Act.

While we may not realize it, life is all about solving problems. Hungry? We solve that problem by eating. Phone is dying? That problem we solve by going to a charger. The list goes on, and these often seem like tasks as the problems presented by them are minute, meaning they require easy solutions. But what do we do when we face a new, complex problem?

Solving complex problems is difficult because there is no "perfect" solution. It isn't like placing a puzzle piece or solving a rubix cube. There is more than one possible fit, and the end result isn't as clear as matching colors. Provided there is a multitude of possibility for acceptable outcomes, perfect answers don't exist. Yet, the best leaders manage to find the most effective and efficient solutions. How do they do it?

Identify. – You can’t solve what you can’t see. If we don’t know there is a problem to solve, then odds are high that we won’t be solving it. To identify a problem, we often have to change our perspective, or seek out another perspective. We may have to take a step back and get a big picture view, get in the action and discover the problem up close, or ask for another person on the outside looking in to share what problems they see occurring. When we change our perspective, we change what we see and how we see it. We might discover a new problem, see the different side of an old problem, or even identify a root problem (problems that occur at lower levels of an organization, overtime creating more complex problems higher up in the organization.). However you go about identifying the problem is up to you, but as a leader, the problem is yours to identify.

Act. – In the Craig Groeschel Leadership Podcast, Craig Groeschel shares what it means to be a “CPS.” CPS stands for Chief Problem Solver. Groeschel goes on to share that Chief Problem Solvers focus first on trying to slow/stop the problem, stating that a 6 or 7 now is better than a 9 or 10 later. When we leave a problem untouched, we give it time and space to grow and develop into a much bigger and more complex problem. When we take initial action, we aren’t coming up with a long-term solution, and we know that. The best first move when solving difficult problems is not problem solving, but rather, problem stopping. It gives us time to think of a 9 or 10 without giving the problem time and space to grow and develop. Slow the problem first. It is much easier to rethink a solution than it is to solve a fully developed problem.

Ask. – Once we have a stopper in place to slow the problem, we can look at coming up with a solution. How is our problem stopper dealing with the problem? Has the problem grown at all since implementing this stopper? If so, why? If not, what’s working? By asking the right why’s, we develop a deeper understanding of the problem and, in turn, develop our problem stopper into a problem solver. Asking is where we collaborate with our team to seek solution improvement. We don’t have to have the long-term solution; we just need humility to ask people who have the right ideas to build it. When a team with multiple perspectives brings the best view of the situation from every angle to the table, near perfect solutions are created. This is where we solve the problem.

While these steps are a great place to start, solving complex problems takes intentional practice. Learn to solve problems by solving them. When you have small problems arise at work or at home, come up with a temporary solution on your own. The best way to become a Chief Problem Solver is to start solving problems. Procrastination makes the problem worse, and yes, asking before acting is procrastinating. Identify, Act, Ask.