Encouraging Employees to Solve Problems (Part 2)
When employees solve many of their day-to-day workplace problems there are several benefits:
· They feel good about themselves and their abilities.
· They can get through the problem and on with their next task even when their supervisor or a colleague aren’t available to help them.
· Their supervisor has time to help other employees and work on more strategic tasks.
· Employee self-esteem, satisfaction, and morale increase.
· Productivity and bottom-line results increase, improving the mission impact and the sustainability of the organization.
Despite these benefits, in many organizations the managers solve more problems than do the employees. There are two primary factors that underlie this inefficient and often ineffective reality. Managers may believe their job is to be the star decision-maker and the primary source of information and ideas so they, consciously or unconsciously, make it uncomfortable for employees to solve problems. Managers may discourage employees by regularly telling others how they would have done it differently, by micromanaging employees’ every move, or by not thanking employees for taking the initiative even when their approach achieved the desired results. Or, employees may not have the knowledge or skills needed to solve problems. The Part 1 article focused on how the manager can create a workplace environment that empowers employee decision making. This article, Part 2, shares how managers can help employees develop the ability and confidence to solve problems.
5 Ways Leaders Can Encourage Employees to Solve Problems
1. Define the Problem
Be clear about what the problem is. What result are you trying to achieve that you are not getting? At what step in the process is the problem occurring.
2. Describe the Situation
What actions or events led to the problem? What were the conditions in which the problem occurred? What other problems were encountered in tandem with this problem?
3. Determine the Root Cause
What factors caused the problem? Was the machine inadequately maintained or broken? Were the people doing the work in too much of a hurry or not focused on their work? Did the people not understand what was expected of them or not provided adequate training? Were too few people assigned to the task or were the necessary tools not available? The purpose here is not to blame someone for creating the problem, but rather to be clear about the primary causes of the problem so they can be addressed to avoid or reduce the problem in the future.
4. Identify Potential Solutions
Quickly brainstorm actions that might be taken to address each factor that contributed to the problem. At this stage record all possibilities, whether they are practical in your situation or not. Sometimes what doesn’t seem feasible in the short run, is the best option. By discussing all possible solutions, we often figure out a way to make a new idea work.
5. Choose and Implement the Best Solution
Consider the pros and cons of each potential solution. Select the one that is most likely to work for you. Quickly determine the steps and timeline for implementing the solution and put your plan into action.
Having a clear process for solving problems helps both leaders and employees develop effective problem-solving skills. And when the purpose of identifying the cause of the problems is to assist in solving the problem, not to blame the people who were involved, everyone is more willing to address concerns that move the organization forward.