Jeff Cassman

Dangerous Solutions

Prescriptions are dangerous solutions. It’s scary to read their side-effects. Two people out of a million grew hangnails while on this medication. Wouldn’t you hate to die of hangnails? But seriously, some solutions can really kill you.

Dangerous solutions:

#1. Dangerous solutions multiply problems.

Solutions are dangerous when you diagnose the wrong problem. The other day my doc told me my blood pressure was high. I said, “Yeah, it goes up every time I visit you. I don’t need blood pressure medicine. You need to stop freaking me out. What’s the cure for anxiety caused by doctors?”

You determine low performance is a teamwork problem. But maybe people need to know what’s important. Stop changing direction like a frantic chipmunk. Don’t schedule teamwork exercises when the problem is you.

What if the problem is poor leadership? Maybe you need to work on yourself, not on them. Questions that expose real problems:

1. How might I contribute to this problem?
2. What if the apparent problem isn’t the real problem?
3. What else might cause this problem?
4. What processes or procedures hinder productivity?
5. Who is doing the wrong thing? Don’t interrupt high performers.

#2. Dangerous solutions ignore behaviors.

It’s easier to institute new policies than to deal with people. When someone says, “We screwed up,” ask, “Who screwed up?” Listen for specific names, not an ambiguous ‘we’.

Ambiguous answers don’t solve specific problems. Working harder isn’t the answer when people are already working harder.

Problems you define in terms of behaviors can be solved.

1. What are people doing to cause this situation?
2. What are people leaving undone to cause this situation?

#3. Dangerous solutions over-solve problems.

Don’t amputate your foot to cure toe fungus. Maybe a headache isn’t brain cancer.

1. How frequently does this problem occur?
2. What’s the simplest solution we can design?

When does problem solving create problems?

Still curious:

5 Things to Do When Pedaling Faster Doesn’t Work

Not All Problems are Problems – 5 Real Problems for Leaders

Five Whys

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Mahatma Gandhi led India’s non-violent independence movement against British rule in the early 20th century. Gandhi was known for his unwavering focus on his ultimate goal of achieving independence for India, and he was able to inspire millions of people to join him in his cause.

Despite facing tremendous challenges and obstacles, Gandhi never wavered in his commitment to non-violent resistance. He remained focused on his goal of independence and was able to rally others to join him in his cause. His focus was so strong that it ultimately helped to bring about one of the most significant political movements of the 20th century and the eventual independence of India.

Gandhi’s story is a powerful example of the importance of focus in leadership. It illustrates the way in which an unwavering focus on a goal can inspire and motivate others to join in the cause, and ultimately lead to significant change.

What is your focus?m

Focus is about what you spend your time thinking about and doing. It allows leaders to narrow their attention on the most important tasks, prioritize their efforts and allocate their energy, ultimately leading to better decision-making and improved productivity. Without focus, leaders become easily distracted and unable to effectively lead their team to achieve goals.

Effective leaders are able to maintain their focus despite the many distractions and competing demands that inevitably arise in any organization. They filter out noise and remain laser-focused on what needs to be done. This keeps them on track and able to inspire and motivate their team to do the same.

In addition to its role in decision-making and productivity, focus is also important for building trust and credibility with team members. When leaders are able to stay focused and avoid being swayed by external factors or distractions, team members are more likely to trust their judgement and follow their lead. This is particularly important in times of crisis or change, when a clear and focused vision is essential for guiding the team through difficult circumstances.

Overall, the ability to focus is a key component of successful leadership. It enables leaders to stay on track, make better decisions, and inspire their team to follow their lead. Without focus, it is difficult for leaders to effectively navigate the challenges and demands of their role and lead their team to success.

Here are three practical questions:

1. How focused are you?
2. Are your team members focused on doing the important things and making best use of time?
3. How effective are you at creating shared focus across the team or organization?

Craft a position paper for yourself and your team about the focus you’ll need to maintain and act on in the months ahead. Be thoughtful and concise, and leave no doubt about what matters most.

You need to focus on your leadership focus.

 

Mark Sanborn is an award winning speaker, leadership strategist and Leadership Expert in Residence at High Point University, the Premier Life…

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Don’t Make Stupid Commitments

Before you commit, make a list of reasons why you can’t do it. After you commit, make a list of reasons why you can do it.

You make stupid commitments when you’re optimistic. Work done tomorrow is easier than work done now.

Pessimism is best before commitments; optimism is best after commitments.

Don’t make promises to yourself that you can’t keep.

New Year’s optimism seduces people into stupid commitments. I know because today – Friday the 13th, 2023 – is Quitters Day.*

Stupid commitments:

Optimism believes in fast change. That’s when you make stupid resolutions.

Life congeals without intervention. Usually, you don’t notice. We stay the same by accident. We change by sweat.

Don’t resolve to work out five days a week if you haven’t worked out since the last visit of Halley’s Comet. (It was 1986, if you’re wondering.)

A pessimistic formula:

Under-estimate yourself and over-estimate difficulty.

Determine how many times you’re going to do something; divide it in half and subtract ten percent. Suppose you commit to work out five days a week.

5×52=260/2=130. Subtract 10% for holidays and the flu. Commit to work out 117 times a year. Now add pessimism. But you won’t last a year.

Make a commitment to work out four weeks.

5×4=20/2=10. Take away 10% because you might get the flu. Make a commitment to work out 9 times in February.

Apply optimism:

Tell yourself you can after you commit.

Schedule nine workouts over the next four weeks. If you made a 30-minute appointment, double it so you can finish early.

Tip: You’re more likely to go to the gym if you’re meeting a friend. Everyone needs a ‘with’. Who can go with you?

What causes people to make commitments?

How can we make smart commitments?

Still curious:

How to Have Grit When You Want to Quit

SATURDAY SAGE: 7 Good Things About Skillful Quitting

64% Abandon Their New Years Resolutions Within A Month

*QUITTERS DAY – January 13, 2023 – National Today

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