On Solving Problems
I’ve come to believe that there are two fundamentally different types of people in business. Those that see problems. And those that see solutions.
Think of the last meeting you attended. Odds are, someone brought up a problem to solve, or maybe even pitched an idea to the group. And I’ll bet there was someone — or someones — that reacted by listing all the reasons that idea couldn’t be realized.
The problem with this approach is two-fold:
- It does nothing to actually address the issue at hand.
- It becomes a frustration for those around you.
Sadly, my experience is that this happens far too often. And while it is certainly an issue to be addressed, it also presents each of us with an opportunity.
Now don’t misunderstand, there is certainly a time to discuss problems. But this is only a healthy exercise if it’s being done with the intent of finding a solution to address those problems. If your sole reason for joining in on the discussion is to be critical, you’re missing the real opportunity being presented: to contribute to the conversation in a meaningful way, and help arrive at a solution.
My intent here isn’t to be preachy, but to point out an opportunity. I’ve learned over time that problem-solvers are by far the minority. Being seen as the person others can come to in order to help solve their problems, is a major asset.
Next time you’re in a meeting and challenges are brought up, seek first to understand the challenge. Instead of jumping right into the conversation, first listen, and ask the necessary questions that provide you with the insight to be a meaningful contributor to the dialogue. Present the group with ways to achieve their desired outcome.
It sounds simple, and perhaps even a bit obvious, but you’ll be amazed the difference such a subtle change to your approach can have on both your career, as well as your perceived value to your organization.
