool for managers aiming to understand and navigate the competitive landscape in their industry.

By systematically analyzing each force, businesses can gain insights into their strategic position and make informed decisions to enhance their competitiveness and profitability.

Six Thinking Hats: Diverse Perspectives

“Six Thinking Hats: Diverse Perspectives” in problem-solving. This outline integrates the various aspects of problem-solving discussed in the texts and aligns them with the “Six Thinking Hats” methodology:

• Overview of the Six Thinking Hats method by Edward de Bono.
• The significance of diverse perspectives in problem-solving.
• Leadership and management: The role of problem-solving in guiding teams and improving company performance.
• Organizational challenges: Addressing issues related to growth, design, user engagement, team culture, and happiness.
• Leadership styles: Different approaches to problem-solving in leadership, comparing linear and innovative mindsets.
• Each hat representing a different perspective or approach: White (facts), Red (emotions), Black (cautious), Yellow (optimistic), Green (creative), and Blue (process).
• Examples of how each hat can be applied in scenarios like workshop facilitation, organizational challenges, and leadership decisions.
• White Hat: Using data and factual analysis (Gap Analysis, SWOT Analysis).
• Red Hat: Emotional intelligence and empathy in understanding team dynamics and customer needs.
• Black Hat: Risk analysis and cautious approach to problem-solving (Five Whys, Gemba Walk).
• Yellow Hat: Optimistic outlook for fostering innovation and exceeding work expectations.
• Green Hat: Creative problem-solving and brainstorming (Design Thinking, Creative Approaches).
• Blue Hat: Process-oriented approach for structured problem-solving (Step-by-Step Guide, Problem Identification, and Analysis).
• Designing effective workshops: Incorporating diverse perspectives for comprehensive problem-solving.
• Facilitation skills: Importance in guiding diverse thinking and discussion.
• Implementing solutions and monitoring their effectiveness.
• The role of documentation and reflection in the problem-solving process.
• Developing skills aligned with the Six Thinking Hats.
• Tips for improving problem-solving skills across different hats.
• The role of a facilitator in encouraging diverse thinking.
• The impact of diverse perspectives in problem-solving.
• Future of problem-solving in management and leadership.

This outline aims to provide a comprehensive framework for exploring the Six Thinking Hats method in the context of various problem-solving scenarios, emphasizing the importance of diverse perspectives in finding effective solutions.

Key Points and Facts About Problem-Solving Techniques

Problem-Solving: A Managerial Necessity

• Problem-solving skills are vital for managers in any industry.
• They help in addressing customer needs and internal organizational challenges.

Organizational Application

• Challenges : Addressing growth, design, user engagement, team culture, and happiness.
• Solution Development : Strategies for developing and evaluating solutions.
• Facilitation Skills : Creating a safe space for discussions.
• Documentation and Reflection : Essential for tracking the problem-solving process.

Managerial Skills for Problem-Solving

• Leadership : Building trust and collaboration.
• Detail-Oriented : Focusing on small but significant details.
• Communication : Effective dialogue about obstacles and solutions.
• Adaptability : Adjusting to changing situations and information.

Strategic Problem-Solving

• Transparent Communication : Open and honest dialogue.
• Cross-Functional Collaboration : Breaking down organizational silos.
• Open-Mindedness : Embracing challenges and driving innovation.
• Solid Foundational Strategy : A well-thought-out plan for growth.

Systematic Approach

• Define the Problem : Differentiating fact from opinion.
• Generate Solutions : Involving stakeholders, aligning with goals.
• Evaluate and Select : Choosing the best solution without bias.
• Implement and Follow Up : Planning, testing, and gathering feedback.

Creative and Design Thinking

• Human-Centered Approach : Focusing on empathy and breaking cognitive fixedness.
• Stages : Clarify, Ideate, Develop, Implement.
• Tools : Brainstorming, divergent thinking, and alternate worlds scenarios.

Developing Problem-Solving Skills

• Learning and Practice : Through courses and facing real challenges.
• Creating Safe Environments : For open idea sharing.

Data’s Role in Problem-Solving

• Decision-Making : Using clear, trustworthy data.
• Trend Identification : For performance optimization.

Preparing for the Future

• Purdue’s Online MBA : Teaching latest problem-solving techniques.
• Real-World Application : Emphasizing complex, real-world situations.

In conclusion, effective problem-solving in management combines analytical thinking, creativity, and strategic planning.

It’s about adapting to change, making informed decisions, and understanding the complex needs of both customers and the market.

See, SWOT Analysis Unveiled: Unlocking Business Potential Learn the secrets of SWOT Analysis and how it can unlock your business’s potential in this comprehensive exploration.

Action Steps

• Define the Problem : Begin by clearly identifying and stating the problem. This involves distinguishing facts from opinions, understanding underlying causes, and consulting with involved parties.
• Generate Alternative Solutions : Involve your team and other stakeholders to brainstorm and generate various potential solutions. Ensure these solutions align with the organization’s goals and consider both short-term and long-term impacts.
• Evaluate and Select an Alternative : Assess each potential solution against set criteria, ensuring objectivity and considering both the proven and potential outcomes. Select the most viable option based on this evaluation.
• Implement the Chosen Solution : Plan and execute a pilot test of the selected solution, if applicable. Ensure to gather feedback from all affected parties and seek acceptance or consensus for the solution.
• Follow-Up and Continuous Monitoring : Establish ongoing measures to monitor the solution’s effectiveness. Be open to feedback and prepared to make necessary adjustments in response to changing circumstances or new information.

These steps represent a systematic approach to problem-solving, emphasizing the importance of involving team members, using factual information, focusing on root causes, and being adaptable and responsive to evolving situations.

Frequently Asked Questions About Problem-Solving Techniques For Managers

What Are Problem-Solving Techniques For Managers?

Problem-solving techniques for managers are a set of strategies and methods used to tackle challenges and obstacles within a team or organization.

These techniques help managers lead their teams effectively, improve workflow, and enhance customer satisfaction.

Why Are Problem-Solving Skills Important in Management?

These skills are crucial for managers to effectively lead and improve their teams.

They play a key role in achieving better team cohesion, workflow improvement, client and customer happiness, exceeding work expectations, timely project completion, and creating a welcoming work environment.

What Are Some Examples of Problem-Solving Skills for Managers?

Key skills include leadership (building trust and collaboration), being detail-oriented (noticing and utilizing small details), effective communication (discussing obstacles and solutions), and adaptability (adjusting to changing situations and information).

How Do Managers Solve Problems?

Managers can solve problems by following these steps:

• Define the problem.
• Examine the problem.
• Create potential solutions.
• Choose a solution and take action.
• Prepare to make changes.

What Are Some Tips for Improving Problem-Solving Skills?

To improve problem-solving skills, managers should:

• Be transparent for trust-building.
• Encourage collaboration across teams.
• Be open-minded about solutions and their impact.
• Stay positive to foster a conducive working environment.
• Observe everything for a comprehensive understanding.
• Ask questions to gather necessary information.
• Be creative in approaching unique challenges.
• Provide guidance rather than direct commands.
• Keep learning about the industry and market trends .

What Are Some Effective Problem-Solving Techniques?

Effective techniques include:

• Transparent Communication: Ensuring open and honest dialogue.
• Breaking Down Silos: Promoting cross-functional collaboration.
• Open-mindedness in Teams: Encouraging team members to embrace challenges.
• Solid Foundational Strategy: Developing a well-thought-out plan for growth.

How Is Problem-Solving a Systematic Process?

Problem-solving in management is a systematic process that involves:

• Defining the problem.
• Generating alternative solutions.
• Evaluating and selecting an alternative.
• Implementing the chosen solution.
• Following up and continuously monitoring the solution.

What Is the Role of Data in Problem-Solving?

Data plays a crucial role in decision-making, identifying trends, and optimizing performance. Clear, trustworthy, and well-communicated data is essential for effective problem-solving.

Remember, effective problem-solving in business involves adapting to change, making informed decisions based on data, and understanding the nuanced needs of customers and the market. It’s a skill that combines analytical thinking, creativity, and strategic planning.

More About Problem-Solving Techniques

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Scholar Articles

Exploring scholarly articles in Google searches yields comprehensive insights into various aspects of Problem-Solving Techniques, extending beyond the article’s scope. This approach offers deeper knowledge and a broader perspective on the subject.

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Problem-Solving Techniques Tools

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Problem-Solving Techniques Templates

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Problem-Solving Techniques Examples

Examining examples is a valuable method to enhance your grasp of Problem-Solving Techniques, providing diverse insights. Explore the link below to access employee feedback and gain a broader perspective.

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Books authored by experts offer in-depth knowledge on Problem-Solving Techniques, making them a valuable resource for those aiming to master the subject.

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See Google’s News Search Results Related to Problem-Solving Techniques.

Videos provide valuable insights into Problem-Solving Techniques. While watching, be vigilant for related content on-screen, as it can offer unexplored perspectives.

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References:

Problem Solving as a Manager: Definition and Tips | Indeed.com

35 problem-solving techniques and methods for solving complex problems | SessionLab

The 4 Most Effective Ways Leaders Solve Problems

What is Problem Solving? Steps, Process & Techniques | ASQ

Why Problem-Solving Skills Are Essential for Leaders

Effective Problem-Solving Techniques in Business

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7 Strategies for Improving Your Management Skills

• 09 Jan 2020

Developing managerial skills is important for all professionals. According to the World Economic Forum , people management is one of the top 10 skills needed to thrive in today’s workforce. Additionally, research by Gallup shows companies with talented managers experience greater profitability, increased levels of productivity, and higher employee engagement scores—highlighting how vital management is to an organization’s culture and success.

Whether you’re an aspiring or seasoned manager, there are actions you can take to improve how you oversee and guide people, products, and projects. Here are seven ways to become a better manager and advance your career.

Access your free e-book today.

How to Improve Your Management Skills

1. strengthen your decision-making.

Sound decision-making is a crucial skill for managers. From overseeing a team to leading a critical meeting , being an effective manager requires knowing how to analyze complex business problems and implement a plan for moving forward.

In the online course Management Essentials , the following components—referred to as the “three C’s”—are presented as essential building blocks for a successful decision-making process:

• Constructive conflict: This involves engaging team members in the decision-making process. It invites diverse perspectives and debate and stimulates creative problem-solving.
• Consideration: All stakeholders involved in a decision should feel their viewpoints were fairly considered before a solution is determined. Without this sense of acknowledgment, they may be less inclined to commit to and implement the solution.
• Closure: This is a function that ensures stakeholders are aligned before proceeding. It requires defining what constitutes a project or initiative as “done” within a set period, determining if anything remains to be accomplished, and ensuring everyone agrees as to whether the outcome was a success.

By ensuring your decision-making process encompasses these qualities, you can become a key contributor at your organization and influence the context in which decisions get made.

2. Cultivate Self-Awareness

A high level of self-awareness is critical for managers, and it’s what separates high-performers from their peers in the workplace.

This core tenet of emotional intelligence requires introspection and an honest evaluation of your strengths and weaknesses. Through engaging in self-assessment and turning to trusted colleagues to gain insight into your managerial tendencies, you can chart a path for your professional development that hones in on areas where you need to improve, enabling you to bring out the best in yourself and others.

Related: Emotional Intelligence Skills: What They Are & How to Develop Them

3. Build Trust

Trust reaps numerous benefits in the workplace. According to research outlined in the Harvard Business Review , employees at high-trust companies report:

• Less stress
• More energy at work
• Higher productivity
• Greater engagement

Forge deeper connections with your colleagues by engaging in small talk before meetings and learning more about their lives outside the scope of their work. In addition, encourage inclusive dialogue about personal and professional differences, and be open to diverse viewpoints in discussions.

Doing so can cultivate empathy among your team , leading to a greater sense of camaraderie, belonging, and motivation.

Related: 6 Tips for Managing Global Teams

4. Be a Better Communicator

Strong communication skills are a hallmark of any successful manager. Being in a managerial role involves tackling complex business situations and ensuring your team has the information and tools required to succeed.

When facing challenges like navigating organizational change , be transparent about tasks at hand and instill your team with a shared vision of how your company can benefit from the impending transition. Continually provide updates and reiterate the plan for moving forward to ensure your employees are aligned and understand how their work factors into larger corporate objectives. By developing communication and other interpersonal skills, you’ll set your team up for success.

5. Establish Regular Check-ins

Make it a habit to regularly check in with your employees outside of their annual performance reviews. According to research by Gallup , team members whose managers provide weekly feedback are over:

• Five times more likely to strongly agree they receive meaningful feedback
• Three times more likely to strongly agree they’re motivated to do outstanding work
• Two times more likely to be engaged at work

Keep the conversation informal when delivering feedback , and focus on the person’s progress toward organizational goals rather than their personality. In addition, help them chart a plan for moving forward, and affirm your role as a trusted advisor as they tackle next steps.

6. Carve Out Time for Reflection

Beyond regular check-ins, set a consistent cadence for reflecting on and reviewing your team’s work. In one study by Harvard Business School professors Francesca Gino and Gary Pisano, it was found that call center employees who spent 15 minutes reflecting at the end of the workday performed 23 percent better after 10 days than those who did not.

In a video interview for Management Essentials , HBS Professor Amy Edmondson says reflection is crucial to learning.

“If we don’t have the time and space to reflect on what we’re doing and how we’re doing it, we can’t learn,” Edmondson says. “In so many organizations today, people just feel overly busy. They’re going 24/7 and think, ‘I don’t have time to reflect.’ That’s a huge mistake, because if you don’t have time to reflect, you don’t have time to learn. You’re going to quickly be obsolete. People need the self-discipline and the collective discipline to make time to reflect.”

Schedule reflection sessions shortly after the completion of an initiative or project and invite all members of your team to participate, encouraging candor and debate. Hone in on problems and issues that can be fixed, and plot a corrective action plan so that you don’t encounter the same pitfalls in your upcoming undertakings.

7. Complete Management Training

Beyond your daily work, furthering your education can be an effective way to bolster your management skills.

Through additional training , such as an online management course , you can learn new techniques and tools that enable you to shape organizational processes to your advantage. You can also gain exposure to a network of peers with various backgrounds and perspectives who inform your managerial approach and help you grow professionally.

For Raymond Porch , a manager of diversity programs at Boston Public Schools who took Management Essentials , engaging with fellow learners was the highlight of his HBS Online experience .

“My favorite part of the program was interacting with my cohort members,” Porch says. “I received valuable shared experiences and feedback and was able to be a thought partner around strategies and best practices in varying scenarios.”

Related: 5 Key Benefits of Enrolling in a Management Training Course

How Managers Become Great Leaders

While the terms “management” and “leadership” are often used interchangeably, they encompass different skill sets and goals . Yet, some of the most effective managers also exhibit essential leadership characteristics.

Characteristics of a great leader include:

• Exemplary leadership: Strong leaders often consider themselves as part of the team they manage. They’re concerned with the greater good of their organization and use delegation skills to effectively assign tasks to the appropriate team members. Just as they must provide feedback to their team, great leaders must accept others’ constructive feedback to improve their leadership style.
• Goal-oriented: It’s crucial for leaders to deeply understand their organization’s business goals. Knowing its overall mission allows them to strategically prioritize initiatives and align their team with a common vision.
• Self-motivated: It’s vital that leaders are self-motivated and use time management skills to reach their goals. They must accomplish difficult tasks while inspiring their team to follow suit.

By bolstering your leadership skills , you can strengthen your relationship with your team and empower them to do their best work, ultimately complementing your managerial skills.

Elevating Your Management Skills

Managing people and implementing projects on time and on budget is a business skill that all professionals should strive to master. Through sharpening your soft skills, building self-awareness, and continuing your education, you can gain the skills needed to excel as a manager and lead both your team and organization to success.

Do you want to become a more effective leader and manager? Explore our online leadership and management courses to learn how you can take charge of your professional development and accelerate your career. To find the right course for you, download the free flowchart .

This post was updated on September 2, 2022. It was originally published on January 9, 2020.

About the Author

How to master the seven-step problem-solving process

In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.

Podcast transcript

Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.

Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].

Charles and Hugo, welcome to the podcast. Thank you for being here.

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?

Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”

You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”

I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.

I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.

Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.

Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.

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Simon London: So this is a concise problem statement.

Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.

Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.

How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?

Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.

What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.

Simon London: What’s a good example of a logic tree on a sort of ratable problem?

Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.

If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.

When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.

Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.

Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.

People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.

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Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?

Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.

Simon London: Not going to have a lot of depth to it.

Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.

Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.

Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.

Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.

Both: Yeah.

Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.

Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.

Simon London: Right. Right.

Hugo Sarrazin: So it’s the same thing in problem solving.

Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.

Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?

Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.

Simon London: Would you agree with that?

Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.

You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.

Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?

Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.

Simon London: Step six. You’ve done your analysis.

Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”

Simon London: But, again, these final steps are about motivating people to action, right?

Charles Conn: Yeah.

Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.

Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.

Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.

Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.

Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.

You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.

Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.

Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”

Hugo Sarrazin: Every step of the process.

Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?

Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.

Simon London: Problem definition, but out in the world.

Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.

Simon London: So, Charles, are these complements or are these alternatives?

Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.

Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?

Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.

The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.

Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.

Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.

Hugo Sarrazin: Absolutely.

Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.

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Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.

Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.

Charles Conn: It was a pleasure to be here, Simon.

Hugo Sarrazin: It was a pleasure. Thank you.

Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.

Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.

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Problem Solving Skills That Managers Need To Have

We cannot solve our problems with the same thinking we used when we created them. ― Albert Einstein.

Being a part of an organization has always been an overwhelming and exciting experience for the employees. During the job life-cycle , from the start of orientation to leaving a job learning new things and gaining skills has always been a part of it.

Well, learning is all good until and unless a situation arises that halts your learning process. Conditions like this are often referred to as the problems we face at work.

But how well do we cope up with the everyday problems that we often face? Some people are good at problem-solving. Others may think they are not. Most are somewhere in between.

If you are not sure about it, don’t worry; this article is about all the problem-solving skills you can get.

What defines a problem-solving skill?

Every problem is a gift. Without them, we wouldn’t grow. – Tony Robbins.

A problem can be defined as a situation that prevents us from achieving the goals we have set for ourselves. It can be anything from financial, personal to work-related. Problems can arise anywhere, and any activity that helps to end our problem results in problem-solving.

Our capacity to develop solutions to problems defines our ability to have good problem-solving skills. Problem-solving skills can be acquired through various training programs and learning throughout the job tenure. It is a practice that can make an individual more profound and proficient at their job.

Approaching the problems in the right way:

Problems are nothing but wake-up calls for creativity. – Gerhard Gschwandtner

Problem-solving needs the right strategies and an approach that is more effective in every possible way. Below are 4 points that will help you and your employees to take the right road to problem-solving

1. Understanding the problem:

To solve a problem, you need to understand what exactly gave rise to it. You need to get to its root and try to pick out the main trigger of the problem. You need to understand how it created a Domino effect that has impeded your organization’s work and culture.

Try to pinpoint the affected areas and come up with the necessary solutions.

2. Devising solutions:

After you have found out and dug deep into the root cause of your problem, you need to devise a plan on how to tackle it. To be successful, you need to curate a framework that is easy to understand for your team.

A framework consists of all the potential solutions to the problem that you and your employees face.

3. Evaluating solutions:

Once you come up with all the necessary solutions, it comes down to evaluating and selecting the best ones.

Brainstorming sessions are essential to decide what solutions the team needs. It will help the team meet great effectiveness. Such sessions also help the team leaders get a different perspective from different team members within the organization.

4. Implementing solutions:

The final step of problem-solving is all about implementing the solutions that you evaluated. But before implementing, try to scrutinize the solution well so that there are no loopholes left and create more problems after implementation.

Further, monitor the status of the solution that you have decided to push through. If it does not work well, try the other ones you have in hand and search for positive results.

The Problem-Solving Skills that you need to have:

A problem is a chance for you to do your best. – Duke Ellington

1. Being open-minded:

Possibilities might be high that the leading cause of the problem that you are facing is something else. So, you have to keep an open mind about accepting that the actual reason is different from the one you thought at first, which provides you with more options for answers and solutions.

Being open-minded also gives you good leverage in understanding a more wide range of problems. It also allows you to observe and notice the significant changes in an organization, eventually affecting the long run.

This is a skill that needs to be furnished with time to connect and communicate for better engagement .

2. Right attitude:

Approaching the problems needs a strategy and the right attitude . If you do not have the right idea and knowledge about what has given rise to the situation, then you won’t be able to tackle it.

You must keep your attitude positive about accepting how the situation came into play and how you will implement the solutions.

Try not to panic when you try to solve a problem. Instead, try to calm yourself, organize a team meeting, and come up with clarifications about the situation. As a leader, when you have the right and confident attitude, you can only expect a positive response from your team, and you will be able to instill good morale.

3. Being analytical:

Good problem-solving abilities need excellent analytical skills. And to enhance your analytical skills, you need to be more patient and observant about everything going around in the organization.

With time and practice, the analytical skills can be sharpened so that you can tackle problems with much more authority and proper facts.

This skill set is beneficial for both employers and employees as it will widen your already acquired skills.

4. Asking the right questions:

Now, this is one thing you need to be good at to pinpoint the direct cause of the problem you are facing at work. And you can only get better at it with practice.

Try to indulge yourself in solving problems often and asking the right questions to help others in the team.

When you become more proficient in it with time, you are more likely to ask valid questions closer to the problem. And try not to focus more on the questions that are more driven towards the problem. Rather try to question the solutions so that the problem-solving process becomes manageable. Increasing productivity and boosting morale .

5. Get creative:

Creativity has no boundaries, and it is one of the essential skills that one can have. When you have that creative edge in your team, problem-solving becomes much easier as creative thinkers can find suitable ways out of the box.

Well, that can motivate you to get creative and come up with your new ideas. It might not be easy, but it is a gradual process. You have to become more open to ideas and benefit from the endless possibilities of being more creative.

Summing it Up:

Problems can become your Achilles heels in the path of progress. Be it in your everyday life or the work-life. It can hinder your growth if you do not have the necessary skills to tackle the problem well. But skills can be learned, and with time, you can hone those skills. It all comes down to the fact of how much you are invested and eager to learn continuously .

Persevere and become a problem solver so that you can put in place effective problem-solving abilities in your organization.

Mrinmoy Rabha is a content writer and digital marketer at Vantage Circle . He is an avid follower of football and passionate about singing. For any related queries, contact [email protected]

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Everybody can benefit from having good problem solving skills as we all encounter problems on a daily basis. Some of these problems are obviously more severe or complex than others.

It would be wonderful to have the ability to solve all problems efficiently and in a timely fashion without difficulty, unfortunately though there is no one way in which all problems can be solved.

You will discover, as you read through our pages on problem solving, that the subject is complex.

However well prepared we are for problem solving, there is always an element of the unknown. Although planning and structuring will help make the problem solving process more likely to be successful, good judgement and an element of good luck will ultimately determine whether problem solving was a success.

Interpersonal relationships fail and businesses fail because of poor problem solving.

This is often due to either problems not being recognised or being recognised but not being dealt with appropriately.

Problem solving skills are highly sought after by employers as many companies rely on their employees to identify and solve problems.

A lot of the work in problem solving involves understanding what the underlying issues of the problem really are - not the symptoms. Dealing with a customer complaint may be seen as a problem that needs to be solved, and it's almost certainly a good idea to do so. The employee dealing with the complaint should be asking what has caused the customer to complain in the first place, if the cause of the complaint can be eliminated then the problem is solved.

In order to be effective at problem solving you are likely to need some other key skills, which include:

Creativity. Problems are usually solved either intuitively or systematically. Intuition is used when no new knowledge is needed - you know enough to be able to make a quick decision and solve the problem, or you use common sense or experience to solve the problem. More complex problems or problems that you have not experienced before will likely require a more systematic and logical approach to solve, and for these you will need to use creative thinking. See our page on Creative Thinking for more information.

Researching Skills. Defining and solving problems often requires you to do some research: this may be a simple Google search or a more rigorous research project. See our Research Methods section for ideas on how to conduct effective research.

Team Working. Many problems are best defined and solved with the input of other people. Team working may sound like a 'work thing' but it is just as important at home and school as well as in the workplace. See our Team-Working page for more.

Emotional Intelligence. It is worth considering the impact that a problem and/or its solution has on you and other people. Emotional intelligence, the ability to recognise the emotions of yourself and others, will help guide you to an appropriate solution. See our Emotional Intelligence pages for more.

Risk Management. Solving a problem involves a certain amount of risk - this risk needs to be weighed up against not solving the problem. You may find our Risk Management page useful.

Decision Making . Problem solving and decision making are closely related skills, and making a decision is an important part of the problem solving process as you will often be faced with various options and alternatives. See Decision Making for more.

The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year.

John Foster Dulles, Former US Secretary of State.

What is a Problem?

The Concise Oxford Dictionary (1995) defines a problem as:

“ A doubtful or difficult matter requiring a solution ”

“ Something hard to understand or accomplish or deal with.”

It is worth also considering our own view of what a problem is.

We are constantly exposed to opportunities in life, at work, at school and at home. However many opportunities are missed or not taken full advantage of. Often we are unsure how to take advantage of an opportunity and create barriers - reasons why we can't take advantage. These barriers can turn a potentially positive situation into a negative one, a problem.

Are we missing the 'big problem'? It is human nature to notice and focus on small, easy to solve problems but much harder to work on the big problems that may be causing some of the smaller ones.

It's useful to consider the following questions when faced with a problem.

Is the problem real or perceived?

Is this problem really an opportunity?

Does the problem need solving?

All problems have two features in common: goals and barriers.

Problems involve setting out to achieve some objective or desired state of affairs and can include avoiding a situation or event.

Goals can be anything that you wish to achieve, or where you want to be. If you are hungry then your goal is probably to eat something. If you are the head of an organisation (CEO), then your main goal may be to maximise profits and this main goal may need to be split into numerous sub-goals in order to fulfil the ultimate aim of increasing profits.

If there were no barriers in the way of achieving a goal, then there would be no problem. Problem solving involves overcoming the barriers or obstacles that prevent the immediate achievement of goals.

Following our examples above, if you feel hungry then your goal is to eat. A barrier to this may be that you have no food available - so you take a trip to the supermarket and buy some food, removing the barrier and thus solving the problem. Of course for the CEO wanting to increase profits there may be many more barriers preventing the goal from being reached. The CEO needs to attempt to recognise these barriers and remove them or find other ways to achieve the goals of the organisation.

Our problem solving pages provide a simple and structured approach to problem solving.

The approach referred to is generally designed for problem solving in an organisation or group context, but can also be easily adapted to work at an individual level at home or in education.

Trying to solve a complex problem alone however can be a mistake. The old adage " A problem shared is a problem halved " is sound advice.

Talking to others about problems is not only therapeutic but can help you see things from a different point of view, opening up more potential solutions.

Stages of Problem Solving

Effective problem solving usually involves working through a number of steps or stages, such as those outlined below.

Problem Identification:

This stage involves: detecting and recognising that there is a problem; identifying the nature of the problem; defining the problem.

The first phase of problem solving may sound obvious but often requires more thought and analysis. Identifying a problem can be a difficult task in itself. Is there a problem at all? What is the nature of the problem, are there in fact numerous problems? How can the problem be best defined? By spending some time defining the problem you will not only understand it more clearly yourself but be able to communicate its nature to others, which leads to the second phase.

Structuring the Problem:

This stage involves: a period of observation, careful inspection, fact-finding and developing a clear picture of the problem.

Following on from problem identification, structuring the problem is all about gaining more information about the problem and increasing understanding. This phase is all about fact finding and analysis, building a more comprehensive picture of both the goal(s) and the barrier(s). This stage may not be necessary for very simple problems but is essential for problems of a more complex nature.

Looking for Possible Solutions:

During this stage you will generate a range of possible courses of action, but with little attempt to evaluate them at this stage.

From the information gathered in the first two phases of the problem solving framework it is now time to start thinking about possible solutions to the identified problem. In a group situation this stage is often carried out as a brain-storming session, letting each person in the group express their views on possible solutions (or part solutions). In organisations different people will have different expertise in different areas and it is useful, therefore, to hear the views of each concerned party.

Making a Decision:

This stage involves careful analysis of the different possible courses of action and then selecting the best solution for implementation.

This is perhaps the most complex part of the problem solving process. Following on from the previous step it is now time to look at each potential solution and carefully analyse it. Some solutions may not be possible, due to other problems like time constraints or budgets. It is important at this stage to also consider what might happen if nothing was done to solve the problem - sometimes trying to solve a problem that leads to many more problems requires some very creative thinking and innovative ideas.

Finally, make a decision on which course of action to take - decision making is an important skill in itself and we recommend that you see our pages on decision making .

Implementation:

This stage involves accepting and carrying out the chosen course of action.

Implementation means acting on the chosen solution. During implementation more problems may arise especially if identification or structuring of the original problem was not carried out fully.

Monitoring/Seeking Feedback:

The last stage is about reviewing the outcomes of problem solving over a period of time, including seeking feedback as to the success of the outcomes of the chosen solution.

The final stage of problem solving is concerned with checking that the process was successful. This can be achieved by monitoring and gaining feedback from people affected by any changes that occurred. It is good practice to keep a record of outcomes and any additional problems that occurred.

Continue to: Identifying and Structuring Problems Social Problem Solving

See also: Project Management Risk Management Effective Decision Making

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Problem Solving Techniques for Project Managers

Learn which problem solving techniques and strategies can help you effectively handle the challenges you face in your projects.

Problem Solving Techniques: A 5-Step Approach

Some problems are small and can be resolved quickly. Other problems are large and may require significant time and effort to solve. These larger problems are often tackled by turning them into formal projects.

"A project is a problem scheduled for solution."

- Joseph M. Juran

Problem Solving is one of the Tools & Techniques used for Managing Quality and Controlling Resources.

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Whether the problem you are focusing on is small or large, using a systematic approach for solving it will help you be a more effective project manager.

This approach defines five problem solving steps you can use for most problems...

Define the Problem

Determine the causes, generate ideas, select the best solution, take action.

The most important of the problem solving steps is to define the problem correctly. The way you define the problem will determine how you attempt to solve it.

For example, if you receive a complaint about one of your project team members from a client, the solutions you come up with will be different based on the way you define the problem.

If you define the problem as poor performance by the team member you will develop different solutions than if you define the problem as poor expectation setting with the client.

Once you have defined the problem, you are ready to dig deeper and start to determine what is causing it.  You can use a fishbone diagram to help you perform a cause and effect analysis.

If you consider the problem as a gap between where you are now and where you want to be, the causes of the problem are the obstacles that are preventing you from closing that gap immediately.

This level of analysis is important to make sure your solutions address the actual causes of the problem instead of the symptoms of the problem. If your solution fixes a symptom instead of an actual cause, the problem is likely to reoccur since it was never truly solved.

Once the hard work of defining the problem and determining its causes has been completed, it's time to get creative and develop possible solutions to the problem.

Two great problem solving methods you can use for coming up with solutions are brainstorming and mind mapping .

After you come up with several ideas that can solve the problem, one problem solving technique you can use to decide which one is the best solution to your problem is a simple trade-off analysis .

To perform the trade-off analysis, define the critical criteria for the problem that you can use to evaluate how each solution compares to each other. The evaluation can be done using a simple matrix. The highest ranking solution will be your best solution for this problem.

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Once you've determined which solution you will implement, it's time to take action. If the solution involves several actions or requires action from others, it is a good idea to create an action plan and treat it as a mini-project.

Using this simple five-step approach can increase the effectiveness of your problem solving skills .

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Related Articles About Problem Solving Techniques

Fishbone Diagram: Cause and Effect Analysis Using Ishikawa Diagrams

A fishbone diagram can help you perform a cause and effect analysis for a problem. Step-by-step instructions on how to create this type of diagram. Also known as Ishikara or Cause and Effect diagrams.

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Problem management: 8 steps to better problem solving

Problem management is an 8 step framework most commonly used by IT teams. You can use problem management to solve for repeating major incidents. By organizing and structuring your problem solving, you can more effectively get to the root cause of high-impact problems—and devise a solution. Solving the root cause prevents recurrence and creates a repeatable solution to use on similar errors in the future.

In an IT department, errors and mishaps are part of the job. You can't always control these problems, but you can control how you respond to them with problem management. Problem management helps you solve larger problems and reduce the risk that they’ll happen again by identifying all connected problems, solving them, and planning for the future.

What is problem management?

Problem management is an 8 step framework most commonly used by IT teams. Your team can use problem management to solve for repeating major incidents. By organizing and structuring your problem solving, you can more effectively get to the root cause of high-impact problems—and devise a solution. Problem management is a process—used mostly by IT teams—to identify, react, and respond to issues. It’s not for every problem, but it’s a useful response when multiple major incidents occur that cause large work interruptions. Unlike problem solving, problem management goes beyond the initial incident to discover and dissect the root causes, preventing future incidents with permanent solutions.

The goals of problem management are to:

Prevent problems before they start.

Solve for repetitive errors.

Lessen each incident’s impact. 

Problem management vs. incident management 

Example: Someone leaves their unprotected laptop in a coffee shop, causing a security breach. The security team can use incident management to solve for this one, isolated event. In this case, the team could manually shut down the accounts connected to that laptop. If this continues to happen, IT would use problem management to solve the root of this issue—perhaps installing more security features on each company laptop so that if employees lose them, no one else can access the information.

Problem management vs. problem solving

While similar in name, problem management differs slightly from problem-solving. Problem management focuses on every aspect of the incident—identifying the root cause of the problem, solving it, and prevention. Problem solving is, as the name implies, focused solely on the solution step. 

Example: You’re launching a new password management system when it crashes—again. You don’t know if anything leaked, but you know it could contain confidential information. Plus, it’s happened before. You start the problem management process to ensure it doesn’t happen again. In that process, you’ll use problem solving as a step to fix the issue. In this case, perhaps securing confidential information before you try to launch a new software.

Problem management vs. change management 

Change management targets large transitions within your workplace, good and bad. These inevitable changes aren’t always negative, so you can’t always apply problem management as a solution. That’s where change management comes in—a framework that helps you adjust to any new scenario.

Example: Your company is transitioning to a new cloud platform. The transition happens incident-free—meaning you won’t need problem management—but you can ease the transition by implementing some change management best practices. Preparing and training team members in the new software is a good place to start.

Problem management vs. project management

Project management is the framework for larger collections of work. It’s the overarching method for how you work on any project, hit goals, and get results. You can use project management to help you with problem management, but they are not the same thing. Problem management and project management work together to solve issues as part of your problem management process.

Example: During problem management, you uncover a backend security issue that needs to be addressed—employees are using storage software with outdated security measures. To solve this, you create a project and outline the tasks from start to finish. In this case, you might need to alert senior executives, get approval to remove the software, and alert employees. You create a project schedule with a defined timeline and assign the tasks to relevant teams. In this process, you identified a desired outcome—remove the unsafe software—and solved it. That’s project management.

The 8 steps of problem management

It’s easy to get upset when problems occur. In fact, it’s totally normal. But an emotional response is not always the best response when faced with new incidents. Having a reliable system—such as problem management—removes the temptation to respond emotionally. Proactive project management gives your team a framework for problem solving. It’s an iterative process —the more you use it, the more likely you are to have fewer problems, faster response times, and better outputs. 

1. Identify the problem

During problem identification, you’re looking at the present—what’s happening right now? Here, you’ll define what the incident is and its scale. Is this a small, quick-fix, or a full overhaul? Consider using problem framing to define, prioritize, and understand the obstacles involved with these more complex problems. 

2. Diagnose the cause

Use problem analysis or root cause analysis to strategically look at the cause of a problem. Follow the trail of issues all the way back to its beginnings.

To diagnose the underlying cause, you’ll want to answer:

What factors or conditions led to the incident?

Do you see related incidents? Could those be coming from the same source?

Did someone miss a step? Are processes responsible for this problem?

3. Organize and prioritize

Now it’s time to build out your framework. Use an IT project plan to organize information in a space where everyone can make and see updates in real time. The easiest way to do this is with a project management tool where you can input ‌tasks, assign deadlines, and add dependencies to ensure nothing gets missed. To better organize your process, define:

What needs to be done? 

Who’s responsible for each aspect? If no one is, can we assign someone? 

When does each piece need to be completed?

What is the final number of incidents related to this problem?

Are any of these tasks dependent on another one? Do you need to set up dependencies ?

What are your highest priorities? How do they affect our larger business goals ? 

How should you plan for this in the future?

4. Create a workaround

If the incident has stopped work or altered it, you might need to create a workaround. This is not always necessary, but temporary workarounds can keep work on track and avoid backlog while you go through the problem management steps. When these workarounds are especially effective, you can make them permanent processes.

5. Update your known error database

Every time an incident occurs, create a known error record and add it to your known error database (KEDB). Recording incidents helps you catch recurrences and logs the solution, so you know how to solve similar errors in the future. 

6. Pause for change management (if necessary)

Larger, high-impact problems might require change management. For example, if you realize the problem’s root cause is a lack of staff, you might dedicate team members to help. You can use change management to help them transition their responsibilities, see how these new roles fit in with the entire team, and determine how they will collaborate moving forward.

7. Solve the problem

This is the fun part—you get to resolve problems. At this stage, you should know exactly what you’re dealing with and the steps you need to take. But remember—with problem management, it’s not enough to solve the current problem. You’ll want to take any steps to prevent this from happening again in the future. That could mean hiring a new role to cover gaps in workflows , investing in new softwares and tools, or training staff on best practices to prevent these types of incidents.

Read: Turn your team into skilled problem solvers with these problem-solving strategies

8. Reflect on the process

The problem management process has the added benefit of recording the process in its entirety, so you can review it in the future. Once you’ve solved the problem, take the time to review each step and reflect on the lessons learned during this process. Make note of who was involved, what you needed, and any opportunities to improve your response to the next incident. After you go through the problem management process a few times and understand the basic steps, stakeholders, workload, and resources you need, create a template to make the kickoff process easier in the future.

5 benefits of problem management

Problem management helps you discover every piece of the problem—from the current scenario down to its root cause. Not only does this have an immediate positive impact on the current issue at hand, it also promotes collaboration and helps to build a better product overall. 

Here are five other ways ‌problem management can benefit your team:

Avoids repeat incidents. When you manage the entire incident from start to finish, you will address the foundational problems that caused it. This leads to fewer repeat incidents.

Boosts cross-functional collaboration. Problem management is a collaborative process. One incident might require collaboration from IT, the security team, and legal. Depending on the level of the problem, it might trickle all the way back down to the product or service team, where core changes need to be made.

Creates a better user experience. It’s simple—the fewer incidents you have, the better your customer’s experience will be. Reducing incidents means fewer delays, downtime, and frustrations for your users, and a higher rate of customer satisfaction.

Improves response time. As you develop a flow and framework with a project management process, you’ll be better equipped to handle future incidents—even if they’re different scenarios.

Organizes problem solving. Problem management provides a structured, thoughtful approach to solving problems. This reduces impulsive responses and helps you keep a better problem record of incidents and solutions.

Problem management leads to better, faster solutions

IT teams will always have to deal with incidents, but they don’t have to be bogged down by them. That’s because problem management works. Whether you employ a full problem management team or choose to apply these practices to your current IT infrastructure, problem management—especially when combined with a project management tool—saves you time and effort down the road.

With IT project plans, we’ve made it easier than ever to track your problem management work in a shared tool. Try our free IT project template to see your work come together, effortlessly.

Related resources

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How Managers Can Improve Team Problem-Solving

Teaching good problem-solving means learning from previous solutions..

Posted March 28, 2024 | Reviewed by Ray Parker

• What Is a Career
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• We can access vast information online, but critical thinking skills are still essential.
• The key to improving team problem-solving is providing reliable resources you trust.
• Build a library of problem-solving resources, including creating step-by-step instructions and checklists.

By now, it is a hackneyed truth about today’s world that we all have endless amounts of information at our fingertips, available instantly, all the time. We have multiple competing answers to any question on any subject—more answers than an entire team, let alone an individual, could possibly master in a lifetime. The not quite as obvious punchline is this: There has been a radical change in how much information a person needs to keep inside their head versus accessible through their fingertips.

Nobody should be so short-sighted or so old-fashioned as to write off the power of being able to fill knowledge gaps on demand. Yet this phenomenon is often attributed to a growing critical thinking skills gap experienced in many organizations today.

Many people today are simply not in the habit of really thinking on their feet. Without a lot of experience puzzling through problems, it should be no surprise that so many people are often puzzled when they encounter unanticipated problems.

Here’s the thing: Nine out of ten times, you don’t need to make important decisions on the basis of your own judgment at the moment. You are much better off if you can rely on the accumulated experience of the organization in which you are working, much like we rely on the accumulated information available online.

The key is ensuring that your direct reports are pulling from sources of information and experience they and the organization can trust.

The first step to teaching anybody the basics of problem-solving is to anticipate the most common recurring problems and prepare with ready-made solutions. It may seem counterintuitive, but problem-solving skills aren’t built by reinventing the wheel: From learning and implementing ready-made solutions, employees will learn a lot about the anatomy of a good solution. This will put them in a much better position to improvise when they encounter a truly unanticipated problem.

The trick is to capture best practices, turn them into standard operating procedures, and deploy them to your team for use as job aids. This can be as simple as an “if, then” checklist:

• If A happens, then do B.
• If C happens, then do D.
• If E happens, then do F.

Here are seven tips to help you build a library of problem-solving resources for your team:

1. Break things down and write them out. Start with what you know. Break down the task or project into a list of step-by-step instructions, incorporating any resources or job aids you currently use. Then, take each step further by breaking it down into a series of concrete actions. Get as granular as you possibly can—maybe even go overboard a little. It will always be easier to remove unnecessary steps from your checklist than to add in necessary steps later.

2. Follow your instructions as if you were a newbie. Once you have a detailed, step-by-step outline, try using it as though you were totally new to the task or project. Follow the instructions exactly as you have written them: Avoid subconsciously filling in any gaps with your own expertise. Don't assume that anything goes without saying, especially if the task or project is especially technical or complex. As you follow your instructions, make corrections and additions as you go. Don't make the mistake of assuming you will remember to make necessary corrections or additions later.

3. Make final edits. Follow your updated and improved instructions one final time. Make any further corrections or additions as necessary. Include as many details as possible for and between each step.

4. Turn it into a checklist. Now, it's time to translate your instructions into a checklist format. Checklists are primarily tools of mindfulness : They slow us down and focus us on the present actions under our control. Consider whether the checklist will be more helpful if it is phrased in past or present tense. Who will be using the checklist? What information do they need to know? How much of the checklist can be understood at a glance?

5. Get outside input. Ask someone to try and use your checklist to see if it works for them. Get their feedback about what was clear, what was unclear, and why it was clear or unclear. Ask about any questions they had that weren't answered by the checklist. Solicit other suggestions, thoughts, or improvements you may not have considered. Incorporate their input and then repeat the process with another tester.

6. Use your checklist. Don't simply create your checklist for others and then abandon it. Use it in your own work going forward, and treat it as a living document. Make clarifying notes, additions, and improvements as the work naturally changes over time. Remember, checklists are tools of mindfulness. Use them to tune in to the work you already do and identify opportunities for growth and improvement.

7. Establish a system for saving drafts, templates, and examples of work that can be shared with others . Of course, checklists are just one type of shareable job aid. Sharing examples of your previous work or another team member is another useful way to help someone jumpstart a new task or project. This can be anything from final products to drafts, sketches, templates, or even videos.

Bruce Tulgan, JD, is the founder and CEO of RainmakerThinking and the author of The Art of Being Indispensable at Work.

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Is Your AI-First Strategy Causing More Problems Than It’s Solving?

• Oguz A. Acar

Consider a more balanced and thoughtful approach to AI transformation.

The problem with an AI-first strategy lies not within the “AI” but with the notion that it should come “first” aspect. An AI-first approach can be myopic, potentially leading us to overlook the true purpose of technology: to serve and enhance human endeavors. Instead, the author recommends following 3Ps during an AI transformation: problem-centric, people-first, and principle-driven.

From technology giants like Google to major management consultants like McKinsey , a rapidly growing number of companies preach an “AI-first” strategy. In essence, this means considering AI as the ultimate strategic priority , one that precedes other alternative directions. At first glance, this strategy seems logical, perhaps even inevitable. The figures speak for themselves: the sheer volume of investment flowing into AI technologies shows the confidence levels in an increasingly AI-driven future.

• Oguz A. Acar is a Chair in Marketing at King’s Business School, King’s College London.

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“Stop Coddling Your Grown Child”: 21 Essential Life Skills That You Should Be Teaching Your Child Before They Leave for College

Posted: February 22, 2024 | Last updated: February 22, 2024

As your child prepares to leave the nest for college, there are certain life skills they need to master to thrive on their own. From learning how to do laundry to budgeting and cooking, these essential skills seem obvious, but many young adults are sent off to college without them.

Doing Laundry

Learning how to do laundry is a crucial skill for any college student. Start by teaching them how to separate colors and fabrics and the right temperature to use for each. Explain the importance of cleaning the lint trap in dryers and how to use laundry detergent properly.

Basic Cooking

Knowing basic cooking skills can save your child from a diet of instant noodles. Teach them how to cook simple, healthy meals like pasta, stir-fries, and salads. Emphasize kitchen safety, including handling knives and managing the stove.

Budgeting is key to managing college expenses. Show them how to track their income and expenses and the importance of saving. Discuss the dangers of credit card debt and impulsive purchases.

Time Management

Time management skills are vital for balancing study, work, and social life. Teach them how to prioritize tasks and use a planner or digital calendar. Stress the importance of setting aside time for studying and relaxation. Good time management can be the difference between success and burnout.

Cleaning and Housekeeping

A clean living space is essential for health and well-being. Teach them basic cleaning skills like dusting, vacuuming, and disinfecting surfaces. Show them how to maintain a clean bathroom and kitchen. Cleanliness plays a big role in making a good impression on roommates and friends.

Grocery Shopping

Teach them how to make a grocery list based on planned meals, compare prices, and select fresh produce. Explain the benefits of buying in bulk and choosing store brands to save money. Show them how to read nutrition labels to make healthier choices. “Grocery shopping on my own was a reality check on adulting,” shared an online commenter.

Public Transportation

Understanding how to navigate public transportation is essential in many college towns. Teach them how to read transit maps, use apps for schedules, and understand fare systems. Discuss the importance of being aware of their surroundings and personal safety while commuting.

Basic First Aid

Basic first aid knowledge can be a lifesaver in minor emergencies. Teach them how to treat cuts, burns, and sprains and when to seek professional medical help. Show them how to create and maintain a basic first aid kit. This skill is not just for them, but for helping others too.

Personal Hygiene

Good personal hygiene is crucial for health and social interactions. Discuss the importance of regular bathing, oral hygiene, and clean clothes. Teach them about skincare and the need for regular haircuts. As a commenter says, “Good hygiene goes a long way in making a good first impression.”

Communication Skills

Effective communication is key in both personal and professional life. Teach teens how to communicate respectfully and assertively, both in person and online. Discuss the importance of active listening and empathy in building relationships.

Basic Sewing

Knowing how to sew a button or fix a minor tear can save time and money. Teach them basic sewing skills and how to use a sewing kit. This is not just practical but also a great way to be self-reliant. Plus, it’s a useful skill for costume parties!

Dealing with Emergencies

Teach them how to respond to various emergencies, like power outages, fire alarms, and severe weather. Discuss the importance of knowing emergency contacts and evacuation routes. “Being prepared for emergencies gave me peace of mind when I lived on my own,” says an online commenter.

Understanding Insurance

Understanding basic insurance concepts like health, auto, and renter’s insurance is important. Teach them how to read and understand an insurance policy and the importance of keeping documents safe. This knowledge is crucial for protecting themselves and their belongings.

Networking and Socializing

Teach teens how to network and the importance of socializing in a healthy, balanced way. Discuss how to approach professors, join clubs, and attend campus events. Networking can lead to friendships, mentorships, and even job opportunities.

Critical Thinking and Problem Solving

Critical thinking and problem-solving skills are essential in and out of the classroom. Encourage them to think independently, question assumptions, and approach problems logically. These skills will help them navigate complex situations and make informed decisions.

Digital Literacy

Teach teens about online safety, using search engines effectively, and managing digital files. Discuss the importance of a professional online presence. As one commenter said, “Digital literacy is as important as reading and writing.”

Personal Safety

Personal safety is paramount. Teach teens about situational awareness, trusting their instincts, and basic self-defense. Discuss the importance of staying safe in social situations and understanding consent.

Stress Management

College can be stressful, so knowing how to manage stress is key. Teach them relaxation techniques, the importance of exercise, and healthy coping mechanisms. Discuss the value of seeking help when needed. Managing stress effectively can enhance their college experience.

Laundry Etiquette

In shared laundry facilities, etiquette is essential. Teach teens about respecting others’ laundry, not leaving clothes unattended, and cleaning up after themselves, which will keep the peace and foster a sense of community responsibility.

Cooking for Special Diets

Knowing how to cook for special diets is helpful if they or their friends have dietary restrictions. Teach them about vegetarian, vegan, gluten-free, and allergy-friendly cooking. This skill is not only considerate but also expands their culinary horizons.

Voting and Civic Engagement

Understanding the importance of voting and civic engagement is crucial. Discuss how to register to vote, the basics of local and national politics, and the importance of staying informed. “Voting for the first time made me feel like a true adult,” shared a commenter.

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