PatternProblems

We often get steeped in problem solving mode. That busyness causes us to be myopic in both the way we view the problem and the way we attempt to rectify it.

Problems are regularly the consequence of faulty systems, patterns of behavior that cause the problems in the first place. Repeatedly. (Ever notice how often we seem to be solving the same problem, again and again?)

So, what the heck can we do about it?????

Some wise leaders I've observed over the years practice the following strategies to interdict the patterns that cause those dastardly problems...

• They force hard conversations among the team that require deep introspection about the upstream antecedents of the problems.
• They keep conversations about problem solving about the work (not the personalities). Topics focus on fidelity of effort alignment with the espoused vision, capacity of the players, commitment of the team, judicious resource allocation, clarity of goals, and lines of responsibility/accountability.
• They push steadily for meaningful action, instead of endless commiseration.

Once we're clear about the pattern(s) of genesis, we stand a much better chance at arriving at real and sustainable solutions.

We can begin today...

TuffStuff

Watching exemplary leaders deal with Tuff Stuff is quite informative. Part of leading is dealing constantly with the inevitable flood of challenging tasks and circumstances.

Here are some of the common things those exemplars do when dealing with dealing with failures, dismissing employees, pushing for improvement, addressing mistakes, and making gut-wrenching decisions...

• They confront and speak the truth...openly, honestly, but kindly.

• They persistently keep the decision-making future focused.

• They understand that tough times also cause growth.

• They own the decisions they make.

I was recently reminded that tough times don't last, but tough people do. 

Hard truth!

DecisionPoints

Complex problems and meaningful endeavors always require difficult decisions. 

The best leaders I know approach decision making with a couple of powerful principles: 

1) If it's important and is truly an emergency, make the decision quickly (to preserve life and property) 

2) If it's important but NOT an emergency, invite diverse viewpoints before making the decision.

Here are some of the practices those wise leaders use in making those difficult decisions:

• They invite dissent and constructive discourse.
• They strive for sound solutions with flexibility built in.
• They encourage innovative, non-conventional thinking.
• They keep the conversation transparent and out in the open.
• They frame the problem as concisely and clearly as possible.
• They honor varying viewpoints with respectful acknowledgement.
• They pose the problem across numerous stakeholders, both allies and non-allies.

Yes. It takes time. Yes. It takes patience. 

Yet, it produces better decisions which result in better outcomes. 

LearningLimits

Dr. Dylan Wiliam is a prominent thought leader in my profession of Education. I heard him say at a conference once that "a lifetime is not long enough to learn the craft of teaching."

Indeed! Or any other professional endeavor, for that matter. Or, for any MEANINGFUL endeavor, for that matter. Parenting, painting, the practice of law, house building, golf, .... Whatever we choose as a meaningful pursuit has no point of being "finished." If we want to get better, we have to learn more.

The practitioners I admire most are the ones who keep reading, seeking, asking, engaging... in the interest of improving their craft. And thus, their effectiveness. Truly and more than ever in the history of humans, there are NO LIMITS on our learning. Except the self-imposed ones, that is.

As always, today is an excellent time to get goin'.

ConsequenceCoincidence

My late friend and wellness advisor, Dr. Roby Mitchell, was fond of saying, "Consequence is no coincidence."

The habits we embrace and the decisions we make regarding...

• Our physical health and wellbeing
• Our emotional/spiritual health and wellbeing
• Our relationships, and how we attend to them
• The way we spend our time
• The way we spend our money
• The way we spend our effort
• Our personal learning ritual

... having everything to do with the outcomes we experience. 

Our habits guide our behavior in all those dimensions, every day, in small ways and large. Our happiness, success, and wellbeing are not the result of pure, dumb luck. They are consequences, driven by our choices and habits. 

"Consequence is no coincidence." Seems almost Biblical; something about reaping what we sow.

TeamJuice

Working on a high-performing team is one of life's greatest, rarest, and most affirming experiences. In observing teams of that ilk over the years, it seems there are some commonalities. 

High performing teams exhibit...

• TRUST - They demonstrate a high level of trust in one another.
• Transparency - They operate as if there are NO SECRETS (because there aren't).
• Kind Honesty - They shoot straight with each other, but do so with kindness.
• Respectfulness - The behave respectfully, toward everyone, all the time.
• Deference - They listen well, consistently, and deeply to one another.
• Openness - They persistently keep the door open to new thinking, processes, approaches.

It's way cool to play on that kind of team. Those teams emerge and develop only as result of intentional work and decisions. They are verbs, not nouns. 

We can start today...

ControlFreaks

Control Freaks demonstrate some very common (and unattractive) tendencies. They often ...    

• Threaten
• Traffic in secrecy
• Use inappropriate pressure
• Caste blame and create diversions
• Bully (when they can get away with it)
• Dictate impossible tasks and/or timelines
• Attempt to isolate dissenters, or squelch them 
• Rely heavily on the transactional -- reward vs punishment

If we want success for both our teams and ourselves...

that's a pretty good list of things NOT TO DO.