How to Handle a Problem
Freedom from problems—that’s what we all want!
Unfortunately, something called “change” exists and, with it, problems are close at hand. Professionals know that their skill in handling those situations is what sets them apart from their peers.
- Do you find yourself on the spot?
- Do you think you must do something right away?
Hasty action often results in a more difficult situation to handle later.
For example, the business owner tells you to fire so-and-so because he is such an “idiot.” Usually, that won’t solve the problem. More than likely, the cause of the trouble is that the staff member was not doing the job the way the business owner thinks it should be done. His solution? Get rid of the “culprit” without fixing the real problem.
When it comes to handling problems, here are four steps to use as your outline for action.
- Get the Facts
To create the right solution, you need the whole story. - You need facts about the employee—age, length of service, and experience on the job.
- You may think you know the person quite well, but if you classify him as a “good employee” or a “chronic whiner,” you are really not seeing the individual. He is as unique from every other person in the department as you are.
- As a coach or supervisor, you need to know what that person thinks and feels about himself and the people around him. Find out what he wants and what he thinks should be done and why. Help him find ways to express his concerns.
- As an experienced leader, consider how health and working conditions are affecting the employee.
- Also, take into consideration both the office rules and “the way things are done around here.”
- If more than one person is involved, go through the same fact-finding steps for each person.
- Weigh and Decide
- Take Action
- Check Results
Before you plan what to do, be sure you know the full story.
Once the facts are gathered, review the different action steps available against your objective and the effect on the individual, the group, and company overall.
With the complete picture, you are now in the best position to know the right thing to do. Often, the right answer “jumps out.”
Remember, when you act without understanding the whole picture, you are likely to have more difficult problems to handle later.
Jumping to conclusions is a poor way to handle problems. Likewise, putting off action may be equally wrong. As a supervisor, you cannot pass the buck or you will be by-passed in the future.
Understand, though, that it is not passing the buck to recognize that there are some situations you cannot manage yourself.
After considering all the facts, you may determine that this is a situation with which you need help or that is not within your job responsibilities or authority to handle. The sign of responsible action is to ensure that the significant details of the situation are passed on to the right person.
Remember to consider the timing, as well. The wrong timing can make the “right thing” the wrong thing to do.
Did your action work?
If not, re-examine the situation and attempt to discover what you overlooked.
Checking the results is necessary in every situation because conditions change. What worked with one individual will not necessarily work with another.
Problem-solving is more than simply determining what is right or wrong or deciding what is just or unjust. It is a practical approach to effective supervision. You may think problem-solving takes too much time but, day-by-day, the use of that skill when dealing with people will save you time in the long run.
The sign of a great leader is knowing the individuals in the team well enough to build them into a smooth operating group. CRG has a range of tools and assessments to help you better understand the people with whom you are working. As a step in the right direction, take a look at CRG’s Values Preference Indicator and Self-Worth Inventory.
Yours truly,
Neal Diamond
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