A well-balanced team needs people that can identify a potential problem and offer a solution, providing a foundation of collaboration and a safe space for innovation. A team becomes unbalanced when there are too many people identifying problems without offering any solutions.
High performing teams have a diverse set of skills, values and backgrounds which creates an environment of ideas sharing and learning. This environment allows each individual within the team to grow and perform at the optimum level, leveraging the skills and ideas of the team to find the optimum outcome.
When you have a mix of individuals, you also get a mix of styles for identifying and solving problems. Let’s be straight here, there is nothing wrong with being a problem identifier, as long as that’s not all you bring to the table. In fact, having members within your team that can look forward in the process and detect a potential problem, can save you time and stress down the line, as long as they also offer a solution to the problem.
And that’s the tradeoff. Problem identifiers are not unique, just about anyone can find problems, the point of difference is being able to contextualise the problem and work to find the optimum solution.
“Nothing Changes, If Nothing Changes”
Don’t get me wrong, organisations and teams need problem identifiers, you can’t resolve a problem if you don’t know it exists. However, identifying the problem is only part of the action. In order to bring value to your team, you need to be a problem solver, not just a problem identifier.
When identifying a potential problem, ask yourself:
Is the problem outside of my control?
When you determine if the problem is within or outside of your control you are better placed to address the problem and provide more accurate solutions. Identifying problems and workshopping solutions within your team or on your project is a great way to build trust and communication within your team. If a problem is identified outside of your control, don’t ignore it, find the right person to speak too. Chances are, the problem has previously been overlooked.
Where do I get further information?
Put your ego aside! Effective problem solvers lean on others in their team to help solve problems. Explore options for where to get further information, get curious and get informed. When you involve others in the problem solving you create buy-in from the team and accountability for the outcome.
Sometimes problems stem from a misunderstanding or lack of communication.
Am I being objective?
Take stock of the problem you have identified and work through the pros and cons of potential solutions. What may seem like a problem in your eyes may not in others, or better yet might be an easy fix. You may also come into situations where the team leader has yet to give all the information, so ask questions and get curious around the “why”.
What is the root of the problem?
Don’t sit on the surface of the problem you have identified, drill down through the issue and look at the symptoms and causes. Speak to other team members and learn if the problem has existed previously. The problem may actually be a symptom of a lack in a process or due to a lack of adequate systems being in place.
What are my top 3 action steps?
For example: Speak to team leader to gain additional background, prepare pros and cons for 3 solutions, present the problem and the solutions at our next team meeting for consideration/discussion.
Clearly define what your next actions are so that you are prepared when bringing the problem to the team. Now this isn’t always going to be the case, there may be times when quick, decisive action is needed to prevent a problem from arising. As you develop your skills in solving complex problems you will find a natural path to follow.
“If you only have a hammer, you tend to see every problem as a nail” – Abraham Maslow
Through my time in the Air Force, I was presented with countless problems, often needing quick decisive decision making in order to continue moving forward. That part was easy, the challenge came when I posted into a new section, as the Senior Team Leader, and all too often heard “I’m glad we finally have some strong leadership”.
Was this someone being a problem identifier or a problem solver? More often than not I was dealing with a problem identifier – unfortunately, this was a systemic result of aviators not feeling listened too by senior leaders and not confident to express innovative solutions to problems.
This was, and still is, the root of the problem!
My initial question a majority of the time was “tell me about the previous team leader”. I wanted information. I wanted to know if it was a personality clash or if there were systemic problems with the leadership at the senior aviator ranks. I got curious.
For team leaders that are wanting to create an environment where all team members feel safe to be problems identifiers and solvers, here are some key points to consider (new or established teams)
Hold team building activities
Team building activities can be simple ways of engaging the team and helping to build trust amongst the group. As trust is built, team members will feel safe to bring up problems and provide solutions without judgement.
Ask team members for input into decisions
When team members are given input into decision making, they get more buy-in for the outcome. When someone has buy-in for the outcome they are more likely to want the task to succeed. This will open their thinking to innovate solutions to problems and encourage an environment of problem identification and solving.
Give consistent feedback
Team members don’t know how they are performing unless they are given feedback. This doesn’t always need to be formal; it can be feedback during a team meeting when a potential problem has been identified and solved. To enhance the trust levels within the team, request periodic feedback on your performance as the team leader from the team, this will be eye opening and give you a window into your blind spots.
As a team leader you can drive a change from problem identifiers to problem solvers, harnessing the talent within your teams with simple prompts and questions – “How do you think we should solve this problem – can be a powerful question that not only incites innovative thinking but also build trust and confidence throughout the team.
Would you rather work with problem identifiers or problem solvers?