You know the story…you’re right in the middle of something, and then a problem comes out of left-field. How do you react? How you face problems is one of the critical factors that helps determine how successful you will be as a manager.

Many managers panic or resist problems, thinking that by ignoring it or passing it on, somehow it’s solved. Firstly, assume there is an answer out there… it just needs to be found. Worrying about it gets you nowhere; working towards the answer will get you everywhere. I’m not just referring to being positive, but the state of mind you decide to choose will play a big part in the way the problem will be handled.

Now, ask yourself ‘what are the facts?’. Many problems are not as big as they seem at first, once everything is known. Also, facts will help you find a better solution, faster. Knowing this is the next step allows you to think logically about the situation. If you encounter a problem, simply begin asking questions and gather the facts. Sometimes you have dig to get to the real problem! This is where your quality questioning comes in.

As a manager, sometimes you get involved in situations that don’t need too much of your time. You might be able, having summarised exactly what the situation is, to put the problem back to someone else or identify how it can be dealt with in a different way. If you are the best person to deal with it, think of what you, personally can do to deal with it. Brainstorm some ideas. Expand your thinking to identify what alternatives you might have

Consider what research you might do to solve the problem- maybe the internet could help, asking other people, or reading how others have solved the problem might help. Don’t make the mistake of thinking you know it all, and that your first instinct for an answer is necessarily the best. Bounce your ideas off other people, even if you think they know less on the subject. Sometimes the more you know, the more you can overlook the obvious.

Finally, make your decision, and put it into action. Think short-term as well as long. Follow through properly. Allow yourself the time to pick the right solution and set milestones to measure its effectiveness. Monitor those solutions and make sure you have some contingencies, just in case.

By following logical steps, you identify what progress you can make with specific problems and will soon have them under control.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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Problem-solving and decision-making are two of the most effective skills you can develop as a manager. When you think about it, what are you doing most of the day, other than solving problems and making decisions?

So what parameters might you be working under and how can you start making effective decisions with your team?

Naturally, it all depends on the situation, but there are guidelines you can use to identify the best way to make decisions. Here are just a few:

If you’re under extreme time pressure:

Think about using a directive style, as any other may not yield results in time. Remember though that you might gain compliance but not commitment.

How important is it to have full commitment from the team?:

If it needs commitment, consider a consensus agreement with team members, remembering it will take more time

Can the team make the decision?:

If not, maybe someone with expertise can be brought in from another department or from outside. This has to be agreed by the team to gain commitment.

Do team members need to be involved in the decision-making process?:

Some of the team may be able to take responsibility and accountability, and remember to gain the agreement of all team members for this to work effectively.

Assess how much team involvement is needed:

If you have full agreement of the team to allow you to make decisions, then ensure you have a firm process for communicating decisions.

Do you need full commitment from all the team?:

If so, you need to consider how best to sell the decision to the team. Remember, they will commit to most things if they see the benefits and opportunities that go with the decisions.

Always tell the team the process you will go through to make the decisions. This will help your team gain confidence that your chosen method will be right for all concerned, and you’ll get the support you need to implement the decision.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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FREE email course “Improve Your Management Skills”

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Last week, when we began discussing the various components of the decision making process, I mentioned that one of the attributes a manager needed to have when making decisions was tunnel vision (or, really, a lack thereof).

Think of it this way – a tunnel is very narrow. When you’re in a tunnel you have very few options – either back up or move forward to find the nearest exit. Decision making, when done with tunnel vision, is very similar. Managers with tunnel vision find that they have very few alternatives to choose from when it’s time to make the final decision.

Why would a manager have tunnel vision? He might be biased towards or against a situation. He may also have a limited frame of reference, or experience, from which to draw from. He may be completely unfamiliar with the situation to begin with, making it difficult for him to even think of different alternatives.

Do you have tunnel vision? If so, what will you do to change the way you see things?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training Courses

Click below for a:
FREE email course “Improve Your Management Skills”

You’ve probably heard the phrase “when it rains, it pours” before. Unfortunately, when it comes to making decisions it’s usually feast or famine. You either have nothing to do or you’re faced with a dozen important decision at the same time.

It’s important to prioritise when it seems like you have a myriad of decisions to make all at once. You have a few choices when it comes to the order in which you’ll make your decisions.

• You might prioritise the decisions based on which will have the greater outcome on your overall goals;
• You might prioritise based on how you think your own manager might respond;
• You might decide to prioritise your decisions based on your own likes and dislikes.

In most cases it won’t matter how you prioritise your tasks as long as you get them done. Some decisions are more difficult to make and, sadly, that fact will lead some managers to procrastinate – an ineffective move that won’t help the department or organisation as a whole. Make your toughest decisions first and the rest will be a breeze.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Manager Training

Click below for a:
FREE email course “Improve Your Management Skills”

I’ve found over the course of my career that there are three main types of decision making models or methods a manager will use when attempting to make a decision. While every individual manager will follow his own process, all tend to follow into one of the three following categories:

• Rational/Logical Decision Making
• Intuitive Decision Making
• Predisposed Decision Making

Managers who follow the rational or logical decision making model tend to gather facts, thoroughly examine situations, and make logical decisions based on all that they know on a given subject. He does as much research as possible and leaves nothing to chance. This is the most recommend method of decision making for those in management positions.

Intuitive decision making involves not the use of statistics and data but a manager’s gut feelings. While this method isn’t necessarily bad it can lead to disaster as one’s gut, or instinct, should never be the sole factor in the decision making process. It’s better to use past experiences, insight, and statistics together to make the right choice.

The worst decision making model is the predisposed method. A manager will make a snap decision based on his personal preferences and opinions and will work to find data that backs up what he wants to do, regardless of whether or not his decision is actually right. He tends to ignore important information merely because it doesn’t support his agenda.

It’s important for you to identify what type of decision making model you usually follow. Is the one you’re using most effective? Do you tend to act in a predisposed manner? Figure out where you stand on the decision making grid and then decide if you need to make a change. The future of your department may depend on it.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Courses

Click below for a:
FREE email course “Improve Your Management Skills”