Avoid crowd sourcing problems and start driving solutions!

It is 5:30 pm. It is Thursday at 5:30 pm. I am sitting in a daily 5:30 pm meeting to review a business problem, the relevant data and to discuss solutions. If the group were discussing any of the three areas, then I’d be extremely pleased. We are talking.
Talking about who we met with today before the meeting, explaining their point of view and why they had that point of view. We questioned if they were angry or frustrated. We asked to see the data they provided and associated presentation material. We were drawing conclusions that sounded thematic & strategic.
Someone in the room asked for my input. To which I replied, can someone share what problem we are trying to solve?”

Silence.
Chair squirms.
Cough.
Suddenly a voice says, “I do not know.”
Then another, “Me neither.”
And another, “I thought the question was related to year over year market growth,”
Then another, “No the question was related to market growth per segment year over year.”
And one more, “No, the question was actual revenue generated year over year.”
Lastly, “I don’t know but we have enough data to answer all those question.”
To which I reply, “Does anyone know the problem statement and desired outcome?”
Nothing.

This group represents experienced leaders. This group represents experienced executive leaders. What just happened?
The team started solving without asking clarifying questions and understanding root causes.

It is common today to hear complaints of too many meetings from teams and their leaders. My experience is an example of when leaders crowd source problems which cause chaos. Chaos can lead to analysis paralysis and create an angst to schedule multiple meetings. One way to preserve your energy and establish a communication strategy is to connect issues to problem statements and expected outcomes.
I have been the victim and the prey in this scenario! Which is why I am a believer that there are ways to drive efficiency one meeting at a time. Below I share six lessons for how to avoid crowd sourcing problems and creating organizational chaos.

Lesson #1: Time is the most precious commodity. Use it wisely.
Lesson #2: Designate one person as the point of contact.
Lesson #3: All meetings should have an agenda.
If they do not request one. I recommend opting out if an agenda does not exist and your participation is not clearly defined. If meetings go awry, then use clarifying questions to focus individuals in the room and re-direct meeting to produce an output.
Lesson #4: Put in the effort to understand the problem. Solutions must address the problems.
Lesson #5: Use chaos to your advantage and emerge as a leader.
Let’s explore lesson #5 more.

Chaos is a great time to emerge as a change agent:

During chaos, it is natural to crowd source problems with subject matter experts from all functions. In a world where employee productivity is like a black diamond, leaders must participate with defining focus for their teams. Sometimes it requires for leaders to define focus for their peer group.

This is a trait that differentiates managers from leaders. Managing problems can calm the storm, yet leading through chaos means one must see through the chaos. Business transformation cannot start nor be sustained without the ability to find a straight line in the maze. Change agents must have clear vision.

Find a straight line in the maze of chaos

Discover if issues are isolated or systemic:

Always follow up the “what problem are you solving?” with “how did you know the problem existed?” I am a fan of sequencing questions in this manner because it reveals if problems are isolated or affecting many elements in a system. The breadth and depth of a problem impacts the solutions. I encourage leaders to direct teams to dig deeper and connect cross functionally during this discovery. Change agents define if breakdowns are due to people, process or system gaps.

Pinpoint breakdown. Solutions at the sweet spot.

Trust the team and verify the solutions:

Analysis paralysis never helps anyone. Let the data talk and focus on solutions. Back testing solutions is a smart approach. It ensures root causes are addressed and the end state is sustainable and prevents breakdowns. Change agents always ask why.

Trust and Verify

Power in Relationships

The hardest part about solving problems is usually not the solving. It is influencing teams to adopt. These are the teams who will either execute the impacted process, provide input to the process or receive the output of the process. Diverse and healthy peer and senior level relationships are the key to success. This group of leaders promote the project and always drive engagement. They are all in! Do not forget that while this group is crucial to promotion and adoption, the working team are the glue. Spend time with the executors. And remember … Change agents use influencing to implement outcomes of the working teams.

Power in Relationships

Remember time is precious. Use it wisely.
Embrace chaos. Use the momentum to transform tools and organizations.
Do not forget to fight for the team working solutions
Be Transformational in your leadership. Allow the world to see you lead with maturity by handling chaos and not letting chaos handle you.

Courtney Jamille Stoner
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