Applying critical thinking to your current business problem

Before you go into solution or solutionary mode, you need to get clear on what the real issue is. 

All too often I see brilliant teams encounter a problem and then excitedly throw more time, money or resources at the problem, expecting the situation to improve. It doesn’t. All it does is put out one fire whilst igniting another somewhere else in the business. They don’t stop to understand the root cause of the issue and continue to paper over the cracks. Skipping this step will cost you time, money and results, and ultimately leads to failure. Failure to do this results in reactionary firefighting, which is exhausting and does nothing to progress or innovate. You are simply running to stand still.

If you don’t ask the right questions, how can you be sure that you are solving the right problems? On an animalistic level, we are conditioned not to think when under threat (failures and problems feel like a threat) and instead our brains and bodies gear up to fight, defend or run. Lying to ourselves, blame and justification are just what we do. Add to that our addiction to dopamine rushes that come from fixing things, and can see why most businesses constantly problem solve without solving the problem.

You are human. You have rational, strategic and analytical thinking capabilities when you learn to control your thoughts and feelings, and when you can master this, you will become a more effective leader.

It’s time to take a step back and take a look at what is happening in the business or team right now with total objectivity. It’s generally not an easy step because leaders are emotionally invested in the people, the processes and the decisions that got them here. In many cases, the leader is part of the problem and that is always a bitter pill to swallow. But for this step, detached, critical thinking is needed and most importantly, you need to leave your ego at the door.

This approach will give an accurate view of your current performance, warts and all, enabling you to set a benchmark. Put your consultant hat on and take a good look around at your processes, people, behaviours and culture. You are data-gathering and mining for truth from lots of different sources and perspectives.

The answers are already in your business, you just need to ask the right questions. In a safe space, ask people ‘What are the problems around here?’ and they will give you a clear understanding of what’s really going on in no time at all. They are living it every day, talking about their frustrations with each other and then taking them home with them at the end of the day. All you have to do is ask the right questions and really listen to what you are hearing.

Gather the data to validate the answers, ask more questions, spot inconsistencies and simply get curious. It’s not uncommon to challenge the data, often taking it as a personal failure or criticism. They are emotionally attached, especially when they care so much and have only ever made decisions for the right reasons.

The usual responses are defensiveness, blame or justification.

‘We haven’t had the time…’
‘We have recruitment problems…’
‘I haven’t had the support from our colleagues…’

It is understandable. No one sets out to do the wrong thing, so draw a line under the past, focus on the present and create a plan.