I’m ex-armed forces, and still revert to type from time to time.
Facebook helps me keep in touch with former shipmates and colleagues who are now spread round the world doing lots of different jobs.
Every now and then some of us meet up over a few pints and a curry for a chance to reminisce and tell tall tales (‘dits’ in naval parlance).
I'm genuinely amazed at how much of our training we still seem to carry with us.
While some of the skills have little application in the civilian workplace, it's instructive just how much is relevant and valuable.
There is one key example I was taught by a grizzled senior officer. It's the one I have probably used the most since being taught the technique, and one I continue to use to this day.
He told me I should never, never, ever (his emphasis) approach my seniors in the workplace with an issue or problem that I didn’t have at least one potential solution for, and preferably three.
It took a while for it to settle in, but since then I've worked to consistently apply this career-saving tip.
In fact, on the wall behind my desk I even have a laminated graphic saying: "Bring me the solution, not the problem."
I don’t mean in any way that I'm unwilling to help - I love to work around issues and look at them from different points of view.
In any event, it's generally the case that a small number of motivated people will come up with a better solution.
What I mean is that if an individual has identified an issue, effort should then be made to resolve it by that individual.
Salaries are paid for a range of skills and attributes, and personal and corporate responsibility are key skills in any workforce.
If all you do is to find issues, you'll quickly be labelled as someone who is continually finding fault and something of an energy dump.
It's unfair just to do the easy part of finding faults or problems, as every company is full of issues big and small that need addressing.
The hard part is to come up with the solutions. Just passing them on to a colleague is abdicating responsibility.
Become solution-oriented
The best outcome of being solution-oriented is earned autonomy.
When we show we have a plan and a fix, others develop confidence in us. With credibility, we are entrusted with decision-making power.
Far better to focus on the problem and consider possible solutions which might address it before approaching a colleague or manager.
By considering how to resolve an issue first you may even not have to broach it with someone else. The upshot is you will gain a reputation as a skilled and autonomous problem solver.
Thinking about issues, exploring solutions and possible improvements leads to personal upskilling. It helps with critical thinking. Communication with colleagues will likely improve too.
If we don’t focus on the potential solution, there is a danger that we become seen as a complainer, or as someone too keen to pass the buck.
It also creates the risk of venting without thinking, which can in turn lead to unwanted solutions or reactions.
If we want to exchange ideas, then we must be prepared to come with own suggestions on potential ways to resolve the situation.
What's worked for me
Here are a few ways I have had success with establishing myself as a problem solver instead of a problem giver.
Finding and fixing issues is a good thing, but don't worry about the things you can’t control, or those that are outside of your area of experience or expertise.
Describe the possibilities, and, if possible, deliver them.
Try not to look for credit when you find issues, as this is the least important part of the process.
It's natural to want recognition for uncovering a problem, and to perhaps think this is demonstrating our analytical skills. But looked at another way, it can just be a way of complaining.
Take a moment to consider the issue from the listener’s point of view.
They are on the receiving end of the problem.They don't see critical thinking - more than likely they just hear problems that they already know about.
It can be exhausting to have to listen to a problem giver; it saps your energy. Instead, try to approach problems with enthusiasm, and with possible solutions.
Avoid talking about the impossible. Talk about what is possible.
Work to gain trust with the person listening to the problem, and avoid losing this trust by being measured and reasonable.
Raise the problem only once you have taken the time to come up with possible resolutions.
Positive phrases are much better at framing an issue. Phrases such as:
- Could we talk about some potential solutions for this recurring problem?
- I have some ideas on how we can solve the current challenge
- We've just encountered an issue and I’m working on a few options to share with you tomorrow.
Equally, try and avoid these phrases:
- There are so many things that are wrong with...
- This issue happened again
- I/ We have a problem
We can adjust our approach to issues by spending more time considering the potential solutions.
What's more, we can and should use positive language to establish ourselves as trusted partners with whomever we're working with.
A confident, solutions-based attitude will improve our credibility with colleagues, clients, and leaders, and is all part and parcel of building a personal brand. I know the reputation I would rather have.
