why is problem solving important for managers

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Share Podcast

A Better Framework for Solving Tough Problems

Start with trust and end with speed.

• Apple Podcasts

When it comes to solving complicated problems, the default for many organizational leaders is to take their time to work through the issues at hand. Unfortunately, that often leads to patchwork solutions or problems not truly getting resolved.

But Anne Morriss offers a different framework. In this episode, she outlines a five-step process for solving any problem and explains why starting with trust and ending with speed is so important for effective change leadership. As she says, “Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.”

Morriss is an entrepreneur and leadership coach. She’s also the coauthor of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems .

Key episode topics include: strategy, decision making and problem solving, strategy execution, managing people, collaboration and teams, trustworthiness, organizational culture, change leadership, problem solving, leadership.

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

• Listen to the full HBR IdeaCast episode: How to Solve Tough Problems Better and Faster (2023)
• Find more episodes of HBR IdeaCast
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR On Strategy , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock new ways of doing business.

When it comes to solving complicated problems, many leaders only focus on the most apparent issues. Unfortunately that often leads to patchwork or partial solutions. But Anne Morriss offers a different framework that aims to truly tackle big problems by first leaning into trust and then focusing on speed.

Morriss is an entrepreneur and leadership coach. She’s also the co-author of the book, Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems . In this episode, she outlines a five-step process for solving any problem. Some, she says, can be solved in a week, while others take much longer. She also explains why starting with trust and ending with speed is so important for effective change leadership.

This episode originally aired on HBR IdeaCast in October 2023. Here it is.

CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Curt Nickisch.

Problems can be intimidating. Sure, some problems are fun to dig into. You roll up your sleeves, you just take care of them; but others, well, they’re complicated. Sometimes it’s hard to wrap your brain around a problem, much less fix it.

And that’s especially true for leaders in organizations where problems are often layered and complex. They sometimes demand technical, financial, or interpersonal knowledge to fix. And whether it’s avoidance on the leaders’ part or just the perception that a problem is systemic or even intractable, problems find a way to endure, to keep going, to keep being a problem that everyone tries to work around or just puts up with.

But today’s guest says that just compounds it and makes the problem harder to fix. Instead, she says, speed and momentum are key to overcoming a problem.

Anne Morriss is an entrepreneur, leadership coach and founder of the Leadership Consortium and with Harvard Business School Professor Francis Frei, she wrote the new book, Move Fast and Fix Things: The Trusted Leaders Guide to Solving Hard Problems . Anne, welcome back to the show.

ANNE MORRISS: Curt, thank you so much for having me.

CURT NICKISCH: So, to generate momentum at an organization, you say that you really need speed and trust. We’ll get into those essential ingredients some more, but why are those two essential?

ANNE MORRISS: Yeah. Well, the essential pattern that we observed was that the most effective change leaders out there were building trust and speed, and it didn’t seem to be a well-known observation. We all know the phrase, “Move fast and break things,” but the people who were really getting it right were moving fast and fixing things, and that was really our jumping off point. So when we dug into the pattern, what we observed was they were building trust first and then speed. This foundation of trust was what allowed them to fix more things and break fewer.

CURT NICKISCH: Trust sounds like a slow thing, right? If you talk about building trust, that is something that takes interactions, it takes communication, it takes experiences. Does that run counter to the speed idea?

ANNE MORRISS: Yeah. Well, this issue of trust is something we’ve been looking at for over a decade. One of the headlines in our research is it’s actually something we’re building and rebuilding and breaking all the time. And so instead of being this precious, almost farbege egg, it’s this thing that is constantly in motion and this thing that we can really impact when we’re deliberate about our choices and have some self-awareness around where it’s breaking down and how it’s breaking down.

CURT NICKISCH: You said break trust in there, which is intriguing, right? That you may have to break trust to build trust. Can you explain that a little?

ANNE MORRISS:  Yeah, well, I’ll clarify. It’s not that you have to break it in order to build it. It’s just that we all do it some of the time. Most of us are trusted most of the time. Most of your listeners I imagine are trusted most of the time, but all of us have a pattern where we break trust or where we don’t build as much as could be possible.

CURT NICKISCH: I want to talk about speed, this other essential ingredient that’s so intriguing, right? Because you think about solving hard problems as something that just takes a lot of time and thinking and coordination and planning and designing. Explain what you mean by it? And also, just  how we maybe approach problems wrong by taking them on too slowly?

ANNE MORRISS: Well, Curt, no one has ever said to us, “I wish I had taken longer and done less.” We hear the opposite all the time, by the way. So what we really set out to do was to create a playbook that anyone can use to take less time to do more of the things that are going to make your teams and organizations stronger.

And the way we set up the book is okay, it’s really a five step process. Speed is the last step. It’s the payoff for the hard work you’re going to do to figure out your problem, build or rebuild trust, expand the team in thoughtful and strategic ways, and then tell a real and compelling story about the change you’re leading.

Only then do you get to go fast, but that’s an essential part of the process, and we find that either people under emphasize it or speed has gotten a bad name in this world of moving fast and breaking things. And part of our mission for sure was to rehabilitate speed’s reputation because it is an essential part of the change leader’s equation. It can be the difference between good intentions and getting anything done at all.

CURT NICKISCH: You know, the fact that nobody ever tells you, “I wish we had done less and taken more time.” I think we all feel that, right? Sometimes we do something and then realize, “Oh, that wasn’t that hard and why did it take me so long to do it? And I wish I’d done this a long time ago.” Is it ever possible to solve a problem too quickly?

ANNE MORRISS: Absolutely. And we see that all the time too. What we push people to do in those scenarios is really take a look at the underlying issue because in most cases, the solution is not to take your foot off the accelerator per se and slow down. The solution is to get into the underlying problem. So if it’s burnout or a strategic disconnect between what you’re building and the marketplace you’re serving, what we find is the anxiety that people attach to speed or the frustration people attach to speed is often misplaced.

CURT NICKISCH: What is a good timeline to think about solving a problem then? Because if we by default take too long or else jump ahead and we don’t fix it right, what’s a good target time to have in your mind for how long solving a problem should take?

ANNE MORRISS: Yeah. Well, we’re playful in the book and talking about the idea that many problems can be solved in a week. We set the book up five chapters. They’re titled Monday, Tuesday, Wednesday, Thursday, Friday, and we’re definitely having fun with that. And yet, if you count the hours in a week, there are a lot of them. Many of our problems, if you were to spend a focused 40 hours of effort on a problem, you’re going to get pretty far.

But our main message is, listen, of course it’s going to depend on the nature of the problem, and you’re going to take weeks and maybe even some cases months to get to the other side. What we don’t want you to do is take years, which tends to be our default timeline for solving hard problems.

CURT NICKISCH: So you say to start with identifying the problem that’s holding you back, seems kind of obvious. But where do companies go right and wrong with this first step of just identifying the problem that’s holding you back?

ANNE MORRISS: And our goal is that all of these are going to feel obvious in retrospect. The problem is we skip over a lot of these steps and this is why we wanted to underline them. So this one is really rooted in our observation and I think the pattern of our species that we tend to be overconfident in the quality of our thoughts, particularly when it comes to diagnosing problems.

And so we want to invite you to start in a very humble and curious place, which tends not to be our default mode when we’re showing up for work. We convince ourselves that we’re being paid for our judgment. That’s exactly what gets reinforced everywhere. And so we tend to counterintuitively, given what we just talked about, we tend to move too quickly through the diagnostic phase.

CURT NICKISCH: “I know what to do, that’s why you hired me.”

ANNE MORRISS: Exactly. “I know what to do. That’s why you hired me. I’ve seen this before. I have a plan. Follow me.” We get rewarded for the expression of confidence and clarity. And so what we’re inviting people to do here is actually pause and really lean into what are the root causes of the problem you’re seeing? What are some alternative explanations? Let’s get into dialogue with the people who are also impacted by the problem before we start running down the path of solving it.

CURT NICKISCH: So what do you recommend for this step, for getting to the root of the problem? What are questions you should ask? What’s the right thought process? What do you do on Monday of the week?

ANNE MORRISS: In our experience of doing this work, people tend to undervalue the power of conversation, particularly with other people in the organization. So we will often advocate putting together a team of problem solvers, make it a temporary team, really pull in people who have a particular perspective on the problem and create the space, make it as psychologically safe as you can for people to really, as Chris Argyris so beautifully articulated, discuss the undiscussable.

And so the conditions for that are going to look different in every organization depending on the problem, but if you can get a space where smart people who have direct experience of a problem are in a room and talking honestly with each other, you can make an extraordinary amount of progress, certainly in a day.

CURT NICKISCH: Yeah, that gets back to the trust piece.

ANNE MORRISS: Definitely.

CURT NICKISCH: How do you like to start that meeting, or how do you like to talk about it? I’m just curious what somebody on that team might hear in that meeting, just to get the sense that it’s psychologically safe, you can discuss the undiscussable and you’re also focusing on the identification part. What’s key to communicate there?

ANNE MORRISS: Yeah. Well, we sometimes encourage people to do a little bit of data gathering before those conversations. So the power of a quick anonymous survey around whatever problem you’re solving, but also be really thoughtful about the questions you’re going to ask in the moment. So a little bit of preparation can go a long way and a little bit of thoughtfulness about the power dynamic. So who’s going to walk in there with license to speak and who’s going to hold back? So being thoughtful about the agenda, about the questions you’re asking about the room, about the facilitation, and then courage is a very infectious emotion.

So if you can early on create the conditions for people to show up bravely in that conversation, then the chance that you’re going to get good information and that you’re going to walk out of that room with new insight in the problem that you didn’t have when you walked in is extraordinarily high.

CURT NICKISCH: Now, in those discussions, you may have people who have different perspectives on what the problem really is. They also bear different costs of addressing the problem or solving it. You talked about the power dynamic, but there’s also an unfairness dynamic of who’s going to actually have to do the work to take care of it, and I wonder how you create a culture in that meeting where it’s the most productive?

ANNE MORRISS: For sure, the burden of work is not going to be equitably distributed around the room. But I would say, Curt, the dynamic that we see most often is that people are deeply relieved that hard problems are being addressed. So it really can create, and more often than not in our experience, it does create this beautiful flywheel of action, creativity, optimism. Often when problems haven’t been addressed, there is a fair amount of anxiety in the organization, frustration, stagnation. And so credible movement towards action and progress is often the best antidote. So even if the plan isn’t super clear yet, if it’s credible, given who’s in the room and their decision rights and mandate, if there’s real momentum coming out of that to make progress, then that tends to be deeply energizing to people.

CURT NICKISCH: I wonder if there’s an organization that you’ve worked with that you could talk about how this rolled out and how this took shape?

ANNE MORRISS: When we started working with Uber, that was wrestling with some very public issues of culture and trust with a range of stakeholders internally, the organization, also external, that work really started with a campaign of listening and really trying to understand where trust was breaking down from the perspective of these stakeholders?

So whether it was female employees or regulators or riders who had safety concerns getting into the car with a stranger. This work, it starts with an honest internal dialogue, but often the problem has threads that go external. And so bringing that same commitment to curiosity and humility and dialogue to anyone who’s impacted by the problem is the fastest way to surface what’s really going on.

CURT NICKISCH: There’s a step in this process that you lay out and that’s communicating powerfully as a leader. So we’ve heard about listening and trust building, but now you’re talking about powerful communication. How do you do this and why is it maybe this step in the process rather than the first thing you do or the last thing you do?

ANNE MORRISS: So in our process, again, it’s the days of the week. On Monday you figured out the problem. Tuesday you really got into the sandbox in figuring out what a good enough plan is for building trust. Wednesday, step three, you made it better. You created an even better plan, bringing in new perspectives. Thursday, this fourth step is the day we’re saying you got to go get buy-in. You got to bring other people along. And again, this is a step where we see people often underinvest in the power and payoff of really executing it well.

CURT NICKISCH: How does that go wrong?

ANNE MORRISS: Yeah, people don’t know the why. Human behavior and the change in human behavior really depends on a strong why. It’s not just a selfish, “What’s in it for me?” Although that’s helpful, but where are we going? I may be invested in a status quo and I need to understand, okay, if you’re going to ask me to change, if you’re going to invite me into this uncomfortable place of doing things differently, why am I here? Help me understand it and articulate the way forward and language that not only I can understand, but also that’s going to be motivating to me.

CURT NICKISCH: And who on my team was part of this process and all that kind of stuff?

ANNE MORRISS: Oh, yeah. I may have some really important questions that may be in the way of my buy-in and commitment to this plan. So certainly creating a space where those questions can be addressed is essential. But what we found is that there is an architecture of a great change story, and it starts with honoring the past, honoring the starting place. Sometimes we’re so excited about the change and animated about the change that what has happened before or what is even happening in the present tense is low on our list of priorities.

Or we want to label it bad, because that’s the way we’ve thought about the change, but really pausing and honoring what came before you and all the reasonable decisions that led up to it, I think can be really helpful to getting people emotionally where you want them to be willing to be guided by you. Going back to Uber, when Dara Khosrowshahi came in.

CURT NICKISCH: This is the new CEO.

ANNE MORRISS: The new CEO.

CURT NICKISCH: Replaced Travis Kalanick, the founder and first CEO, yeah.

ANNE MORRISS: Yeah, and had his first all-hands meeting. One of his key messages, and this is a quote, was that he was going to retain the edge that had made Uber, “A force of nature.” And in that meeting, the crowd went wild because this is also a company that had been beaten up publicly for months and months and months, and it was a really powerful choice. And his predecessor, Travis was in the room, and he also honored Travis’ incredible work and investment in bringing the company to the place where it was.

And I would use words like grace to also describe those choices, but there’s also an incredible strategic value to naming the starting place for everybody in the room because in most cases, most people in that room played a role in getting to that starting place, and you’re acknowledging that.

CURT NICKISCH: You can call it grace. Somebody else might call it diplomatic or strategic. But yeah, I guess like it or not, it’s helpful to call out and honor the complexity of the way things have been done and also the change that’s happening.

ANNE MORRISS: Yeah, and the value. Sometimes honoring the past is also owning what didn’t work or what wasn’t working for stakeholders or segments of the employee team, and we see that around culture change. Sometimes you’ve got to acknowledge that it was not an equitable environment, but whatever the worker, everyone in that room is bringing that pass with them. So again, making it discussable and using it as the jumping off place is where we advise people to start.

Then you’ve earned the right to talk about the change mandate, which we suggest using clear and compelling language about the why. “This is what happened, this is where we are, this is the good and the bad of it, and here’s the case for change.”

And then the last part, which is to describe a rigorous and optimistic way forward. It’s a simple past, present, future arc, which will be familiar to human beings. We love stories as human beings. It’s among the most powerful currency we have to make sense of the world.

CURT NICKISCH: Yeah. Chronological is a pretty powerful order.

ANNE MORRISS: Right. But again, the change leaders we see really get it right, are investing an incredible amount of time into the storytelling part of their job. Ursula Burns, the Head of Xerox is famous for the months and years she spent on the road just telling the story of Xerox’s change, its pivot into services to everyone who would listen, and that was a huge part of her success.

CURT NICKISCH: So Friday or your fifth step, you end with empowering teams and removing roadblocks. That seems obvious, but it’s critical. Can you dig into that a little bit?

ANNE MORRISS: Yeah. Friday is the fun day. Friday’s the release of energy into the system. Again, you’ve now earned the right to go fast. You have a plan, you’re pretty confident it’s going to work. You’ve told the story of change the organization, and now you get to sprint. So this is about really executing with urgency, and it’s about a lot of the tactics of speed is where we focus in the book. So the tactics of empowerment, making tough strategic trade-offs so that your priorities are clear and clearly communicated, creating mechanisms to fast-track progress. At Etsy, CEO Josh Silverman, he labeled these projects ambulances. It’s an unfortunate metaphor, but it’s super memorable. These are the products that get to speed out in front of the other ones because the stakes are high and the clock is sticking.

CURT NICKISCH: You pull over and let it go by.

ANNE MORRISS: Yeah, exactly. And so we have to agree as an organization on how to do something like that. And so we see lots of great examples both in young organizations and big complex biotech companies with lots of regulatory guardrails have still found ways to do this gracefully.

And I think we end with this idea of conflict debt, which is a term we really love. Leanne Davey, who’s a team scholar and researcher, and anyone in a tech company will recognize the idea of tech debt, which is this weight the organization drags around until they resolve it. Conflict debt is a beautiful metaphor because it is this weight that we drag around and slows us down until we decide to clean it up and fix it. The organizations that are really getting speed right have figured out either formally or informally, how to create an environment where conflict and disagreements can be gracefully resolved.

CURT NICKISCH: Well, let’s talk about this speed more, right? Because I think this is one of those places that maybe people go wrong or take too long, and then you lose the awareness of the problem, you lose that urgency. And then that also just makes it less effective, right? It’s not just about getting the problem solved as quickly as possible. It’s also just speed in some ways helps solve the problem.

ANNE MORRISS: Oh, yeah. It really is the difference between imagining the change you want to lead and really being able to bring it to life. Speed is the thing that unlocks your ability to lead change. It needs a foundation, and that’s what Monday through Thursday is all about, steps one through four, but the finish line is executing with urgency, and it’s that urgency that releases the system’s energy, that communicates your priorities, that creates the conditions for your team to make progress.

CURT NICKISCH: Moving fast is something that entrepreneurs and tech companies certainly understand, but there’s also this awareness that with big companies, the bigger the organization, the harder it is to turn the aircraft carrier around, right? Is speed relative when you get at those levels, or do you think this is something that any company should be able to apply equally?

ANNE MORRISS: We think this applies to any company. The culture really lives at the level of team. So we believe you can make a tremendous amount of progress even within your circle of control as a team leader. I want to bring some humility to this and careful of words like universal, but we do think there’s some universal truths here around the value of speed, and then some of the byproducts like keeping fantastic people. Your best people want to solve problems, they want to execute, they want to make progress and speed, and the ability to do that is going to be a variable in their own equation of whether they stay or they go somewhere else where they can have an impact.

CURT NICKISCH: Right. They want to accomplish something before they go or before they retire or finish something out. And if you’re able to just bring more things on the horizon and have it not feel like it’s going to be another two years to do something meaningful.

ANNE MORRISS: People – I mean, they want to make stuff happen and they want to be around the energy and the vitality of making things happen, which again, is also a super infectious phenomenon. One of the most important jobs of a leader, we believe, is to set the metabolic pace of their teams and organizations. And so what we really dig into on Friday is, well, what does that look like to speed something up? What are the tactics of that?

CURT NICKISCH: I wonder if that universal truth, that a body in motion stays in motion applies to organizations, right? If an organization in motion stays in motion, there is something to that.

ANNE MORRISS: Absolutely.

CURT NICKISCH: Do you have a favorite client story to share, just where you saw speed just become a bit of a flywheel or just a positive reinforcement loop for more positive change at the organization?

ANNE MORRISS: Yeah. We work with a fair number of organizations that are on fire. We do a fair amount of firefighting, but we also less dramatically do a lot of fire prevention. So we’re brought into organizations that are working well and want to get better, looking out on the horizon. That work is super gratifying, and there is always a component of, well, how do we speed this up?

What I love about that work is there’s often already a high foundation of trust, and so it’s, well, how do we maintain that foundation but move this flywheel, as you said, even faster? And it’s really energizing because often there’s a lot of pent-up energy that… There’s a lot of loyalty to the organization, but often it’s also frustration and pent-up energy. And so when that gets released, when good people get the opportunity to sprint for the first time in a little while, it’s incredibly energizing, not just for us, but for the whole organization.

CURT NICKISCH: Anne, this is great. I think finding a way to solve problems better but also faster is going to be really helpful. So thanks for coming on the show to talk about it.

ANNE MORRISS:  Oh, Curt, it was such a pleasure. This is my favorite conversation. I’m delighted to have it anytime.

HANNAH BATES: That was entrepreneur, leadership coach, and author Anne Morriss – in conversation with Curt Nickisch on HBR IdeaCast.

We’ll be back next Wednesday with another hand-picked conversation about business strategy from Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

When you’re ready for more podcasts, articles, case studies, books, and videos with the world’s top business and management experts, you’ll find it all at HBR.org.

This episode was produced by Mary Dooe, Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Special thanks to Rob Eckhardt, Maureen Hoch, Erica Truxler, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener. See you next week.

• Subscribe On:

Latest in this series

This article is about strategy.

• Decision making and problem solving
• Strategy execution
• Leadership and managing people
• Collaboration and teams
• Trustworthiness
• Organizational culture

Partner Center

How Managers Can Improve Team Problem-Solving

Teaching good problem-solving means learning from previous solutions..

Posted March 28, 2024 | Reviewed by Ray Parker

• What Is a Career
• Find a career counselor near me
• We can access vast information online, but critical thinking skills are still essential.
• The key to improving team problem-solving is providing reliable resources you trust.
• Build a library of problem-solving resources, including creating step-by-step instructions and checklists.

By now, it is a hackneyed truth about today’s world that we all have endless amounts of information at our fingertips, available instantly, all the time. We have multiple competing answers to any question on any subject—more answers than an entire team, let alone an individual, could possibly master in a lifetime. The not quite as obvious punchline is this: There has been a radical change in how much information a person needs to keep inside their head versus accessible through their fingertips.

Nobody should be so short-sighted or so old-fashioned as to write off the power of being able to fill knowledge gaps on demand. Yet this phenomenon is often attributed to a growing critical thinking skills gap experienced in many organizations today.

Many people today are simply not in the habit of really thinking on their feet. Without a lot of experience puzzling through problems, it should be no surprise that so many people are often puzzled when they encounter unanticipated problems.

Here’s the thing: Nine out of ten times, you don’t need to make important decisions on the basis of your own judgment at the moment. You are much better off if you can rely on the accumulated experience of the organization in which you are working, much like we rely on the accumulated information available online.

The key is ensuring that your direct reports are pulling from sources of information and experience they and the organization can trust.

The first step to teaching anybody the basics of problem-solving is to anticipate the most common recurring problems and prepare with ready-made solutions. It may seem counterintuitive, but problem-solving skills aren’t built by reinventing the wheel: From learning and implementing ready-made solutions, employees will learn a lot about the anatomy of a good solution. This will put them in a much better position to improvise when they encounter a truly unanticipated problem.

The trick is to capture best practices, turn them into standard operating procedures, and deploy them to your team for use as job aids. This can be as simple as an “if, then” checklist:

• If A happens, then do B.
• If C happens, then do D.
• If E happens, then do F.

Here are seven tips to help you build a library of problem-solving resources for your team:

1. Break things down and write them out. Start with what you know. Break down the task or project into a list of step-by-step instructions, incorporating any resources or job aids you currently use. Then, take each step further by breaking it down into a series of concrete actions. Get as granular as you possibly can—maybe even go overboard a little. It will always be easier to remove unnecessary steps from your checklist than to add in necessary steps later.

2. Follow your instructions as if you were a newbie. Once you have a detailed, step-by-step outline, try using it as though you were totally new to the task or project. Follow the instructions exactly as you have written them: Avoid subconsciously filling in any gaps with your own expertise. Don't assume that anything goes without saying, especially if the task or project is especially technical or complex. As you follow your instructions, make corrections and additions as you go. Don't make the mistake of assuming you will remember to make necessary corrections or additions later.

3. Make final edits. Follow your updated and improved instructions one final time. Make any further corrections or additions as necessary. Include as many details as possible for and between each step.

4. Turn it into a checklist. Now, it's time to translate your instructions into a checklist format. Checklists are primarily tools of mindfulness : They slow us down and focus us on the present actions under our control. Consider whether the checklist will be more helpful if it is phrased in past or present tense. Who will be using the checklist? What information do they need to know? How much of the checklist can be understood at a glance?

5. Get outside input. Ask someone to try and use your checklist to see if it works for them. Get their feedback about what was clear, what was unclear, and why it was clear or unclear. Ask about any questions they had that weren't answered by the checklist. Solicit other suggestions, thoughts, or improvements you may not have considered. Incorporate their input and then repeat the process with another tester.

6. Use your checklist. Don't simply create your checklist for others and then abandon it. Use it in your own work going forward, and treat it as a living document. Make clarifying notes, additions, and improvements as the work naturally changes over time. Remember, checklists are tools of mindfulness. Use them to tune in to the work you already do and identify opportunities for growth and improvement.

7. Establish a system for saving drafts, templates, and examples of work that can be shared with others . Of course, checklists are just one type of shareable job aid. Sharing examples of your previous work or another team member is another useful way to help someone jumpstart a new task or project. This can be anything from final products to drafts, sketches, templates, or even videos.

Bruce Tulgan, JD, is the founder and CEO of RainmakerThinking and the author of The Art of Being Indispensable at Work.

• Find a Therapist
• Find a Treatment Center
• Find a Psychiatrist
• Find a Support Group
• Find Online Therapy
• United States
• Brooklyn, NY
• Chicago, IL
• Houston, TX
• Los Angeles, CA
• New York, NY
• Portland, OR
• San Diego, CA
• San Francisco, CA
• Seattle, WA
• Washington, DC
• Asperger's
• Bipolar Disorder
• Chronic Pain
• Eating Disorders
• Passive Aggression
• Personality
• Goal Setting
• Positive Psychology
• Stopping Smoking
• Low Sexual Desire
• Relationships
• Child Development
• Self Tests NEW
• Therapy Center
• Diagnosis Dictionary
• Types of Therapy

At any moment, someone’s aggravating behavior or our own bad luck can set us off on an emotional spiral that threatens to derail our entire day. Here’s how we can face our triggers with less reactivity so that we can get on with our lives.

• Emotional Intelligence
• Gaslighting
• Affective Forecasting
• Neuroscience

• Coaching Skills Training
• Coaching TIPS²™
• Continuous Improvement Coaching
• Courageous Conversations Workshop
• Executive Coaching Program
• Feedback 360
• Safety Coaching
• Sales Coaching Training Program
• Free Consultation
• Applied Strategic Thinking®
• Strategic Leadership Course
• Strategic Teaming
• Strategy Development Processes and Services
• Communication Training for Managers
• Conflict and Collaboration
• Confronting Racism Workshop
• Delegation & Accountability
• Diversity, Equity, and Inclusion Workshop
• Flexible Leadership
• Leading Change
• Leading Groups to Solutions
• Leading Innovation
• Mid-Level Management Training
• Qualities of Leadership
• Bottom Line Leadership
• Customized Leadership Development Programs
• Leadership Development Program Design
• Mini-MBA & Operational Finance
• Problem Solving and Decision Making in the Workplace
• Transition to Leadership
• Virtual Leadership
• High-Performance Teamwork
• Leadership Team Alignment Workshop
• Orienteering
• Corporate Outdoor Training and Team Building
• Retreats for Teams
• Innovation Skills Training
• Personal Impact Workshop
• Supervisor Training Programs
• Customization of CMOE’s Learning Library
• Full Curriculum Development and Design
• Learning & Development Advisory Services
• Bottom Line Leadership Training
• Consulting Services
• Leadership Retreats
• Learning and Development Consulting Services
• Needs Analysis and Organization Assessments
• Transformation & Change Solutions
• Facilitator Training Workshop
• Empathic Leadership
• Supervisor Development Series
• All Courses
• Digital Learning
• Books and Publications
• Assessments and Surveys
• Clients Served
• History and Experience
• Meet the CMOE Team
• Testimonials
• Articles & Tools
• Scenario Templates
• Certified Partners
• Event Resources
• Industry Insights
• Resource Library
• Video Library
• News and Events
• Professional Accreditation and Continuing Education Units
• Surveys & Assessments

Managers Must Be Effective Problem-Solvers

One of a manager’s most important responsibilities is to solve problems.  Finding the answers to difficult questions that are sometimes a source of great perplexity and distress for the organization often falls to an organization’s leaders.

Here’s the deal:

A company’s success depends on managerial problem-solvers . Issues arrive in all sizes, ranging from daily nuisances to organizational crises.

Managers who have the ability to systematically think through the facts, diagnose the situation, and find an accurate and workable solution will help the business thrive and prosper.

Effective problem-solvers are able to guide teams towards the achievement of goals by eliminating frustration, confusion, and misunderstandings before they become unmanageable.

They build cooperation and collaboration between individuals, eliminate the need for rework, and foster continuous improvement.

The best managers can often sense problems with keen insight.

They may notice a deviation from standard team performance , such as a missed deadline or an unmet sales goal—and when the team’s plans go off the rails, these managers automatically begin the problem-solving process.

Fortunately, all managers can learn to solve problems more effectively by using this four-step process:

1. Identify and Define the Problem

Alert managers constantly watch for signals, symptoms, and signs that problems may exist. Once they see a potential issue, they think through whether this is a problem they can solve and whether it will make a critical impact on the team or organization.

Once the problem has been defined as a priority, they create a clear, quantitative problem statement and describe the situation in specific, objective terms without making assumptions or jumping to conclusions.

2. Analyze the Problem

The best problem-solvers analyze patterns and ask questions about what, who, when, where, and how much the problem has affected the business.

They are able to isolate and define the root cause of the issue so that once it’s been resolved, it’s unlikely to recur.

3. Develop Solutions

While problems sometimes come with easy answers, managerial problem-solving cannot be impulsive, risking the mistake of making snap decisions.

Instead, they use techniques like brainstorming ideas, creating prioritized lists, and evaluating the time, cost, and technology involved to assess the situation and design a long-term solution.

4. Plan and Act

Once the best solution has been identified, a good manager develops a solid implementation plan. This plan should include steps that will be taken to move forward, as well as contingency plans that will help the manager handle potential roadblocks.

He or she must also secure the commitment of others, mobilize them to act, and hold them accountable for their responsibilities.

The managerial problem-solving process is a never-ending cycle of planning, doing, checking, and acting, while also monitoring the situation and the outcomes. As needed, managers make adjustments to their plans so that the team can continue to move towards the solution that will lead them to better business results .

Recommended For You:

Leadership development workshops, get exclusive content delivered straight to your inbox.

When you subscribe to our blog and become a CMOE Insider.

And the best part?

It's 100% free.

As Featured In:

The Better Business Bureau has determined that CMOE meets accreditation standards. These standards verify that CMOE’s product quality and competence enhance customer trust and confidence.

©2024 Center for Management & Organization Effectiveness. All rights reserved.

Telling the truth about SME life today

Home » Employment & Management » Importance of problem-solving for potential managers

Importance of problem-solving for potential managers

• October 8, 2021

Effective problem solving is a crucial skill for managers to possess because they’re expected to be able to overcome challenges in everyday operations to more complex conflicts and missed goals.

Being able to identify problems, analyse the cause and take practical and logical steps to resolve them requires a calm and clear head. The sum of this expertise is a huge bonus for businesses looking to achieve their organisational goals and create a collaborative, stress free work environment.

In this article, we’ll further discuss the importance of problem-solving for potential managers, how to assess whether someone has good problem-solving skills, and how you can improve your problem-solving.

Why do managers need to have problem-solving skills?

Finding the best solutions to problems in the workplace is very important as it helps employees to succeed. Some of the reasons why effective problem solving by management is so important are:

• Achieve goals- A good manager that can effectively get rid of problems and obstacles that are in the path of your employees will help employees achieve the goals that have been set for them.
• Manage teams effectively- Efficient management and problem-solving means that teams can be managed properly, and each team member will know exactly what is expected of them.
• Build collaboration- With problems taken care of, it is easier to build collaboration, cohesion, and a welcoming workplace environment.
• Client satisfaction- When it comes to client satisfaction, speedy problem solving is an absolute must.
• Meeting deadlines- With problems eliminated, the path is clear for employees to meet deadlines and deliver work in a timely manner.
• Eliminate stress from the workplace- even the tiniest problems such as a broken printer can cause enormous stress in the workplace, so having a manager that takes problem-solving seriously will be a massive asset when creating a calm and stress-free working environment.

How do you identify whether someone has good problem-solving skills or not?

If you are looking to hire potential managers for your business, you’ll need to identify whether they are good problem solvers or not. This can be quite tricky, as you often can’t get a well-rounded idea of someone’s problem-solving skills in just one interview, but you can do the following:

Ask them to come up with solutions to theoretical problems

In the interview setting, why not ask the candidate to come up with solutions to recent problems that you experienced in your workplace. Encourage them to ask questions about the specifics of the situation so that they have an accurate idea of the issue at hand. Don’t rush them, as good solutions require some brainstorming (so ensure you provide them with a paper and pen should it be an in-person interview). Hearing the solutions that they come up with should give you valuable insight into their problem-solving skills and whether or not they would be a good fit for your workplace environment.

Ask them about their previous experience with problem-solving

Even if the candidate has no previous experience as a manager, everyone has to solve problems in their own lives, whether it be at school or as an employee. Ask about what other problems they have recently had to solve, and this should show you how well they can use logic and whether they stayed calm within the problem-solving process. Ask about how they felt and what obstacles they experienced along the way when it came to their problem-solving.

There are also many online tests that you could make use of and ask potential candidates to take in an effort to get a clear idea of their problem-solving skills.

How do you improve your problem-solving skills?

If you are someone that is looking for a management position, is perhaps already in a management position, and are looking to improve your problem-solving skills, you could look at the following for answers.

Gaining any sort of experience in the workplace, even working as a waiter or cashier, can help you develop your problem-solving skills. Of course, a management position would be the most valuable, but if that is not yet possible, just try to put your problem-solving skills to the test in your everyday life. Whether it be a flat tyre or a personal matter, test yourself by always trying to come up with the most effective solution.

Online courses

There are so many online courses out there that can help give you the skills that you need to become a better problem solver. These online courses may focus on soft managerial skills or even focus on the skill of problem-solving itself. Many of these courses are very affordable and even free, so go the extra mile by enrolling in one of these courses.

Applying yourself

When you are faced with a problem in your life, always push yourself to go the extra mile in coming up with solutions for your problems. Shy away from being lazy and rather apply yourself in as many aspects as you possibly can, and you’ll soon see that your problem-solving skills will blossom and develop.

Gain knowledge

As a manager in the workplace, it is important that you are constantly improving your knowledge when it comes to industry regulations, current industry trends, etc. Take the time to read relevant articles and up your knowledge for your chosen industry. This way, when problems arise, you’ll be armed with relevant knowledge that may help you in your quest to find the ideal solution.

Helping others solve their problems

If you really want to up your problem-solving skills, you could let your friends and family know, and spend time with them discussing their current problems and frustrations, and help them find solutions.

You could also practise coming up with solutions to theoretical problems that you are not currently facing but could face in the near future.

Practice stress relief

If you are someone that gets stressed out very easily, this is definitely going to be a hindrance to you when it comes to solving problems. Stress clouds your brain, which can cause you to make snap, erratic decisions that you may regret later.

If you want to be a good problem solver, practice maintaining a peaceful state of mind, and look into stress relief techniques such as meditation, self-care, etc.

4 steps to problem-solving

When it comes to solving problems both in and out of the workplace, there are four steps that you can take for effective problem solving; these include:

Identify the problem

The first step is to identify the problem as soon as possible. The sooner you spot a problem, the easier it may be to solve it. Allowing problems to go unnoticed means that they’ll probably become more complicated and grow in size. So ensure that you are always keeping an eye on things so that you can identify problems as they arise.

Analyse the problem

Once you have identified the problem, the next step is to analyse it. Look at the problem from a few different angles and ensure that you understand the source of the issue at hand before coming up with solutions. If you understand the root of the problem, you’re more likely to come up with solutions that will be most effective.

Come up with solutions

Practice techniques such as brainstorming when developing solutions. Come up with a variety of solutions and decide which is most fair, affordable, time-effective, and convenient in the given situation. Try to avoid making impulsive, snap decisions that you could end up regretting at a later stage.

Come up with a plan that you can use to implement the solution you have come up with, and if it involves any other parties, ensure that they know about it. Act on this plan and carry it out with precision and confidence. There should also be a contingency plan in place so that your Plan A has a fall-back should anything go wrong along the way.

Skills that are associated with problem-solving

Problem-solving can be used as an umbrella term for a diverse skill set that aids in effective problem-solving. People who are known as fantastic problem solvers often have the same sort of skill set, and if you are on the lookout for a potential manager, the following skills may be an indicator that they’d be good at solving problems. Some of the skills that are associated with problem-solving include:

Communication

Communication is a very important skill for any manager. Even if a manager comes up with great solutions if they cannot effectively communicate these solutions to their team, then what is the point? As poor communication results in good ideas getting lost in translation.

Communication skills also help managers find the root of certain issues as they’re able to easily talk to their team and ask the right questions to find the source of any workplace issues.

Good communication and transparency also help build trust in the workplace, allowing employees to report their problems to the manager without hesitation.

Confidence is one of the main features of a good leader. It takes confidence in one’s abilities to come up with great solutions, and even more, confidence to implement them and carry them out. Employees will be distrustful of a manager that is not confident and may question their problem-solving skills even though their solutions may be effective. It is all about confidence when leading a team!

Ability to keep calm under pressure

There is no doubt about it…dealing with a wide variety of problems every day can be incredibly stressful, and many managers find that they are just not cut out for the job as they succumb to the stress. A good problem-solving manager should be able to keep their stress in check and ensure that they are always calm and clear-headed when coming up with solutions. Stress will only cause a cloudy brain and increase the likelihood of making ill-informed, erratic decisions.

Logical thinking

As we have mentioned in this article already, there is a step-by-step way to logically deal with problems. Logical thinkers will easily be able to assess all of the possible solutions and choose the one that makes the most sense. Logical thinkers are also often talented when it comes to maths and finding the most affordable and convenient solutions to workplace problems, both big and small.

Creativity 

As much as logical thinking is very important, creativity plays a role that is just as important. In many instances, it takes thinking a little outside of the box in order to come up with custom solutions that best suit your specific situation in the workplace. Sometimes the best solutions are the ones that are the most creative.

A great problem solver will have a healthy relationship with their intuition and will have a keen sense of when a problem may be arising, sometimes before it even happens. A good problem solver should be able to trust their gut instinct and use their intuition as a clue to look for any issues around them.

Final Thoughts

Problem solving is a key trait for successful managers. Being able to analyse situations, people and products to come up with ways to resolve conflict or difficulty takes creativity, interpersonal skills, logistical thinking, communication and the ability to remain calm under pressure.

Whilst many people have these skills naturally, others are not natural problem solvers. If lacking in the core personality traits to be a problem solver, people can learn through example and training how to become better in these areas.

Businesses should consider problem solving as an important trait to look out for when hiring business managers and leaders to stand the best chance of the organisation being able to work through challenges and build success.

• May 15, 2024

How To Handle False Accusations At Work

• May 7, 2024

S.Wilkinson Drain Jetting Limited – A One-Stop Service Success

• May 3, 2024

Introducing Google’s AI Search Experience: How Will It Affect Business SEO?

• May 1, 2024

Brunel Engraving Shares The Secrets Of 35 Years Of Growth

• Employment & Management , HR

Related Stories

How Long Can Employees Be On Sick Leave Before Dismissal?

Why Businesses Need To Partner With Local Education Providers To Develop Relationships For Future Top Talent Recruitment

What Is A Limited Company Strike Off?

What is a Shareholders Agreement?

External v Internal Finance Sources

Advantages & Disadvantages Of Swot Analysis

The Ultimate Guide to Sole Trader Bookkeeping 

What Is Conscious Business & How Can We Cultivate It?

What Is The Flat Rate Scheme And Its Percentages

Taking Holidays As A Freelancer

How to Start an Etsy Shop – Everything You Need to Know

What is Business Administration?

How to Write a Freelance Contract

10 Most Popular Ways to Promote Your Business

Qualities of a Good Team Leader

Funding Female-Led Businesses: The Way Forward

What Does Your Business Branding Say About You?

Menopause in the Workplace: Conclusions from WEC Report 2022

How Personalisation Can Improve the Employee Experience

Why Your Web Host Matters: Is It The Key To Improving SME Site Performance?

Three Tips for Success When Starting Your New Position as a Team Manager

How to Mold Top-Performing Employees

Smart1 Recruitment: Going the Extra Mile with Mike Harper

Why Personal Experience is the Key to Tech Launch Success

Investing in Well-being to Stem the Tides of the Great Resignation

Planning for the Future: 5 Tips for Building a Robust Financial Forecast

5 Types of Sales Enablement Content You Need for Your Business (and Tips on How to Create It)

How to Grow Your Business Organically

Drive to De-Risk and Crystallise Value Spurs Interest in ‘Cash-Out’ Opportunities

Work Perks: Why Your Business Should Say Goodbye to the Free Gym Membership

Celebrating British Excellence with Sarah Austin

Has Remote Working Changed B2B Purchasing Forever?

Out with the Old, In with the New: How Digital Agreements Redefine the Present of Work

Pitch Deck Design Trends and Top Tips for Making Your Pitch Deck Stand Out

Super Apps are the Way Forward for Modern Parents: Interviewing the Creator of Onoco

Financial and Funding Business Contingency Planning with Kevin Harfield – MD JamesField Executive Limited

Google Launches New Core Update: What This Means for Businesses

Why Firms Can See the Global Supply Chain Crisis as an Opportunity

Does your Business have what it takes to win at The Lloyds Bank British Business Excellence Awards?

Tackling Inflation As An SME: 5 Strategies For Corporate Success

How to find Inner Safety, Sleep Well and Increase Energy and Performance

Preventing a Wage Spiral: How to Balance Talent Retention and Recruitment Post-Pandemic

How To Beat Loneliness In The Workplace

How To Get Started In Property Investment

Conquering Dragons’ Den with cheesegeek Founder, Edward Hancock

How Small Businesses Can Capitalise on Demographic Changes

Lessons from the tv world: the link between developing tv shows and new businesses.

Branded Content Can Be Key To Protecting Your Reputation

Elon Musk Buys Twitter: What Does it Mean for SMEs?

Eskimoz Conquers the European SEO Market

“Inspire your team to excellence”: Interview with Marie Grove Walton

TikTok for Business: How to Market to Millions

How Has COP26 Affected The Corporate Sector Six Months Later?

What Happens if Britain’s Backbone Breaks?

It’s Time Businesses Reboot Their Employee Wellbeing Experience Tools

The Formula for High Fashion: How Sunglasses Deals Became Big Business for the F1 Industry

Should Employers Provide Workers Access to Mental Health Services?

The Best Tools for Creative Freelancers

The Chancellor’s Spring Statement 2022: The Summary

Is Your Brand a Great Design Story in the Making?

Opening of GOV G-Cloud 13 Framework Means Huge Opportunities for SMEs

Lewis Hamilton: Lessons in Resilience and Determination

Adopting a People First Approach to Technology

Women-Led Businesses You Should Be Paying Attention To

Litalist: Building a Community Between Book Lovers and Booksellers

Breaking into the Publishing Industry? Start Your Own Crowdfunded Publisher

Marketing Strategies in a Technology-Driven Age

Business Leaders Are Under Unprecedented Pressure – But Have Unprecedented Opportunities

Productivity Wars: How Managers Can Re-Inspire Their Teams

Russian Invasion of Ukraine Threatens Global Economy Amid Massive Recession

Queer-owned Small Businesses: How To Celebrate LGBTQ+ History Month And People All Year Round

“Creators aren’t aspirational dreamers, they’re a critical part of the economy,” says Lotanna Ezeike, Founder and CEO, XPO

Why Parental Leave Isn’t the Issue for Young Professionals

With Love – Taking the Opportunity to Care for Your Staff on Valentine’s Day

Oldest Pair Breaks Record Rowing Talisker Whiskey Atlantic Challenge

Creating Skincare Brands for the TikTok Generation with Tiffany Salmon

How to Surmount Your Self-Doubt as an SME Entrepreneur

Social First, CV Second: How Gen Z is Changing the Hiring Process

Ocean Club Holidays: Vertically Integrated, Organically Grown

Private Capital Could Help Drive SMEs Forward on the Road to Recovery

Covid Rules To Be Lifted In England Over The Next Week

Pioneering Adtech Company Keeps TV Advertisers Informed and Adaptable

The New Year: The New Loyalty and Rewards Strategy

What Business Owners Need to Know about Workplace Mental Health Support

Are Print Magazines Still Viable in our Increasingly Digital Lifestyles?

How to Make the Most Out of the New Year

Why Emotional Intelligence is Key to Successful Conscious Leadership

Ways to Avoid Burnout as a Freelancer

3 Easy Ways to Simplify Your Small Business For Streamlined Success

Elizabeth Holmes Found Guilty of Fraud in Theranos Case

There’s Bias in Burnout, and Things Need to Change

Is There a Correlation Between How You Sleep and How You Work?

Fashion’s Plagiarism Habit and The Impact on Small Brands

Living the Laptop Lifestyle with Social Cactus

The Competition to Create the Best Christmas TV Advert

Some Businesses Won’t Survive This Christmas Under New Omicron Restrictions

Putting Cyber Security First: Why the Latest Trends make this Critical for SMEs

Finding the Perfect Gift: Interview with Louise Doyle and Steph Scholes

How Innovation is Driving New Sustainability Goals

How your SME can capitalise on the Festive Season

Narce Media: Video is the Ultimate Content Currency

A Chanel Christmas Story: How Important Are Customer Perceptions of Value for Money?

Starting Out in a New Market

Lush Exit: Can Brands Survive Without Social Media?

Introducing the Entrepreneur Who Has Banished Leathers for Making Timeless Sustainable Accessories

Increasing E-Commerce Sales with Website Analysis Insights

6 Tips for Selling your Business

Cybersecurity Business Leading the Charge Against Business Threats

“Diversity of thought” – Why it’s Crucial to Business Success

Did COP26 Inspire Business Sustainability Or Just Encourage A Future Of ‘Greenwashing’?

“The Entrepreneur Ship” Takes on the Talisker Rowing Challenge

What Lidl’s Pay Rise Shows Us About the Competition for Staff?

Speaking your Mind as an Introvert in the Workplace

Wonsulting and TikTok Resumes: Revolutionising Recruitment for the Future

The Rising Wages Impact on Small Businesses

Black Friday Success: Ditch the Discounts and Get Creative

Jeff Bezos letter to shareholders on the Amazon way of business offers pearls of wisdom

Let’s hope naming and shaming closes the book on deplorable minimum wage abuses

Dame Kelly Holmes: The overlap between sport and business

Sajid Javid’s pledge to “always back” the UK’s small businesses is a big one

Gdpr law formalises best practice we should have been embracing anyway, british airways owner iag invests in two tech startups.

The Art of Selling: 5?new rules of engagement”for sales

The incredible rise of britain’s mission-led businesses, protecting your business through employment contracts.

Clarks needs to eradicate “sexist” shoe habit before gender stereotype ad crackdown

More from employment & management , hr.

OTE Meaning (On-target Earnings)

5 Key Approaches To Master Holding Town Hall Meetings In A Small Business

The 12 Most Common Injuries In The Workplace

Top 10 Interview Mistakes

What Can You Bring To The Company? – Key Interview Questions Answered

What to do if HR ignores you

P60 Meaning – Definition, Issue Date & Deadline Details

Table of Contents

Benefits of working part-time vs full-time

HR Roles And Responsibilities

The Minimum Wage of 17-Year-Old UK Residents

How to open a shop in the UK? What you need to know for a successful launch

How to offer finance to your customers in the UK

Advantages of proprietary software – Is it right for your business?

EORI Numbers: The Ultimate Guide

Why Perfection is the Enemy of Progress for Entrepreneurs

Do employers have to pay shift allowance?

If you enjoyed this article, why not join our newsletter?

We promise only quality content, tailored to suit what our readers like to see!

Published by Prosper 2 Media

Do you want to write for us click here to find out how.

Real Business has championed entrepreneurship in the UK since 1997. It is now the main source of inspiration, education, and collaboration for the owners of fast-growing businesses, from startups to mid-market companies. Real Business provides readers with high profile interviews, news, insight and industry benchmark reports, as well as a growing stable of events tailored to SME growth.

Privacy Policy

Privacy Overview

What to say in which employee talk – Get the Leader’s Go-To Guide for effective communication

• September 8, 2023

Problem-solving for managers – How to move on when things are tough

Welcome to our comprehensive guide on problem-solving for managers. In today’s complex and rapidly changing business environment, problem-solving is a critical skill for managers. This guide aims to provide you with a deep understanding of the importance of problem-solving skills in management, and how to master the art of problem-solving through strategic approaches. We’ll also explore the common challenges that managers often face during problem-solving and provide practical solutions to overcome them.  

Then, we’ll delve into real-life case studies that demonstrate successful problem-solving techniques used by respected managers. Finally, we’ll share insightful tips on how to develop a culture of problem-solving within your team. This guide is designed to equip you with the necessary tools and strategies to navigate through complex problems and make informed decisions that lead to successful outcomes. Let’s get started.  

Your Guide to Problem-Solving for Managers

P roblem-solving is not just a skill but a necessity. This guide is meticulously designed to provide you with a holistic understanding and mastery of problem-solving. It delves into the crux of the importance of problem-solving skills, articulating why they are indispensable for managers. The guide further expounds on the nuanced art of problem-solving, detailing a step-by-step strategy for managers, from attaining a clear understanding of issues to generating solutions and evaluating them for efficacy. Recognizing the inevitability of challenges, this guide also presents ways to navigate common obstacles encountered during problem-solving, such as dealing with complex problems, managing team dynamics, and ensuring effective communication. It offers insightful case studies showcasing successful problem-solving techniques employed by respected managers, and concludes with practical advice on fostering a culture of problem-solving within teams, emphasizing open dialogue, innovative thinking, and continuous training and development opportunities. This guide is an invaluable resource for managers seeking to hone their problem-solving skills and lead their teams more effectively.  

Understanding the Importance of Problem-Solving Skills in Management

T he ability to effectively problem-solve is, without question, a skill of paramount importance. As managers, we are frequently faced with a myriad of challenges that demand our immediate attention and resolution. Thus, understanding the concept of problem-solving becomes critical. Problem-solving, as the term suggests, refers to the process of identifying a problem, analyzing potential solutions, and implementing the most effective one. Furthermore, it is essential to comprehend why problem-solving is so crucial for managers. Essentially, a manager’s role  involves making decisions that will impact an entire team or organization. Therefore, being able to solve problems efficiently and effectively is a key attribute that can significantly enhance a manager’s performance and, by extension, the overall productivity of the organization.  

Defining Problem-Solving

Problem-solving, as the term suggests, refers to the process of identifying a problem or challenge, analyzing it in detail, generating potential solutions, and then implementing and evaluating the most effective solution. It is a cognitive process that involves critical thinking and logical reasoning. As a manager, problem-solving is not just about finding quick fixes or temporary solutions. Rather, it involves a strategic approach – understanding the root cause of the problem, considering its impact on the organization, and identifying long-term solutions that not only solve the problem but also prevent similar issues from arising in the future. The ability to solve problems effectively is thus a crucial skill in management, enhancing decision-making capabilities and contributing to the overall success of an organization.  

Why is Problem-Solving Crucial for Managers?

Problem-solving is an indispensable skill for all people leaders and managers out there . It serves as the cornerstone upon which effective leadership and successful business operations are built. Managers, as key decision-makers within an organization, are frequently presented with challenges varying from minor operational issues to major strategic dilemmas. The ability to dissect these problems, analyze them from multiple perspectives, and devise appropriate solutions is crucial. It not only aids in maintaining smooth operations but also in capitalizing on opportunities for growth and improvement. Furthermore, proficient problem-solving abilities empower managers to foster a positive and proactive work environment. This, in turn, promotes employee engagement, boosts team morale, and leads to enhanced productivity. In essence, problem-solving is not merely a skill but a vital management tool that contributes significantly to an organization’s success.  

Mastering the Art of Problem-Solving: Strategies for Managers

As a manager, mastering the art of problem-solving is not just important , it’s essential. This process often begins with establishing a clear understanding of the issue at hand. It requires an objective , analytical approach to identify the root cause of the problem rather than focusing on its symptoms. Once the issue is clearly defined, generating potential solutions becomes the next focal point. This stage encourages innovation and creativity, however, it should also be tempered with feasibility considerations. Upon brainstorming possible solutions , the next step is to evaluate and select the best one. This involves a careful analysis of each solution’s advantages and potential drawbacks, taking into account the resources available and the overall impact on the organization. The selected solution should not only resolve the present issue but also contribute to the long-term success of the organization. Remember, effective problem-solving is a skill that can be developed and refined over time, and it’s a cornerstone of successful management.  

Establishing a Clear Understanding of the Issue

As a manager, it is crucial to establish a clear understanding of the issue at hand to effectively strategize a solution. This involves identifying the problem in its entirety, evaluating the root causes, and understanding its impact on the operations and goals of your team or organization. Ensure a comprehensive approach by considering all relevant aspects – from internal dynamics to external factors that might influence the situation. This step is fundamental in problem-solving as it helps to prevent assumptions, unclear interpretations, and hasty decisions that could potentially exacerbate the issue. A thorough understanding of the problem lays a solid foundation for the generation of potential solutions, leading us to the next stage of the problem-solving process.  

Generating Potential Solutions

When accessing problem-solving with care , generating potential solutions is an imperative step. As a mana ger, it’s your responsib ility to f acilitate an environment conducive to creative thinking and open dialogue. Strive to approach the issue from various angles, taking int o account diverse perspectives. Encourage your team members to propose their own ideas, no matter how unconventional they may seem. By fostering a culture of innovation, you can unearth unique solutions that may not have been i nitially apparent . Remember, the key lies not in finding the ‘right’ solution im mediately , but in generating a wide array of potential solutions to evaluate and refine.  

Evaluating and Selecting the Best Solution

In the pursuit of effective problem-solving, the evaluation and selection of the most suitable solution holds paramount importance. As a manager, it becomes your responsibility to assess the pros and cons of each potential solution with a discerning and analytical mindset. This process needs to be conducted with a meticulous approach, keeping in mind the overall organizational goals, the resources at disposal, and the potential impact on the team. It is crucial to remember that the best solution may not always be the most obvious or the easiest one. Patience, objectivity, and a strategic mindset are essential in this phase of problem-solving. Once a solution is chosen, it’s vital to communicate the reasoning behind the selection to your team to ensure collective understanding and cooperation.  

Overcoming Common Challenges in Problem-Solving for Managers

In management, problem-solving often entails overcoming a variety of challenges. One such challenge is dealing with complex problems. A manager must possess the ability to break down these complex issues into manageable parts for comprehensive analysis and solution formulation. Another common challenge is navigating team dynamics during problem-solving. It’s essential for a manager to understand and manage varying personalities, work styles, and opinions to foster a productive problem-solving environment. Ensuring effective communication  is also crucial. Clear, concise, and open communication can prevent misunderstandings and align the team towards a common goal. Overcoming these challenges is not a straightforward task, but with patience, strategic thinking, and effective communication skills, it’s possible to surmount these hurdles and lead your team towards effective problem-solving.  

Dealing with Complex Problems

In the realm of management, complex problems are inevitable. It is how we navigate these complexities that truly defines our effectiveness as leaders. One must not shy away from these challenges, instead, they should be viewed as opportunities for growth and innovation. As a manager, it’s crucial to dissect these complex issues into manageable parts. This systematic approach allows for a clearer understanding of the problem at hand. Encourage your team to question the status quo and explore various perspectives. This promotes critical thinking and often leads to novel solutions. Remember, in the face of complexity, patience and persistence are your allies. It is through dealing with these intricate issues that we cultivate resilience and fortify our problem-solving skills.  

Navigating Team Dynamics during Problem-Solving

Navigating team dynamics during the problem-solving process is a critical task for managers. It involves understanding the different personalities, skills, and working styles within the team, and directing these diverse elements towards a common goal. Team dynamics can significantly influence the effectiveness of problem-solving efforts. For instance, conflicts may arise, or certain members may dominate discussions, preventing others from contributing their ideas. As a manager, it is crucial to promote a culture of respect and inclusivity, ensuring all voices are heard. Regular team-building exercises can help to foster stronger relationships and mutual understanding among team members, leading to more effective collaboration in problem-solving. Moreover, managers should be skilled in conflict resolution  to address any issues promptly and prevent them from hampering the problem-solving process. By adeptly managing team dynamics, managers can facilitat e smooth and efficient problem-solving, ultimately drivin g the team’s success.  

Ensuring Effective Communication

As a manager, one of the most vital aspects of problem-solving is ensuring effective communication among your team members. It is essential to understand that in a formal setting, communication is not merely about exchanging information. It involves a systematic and structured approach where clarity and conciseness are highly valued. Every interaction should be purposeful and directed towards achieving the defined objectives . Misunderstandings can lead to complications, thus the importance of precision cannot be overstated. Moreover, by promoting a culture of open and respectful dialogue, you can facilitate an environment where everyone feels comfortable sharing their thoughts and ideas. In essence, effective communication in problem-solving is about bridging gaps and building a shared understanding to drive towards a common goal.  

Developing a Culture of Problem-Solving within Your Team

Cultivating a culture of problem-solving within a team is a fundamental task that demands strategic planning and careful execution. This process begins with the promotion of open dialogue and collaboration. As a leader, it is essential to establish an environment where team members feel comfortable expressing their ideas and concerns without fear of judgment. Moreover, fostering innovative thinking is equally important. This involves encouraging team members to think outside the box, challenge the status quo, and propose novel solutions to problems. Lastly, providing regular training and development opportunities is crucial. These initiatives equip team members with the necessary skills and knowledge to tackle problems effectively. In sum, developing a culture of problem-solving within a team requires a blend of open communication, creative thinking, and continuous learning.  

Promoting Open Dialogue and Collaboration

In fostering a culture of problem-solving within your organization, a pivotal element is the promotion of open dialogue and collaboration. This approach necessitates an environment where every team member feels comfortable expressing their ideas and concerns. It is through the free exchange of perspectives and insights that innovative solutions can emerge . Furthermore, collaboration paves the way for a collective ownership of challenges and their corresponding solutions. It is imperative for leaders to model this behavior, encouraging transparency and mutual respect. By doing so, the team not only becomes more efficient at problem-solving but also cultivates a stronger sense of unity and shared purpose.  

Encouraging Innovative Thinking

As a leader, it is imperative to encourage innovative thinking within your team. This can be achieved by fostering an environment where creativity and originality are valued and rewarded. It is not sufficient to merely allow for innovation, but rather, it should be actively promoted and nurtured. Encouraging team members to think outside the box and challenge conventional wisdom can lead to the discovery of novel and effective solutions to problems. The importance of innovative thinking should be communicated clearly, and team members should be provided with the resources and support necessary to explore new ideas . By doing so, you will be enhancing your team’s problem-solving capabilities and promoting a culture of innovation and continuous improvement.  

Providing Regular Training and Development Opportunities

In a n organizational setting, always remember the significance of regular training and development opportunities. These initiatives play a pivotal role in fostering a culture of problem-solving within teams. Regular training programs enable team members to acquire new skills and refine their existing ones, thereby enhancing their problem-solving proficiency . Furthermore, development opportunities such as workshops, seminars, and conferences provide exposure to a diverse range of problem-solving strategies and techniques. This not only broadens the team’s collective problem-solving capacity but also instills a mindset of continuous learning and improvement. Therefore, organizations must prioritize regular training and development to cultivate a robust problem-solving culture.  

Questions and Answers of of problem-solving for managers

What are problem-solving skills of a manager?  

Problem-solving skills of a manager involve the ability to identify and define the problem, generate alternative solutions, evaluate and select the best alternative, implement the solution, and finally, monitor progress and make necessary adjustments. These skills also include critical thinking, the ability to analyze a situation and identify patterns that may not be immediately apparent. It involves being able to understand the implications of the problem and the impact it has on a project or business. A good manager uses these problem-solving skills to facilitate communication, collaboration, and negotiation between team members.  

What are the 4 P’s of problem management?  

The 4 P’s of problem management include:   

1) Problem Identification: Identifying the root cause of issues and preventing them from recurring.   

2) Problem Control: Focusing on understanding the problem and its impact, and determining the best way to manage it.   

3) Problem Resolution: Implementing the most effective solution to eliminate the problem.  

4) Problem Closure: Documenting the problem and the resolution, and ensuring it has been fully resolved and will not reoccur.  

What are the five 5 most common methods in problem-solving in management?  

The five most common methods in problem-solving in management include:   

1) Brainstorming: A group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas.   

2) Root Cause Analysis (RCA): A method of problem solving used for identifying the root causes of faults or problems.   

3) SWOT Analysis: Identifying Strengths, Weaknesses, Opportunities, and Threats related to business competition or project planning.   

4) Pareto Analysis: Also known as the 80/20 rule, a decision-making technique that uses statistical analysis to select a limited number of tasks that produce significant overall effect.  

5) Six Sigma: A set of techniques and tools for process improvement.  

What are the problem-solving skills of a good leader?  

A good leader uses problem-solving skills to identify and understand challenges, generate potential solutions, select the most effective solution, and implement it in a way that benefits the team and the organization. These skills include critical thinking, which is the ability to make clear, reasoned judgments. They also need decision-making skills, which involves choosing the best course of action among different alternatives. Additionally, they need negotiation and collaboration skills to bring team members together and achieve a common goal. A good leader also needs to be able to communicate effectively to ensure everyone understands the problem and the chosen solution.  

What are the elements of effective problem-solving in a team?  

Effective problem-solving in a team involves clear communication, collaboration, critical thinking, creativity, and decision-making. The team must be able to identify and understand the problem, generate potential solutions, evaluate these solutions, and implement the best one. They must also be able to monitor the situation and make adjustments as necessary.  

How does problem-solving contribute to effective leadership?  

Problem-solving is an essential part of leadership. It enables leaders to navigate complex business landscapes, make decisions under uncertainty, and guide their teams towards achieving their objectives. By effectively solving problems, leaders can create a positive work environment where team members feel empowered and motivated.  

What are some common obstacles to effective problem-solving?  

Common obstacles to effective problem-solving include lack of clarity about the problem, poor communication, lack of relevant information, limited resources, resistance to change, and lack of cooperation or trust among team members.  

How can a manager improve their problem-solving skills?  

A manager can improve their problem-solving skills by practicing critical thinking, seeking feedback, learning from mistakes, and continuously seeking to learn and grow. They can also benefit from training and development programs that focus on problem-solving and decision-making.  

Summary of problem-solving for managers

In conclusion, this blog provided a comprehensive guide to problem-solving for managers. It underscored the importance of problem-solving skills in management, highlighting the need for a clear definition and understanding of the significance of such skills in a managerial role.  

The article then delved into strategies to master the art of problem-solving, emphasizing the need to clearly understand the issue, generate potential solutions, and evaluate to select the best solution.  

The blog also addressed common challenges faced by managers in problem-solving, such as dealing with complex problems, navigating team dynamics, and ensuring effective communication. Readers were provided with insights into how respected managers have successfully applied problem-solving techniques, through a series of case studies.  

Finally, the blog emphasized the importance of fostering a culture of problem-solving within teams. It suggested promoting open dialogue and collaboration, encouraging innovative thinking, and providing regular training and development opportunities to ensure a problem-solving environment.  

In essence, the blog provided a holistic view of problem-solving in management, equipping managers and leaders with strategies and techniques to address challenges and create a conducive problem-solving culture within their teams.  

Related Posts

Mastering Team Communication Strategies: A Comprehensive Guide 

Effective team communication  is essential for the success of an organization. It involves both verbal and non-verbal channels and requires a clear understanding of the

A Comprehensive Guide on Conducting Performance Review 

A successful performance review is centered around effective communication, thorough preparation, and a clear understanding of mutual expectations. It should be a constructive conversation that

Understanding Performance Reviews: A Comprehensive Guide 

Understanding performance evaluations is a crucial aspect of professional growth. These assessments are essential for recognizing strengths, areas for development, and potential opportunities for advancement.

The Comprehensive Guide on Developing Your Leadership Style 

In the pursuit of effective leadership, it is of utmost importance to embrace your personal style. Taking a deep dive into your unique strengths and

The Comprehensive Guide to Understanding Democratic Leadership Style 

Democratic leadership, also known as participative leadership, involves a collaborative approach where decision-making is shared among team members. This style of leadership promotes open communication

We’re the impactivation collective.

We worked with literally thousands of leaders around the globe, helping them to achieve what they desire. And to navigate the busy and challenging leadership life with joy and excellence. Want to go and grow a bit with us? 

The Leadership Superpower Series

Get a bite-sized leadership impulse each Tuesday that takes you no more than 10 minutes to complete for immediate positive impact on your leadership.

Copyright © Impactivation by Think Beyond

We are offering inhouse programs to upskill your entire organization

The Importance of Problem-Solving Skills in the Workplace

November 10, 2022 - job & career.

Hands-on Management 3.0 leadership workshops focus on tangible practices to help managers, team leaders, middle management, and C-level executives increase employee engagement and foster transformational change within their organizations. Start Your Leadership Journey Today!

According to Management 3.0 Facilitator Ilija Popjanev , problem solving is essential for individuals and organizations as it enables us to control all aspects of our business environment. In this article, Ilija looks into problem-solving skills, how the problem-solving process works, and which tools help you to advance this skill set.

In this article you will learn about:

What is Problem Solving?

• Problem-Solving in Six Easy Steps

Why is Problem-Solving so Important for Leaders, Teams, and Organizations?

Problem-solving techniques in the workplace, better employee experience by using problem-solving tools from management 3.0, how do employees develop problem-solving skills, what skills make a good problem solver.

In the last few years, we have been living 100% in the VUCA world, with so many unpredictable and complex threats and challenges. As a result, organizations must create a sense of urgency to redesign their present business models and to rebuild the foundations for the future of work. 

All companies now need effective problem-solving skills and tools at all levels, starting with individuals and teams, and finishing with their leaders and managers. This new reality enables growth and success only for those well-equipped and empowered by effective problem-solving skills and tools. 

One of the behaviors of Management 1.0 style is to constantly look for ways to stop “fighting fires,”. Instead, the Management 3.0 style seeks to “find the root cause” of the problem, and then to refocus, improve, and plan a different way for fulfilling workplace tasks.

Management 3.0 provides effective tools and principles for building the system for effective problem solving. It provides us with techniques we can use to understand what is happening in our world, to identify things we want to change, and then apply everything that needs to be done to achieve the desired outcome. We live by the motto: fail fast, recover quickly, and learn from the failures.

The agile way of working does not mean being perfect, but instead it allows for failures and sees them as opportunities to learn, grow, and adapt . Perfection is useless if we do not provide value fast for our customers. That is why problem solving is the foundation for continuous improvement, learning, and collaboration, which leads to innovations and success in ever-changing economies and the new normal that we now live in. 

The definition of problem solving according to the Merriam-Webster Dictionary is: “The process or act of finding a solution to a problem.” Similarly, the Oxford English Dictionary describes problem solving as: “The process of finding solutions to difficult or complex issues.”

For me, Problem-solving is a process of understanding and owning the problem, constant pursuit for solutions and improvements, and putting into action the best option for the desired outcome.

Understanding context and interacting with our teammates are the essence of effective problem-solving. We must clearly understand the complexity of our environment and the specifics of the context because things continuously change and evolve. Here, the Complexity Thinking Guidelines may help you to better understand what is happening and how to navigate complex environments more effectively.

We must have a lens through which to see problems as opportunities to improve, and regard our teams as sources of knowledge and experience. We have to connect people and opportunities in ways that can facilitate the best solutions for the problems that we are handling. Try using the Personal Maps , an excellent tool for bringing teams together and fostering diversity, respect, trust, and collaboration.

Today, all innovations and solved problems are team efforts because teams constantly improve their toolbox and competencies. Teams want to create something that was not there before, and which maximize their knowledge and resources.

To accomplish that, they need to build a process in a few easy steps:

• Be present, observe what is happening in your world, and define the problem.
• Review where you are now and what influences that state.
• Constantly improve and change things by using creative tools and tactics.
• Seek solutions and alternatives to make changes more effective.
• Make team decisions about which tools and solutions should be used.
• Implement improvements, monitor the process, and constantly adapt!

At this stage, by following the Management 3.0 principle of “Improving the system,” you can use the tools Celebration Grids , combined with Yay! Questions , to best engage the team in the problem-solving process, while keeping track of what is working well, what can be changed, and what new options exist.

Documenting everything is an integral part of the problem-solving process. By using Celebration Grids, you are gamifying the process and keeping the team flow and energy on a higher level.

Also read: What type of problem-solver are you?

Problem-solving is crucial for everyone: individuals, teams, leaders, organizations, and ultimately for all stakeholders because it empowers us to better control the environment and everything that is going on in our world. Try using Delegation Poker so that teams can become more empowered to solve problems both alongside leaders and within their organization. 

Today, the speed of problem solving is important, and that is why organizations must give more power and authority on a team level , so employees can react quickly and even prevent problems. As a leading indicator, the Management 3.0 tool Problem Time can help you measure the time spent on uncompleted problem-solving tasks and activities; this is a valuable add-on to “lead and cycle time” lagging indicators, with which you measure the time taken on completed tasks.

Developing and refining problem-solving skills through constant practice and experimentation can refine the ability to solve problems and address issues with more complexities.

We may face various challenges in our daily work, and effective problem-solving can make a difference.

Make a Difference with Problem-Solving

• Problem-solving skills are important if you want to add more value . As an agilist, your objective is not to be perfect but to maximize the value you provide for all stakeholders. Start fast, deliver value early, manage failures and prioritize tasks by setting the urgency criteria.
• Problem-solving skills are important if you need to improve your results. You have to accept the complexity of success factors and better understand the need for changes and improvements in a continually uncertain environment. Results depend on your problem-solving skills!
• Problem-solving skills are important if you have to fix things that do not work. When your processes are not working as planned, problem solving will give you the structure and mechanisms to identify issues, figure out why things are broken, and take actions to fix them.
• Problem-solving skills are important when you have to address a risk. Sharpen your problem-solving skills to anticipate future events better and increase the awareness of cause-and-effect relationships. This enables you to take the right actions and influence the outcomes if issues do occur.
• Problem-solving skills are important if you work simultaneously on several projects. You should apply the same problem-solving techniques when you work on multiple projects, business functions, market segments, services, systems, processes, and teams. Standardize and scale!
• Problem-solving skills are important when you want to seize the day. Problem solving is all about innovation , building new things, and changing the system into a better one. This can help us to identify opportunities even in challenging times and prepare us for the future. You can visualize the process with the Meddles Game to better understand your ideas, solutions, and activities. It is a great way to engage your team as you can build the problem-solving concept and it is an effective tool for influencing all stakeholders affected by the problem. 

Also read: Collaborative Leadership explained .

Solving complex problems may be difficult, but problems will be solved when we use the right tools. Besides the powerful Management 3.0 tools I already mentioned, as a big fan of Lean and Liberating structures, I think you can find lots of problem-solving techniques to use in your daily business. 

Here is my short list of tools and techniques:

• 5 Whys – a great way to uncover the root cause is to understand the problem better. 
• Fishbone analysis – for visual analysis of the root causes of a problem. Easy to combine with ‘5 Whys’ or ‘Mind mapping’ to brainstorm and determine the cause and effect of any problem.
• Silent brainstorming – gives everyone a chance to participate in idea generation as not only the loudest people, but also the quiet ones, will participate equally. Everyone’s opinion has the same weight. 
• Mind maps – structured visual diagrams to share your ideas, concepts, and solutions the same way your brain does. You explain the problems quickly, then share fresh ideas, and finally come to a team consensus that can lead to an effective solution. 
• Six thinking hats – enable your team to consider problems from different angles, focusing on facts, creative solutions, or why some solutions might not work.
• Agreement certainty matrix – another tremendous visual tool for brainstorming problems and challenges by sorting them into simple, complicated, complex, or chaotic domains to later agree on what approach should be used to solve the concrete problems affecting a team.  
• Conversation café – enables the team to engage in productive conversations, with less arguing but more active listening, solving the problem in rounds of dialogues until reaching a consensus regarding the best problem-solving approach. 
• Design thinking – when you are struggling for fresh ideas, the 5-step process will help you empathize with the problem, then begin defining and developing new ideas, before prototyping and testing them. 

Edward Deming’s PDCA is the most known concept for continuous improvement and problem solving. You can gamify your events using the Change Management Game , a card game where PDCA will help you define the problem, take action, collect feedback, and adopt the new solution.

The “carrot and stick” approach, or in HR language, “pay for performance,” does not work anymore, especially for roles that require problem-solving, creativity, and innovative thinking. Creative people need a higher level of authority and empowerment to self-manage challenges and problem scenarios. When leaders and organizations create such systems, they foster intrinsic motivation and job satisfaction among these people. Creatives are seeking self-actualization through their careers.

This is one more case which calls for Management 3.0’s Delegation Poker to define the levels of authority in terms of problem-solving issues, as well as Moving Motivators to define key motivators for increasing productivity and employee satisfaction by changing behavior.

Improving Employee Experience with Problem-Solving

1. Use problem solving as a key motivator – have in mind Millennials and Gen Z creative workers ’ affinity towards tasks in which they feel challenged and have a sense of meaning. Provide them with big and tough problems to solve and use challenging tasks to keep them constantly engaged.

2. Continuous improvement can make a difference – creatives seek a sense of purpose and think outside of the box, so encouraging the ‘How can we execute this task better?’ mindset and problem solving become powerful tools for creating sustainable corporate culture.

3. Don’t connect solving problems with rewards – it can kill the perceived intrinsic value of the activity; it will disengage and dissatisfy employees. Autonomy, trust, respect, and gratitude will do the job. 

4. Apply the seven rules for creative managers – unleash the power of diversity , and cooperation, rely on merits, optimize exploration, open boundaries, keep options open, and update your workplace. 

We start solving problems from a very early age (the alphabet, learning to eat, driving a bicycle etc.). Then, everyday activities sharpen our problem-solving skills and enable us to solve more complex issues. 

As an adult, you can still develop your problem-solving skills by:

• Daily practicing of logic games, such as chess, and puzzles like Sudoku. 
• Video games can teach you how to deal with failure and persist in achieving your goals.
• Keep an idea journal or blog as a collection of all your ideas, thoughts, and patterns. 
• Think outside of the box – take a different perspective to understand the problem better.
• Practice brainstorming combined with mind mapping, working with your team.
• Put yourself in new situations – take on a challenging project at work.
• Start using the “what if” mindset in daily circumstances and test new approaches.
• Read more books on creativity and articles which cover your areas of interest. 

I also believe coaching can help build creativity and problem-solving skills, encouraging people to take greater ownership of their work and commit to corporate goals. A coach can provide clear guidance as to what is important at the moment; they help people better, focus, and move into action. By asking powerful questions and challenging others to think outside of the box, the coach removes their barriers and lets them see the situation from a new perspective.

Coaching can provide structure so people develop their own expertise and insights to contribute better when problems arise and the pressure to succeed is growing.

The interview is an excellent opportunity to research a candidate’s problem-solving skills, and STAR questions should be related to their previous experience dealing with problems. A candidate with good problem-solving skills can quickly embed in the team and become a valuable asset for the company.

In my Agility in HR workshops , we regularly discuss interview questions. Some popular STAR questions are:

• “If you cannot find a solution to a problem, how do you deal with the situation?”
• “How do you react when faced with unexpected problems or challenges?”
• “Describe an occasion when you had to adapt at the last minute. How did you handle this?”

Problem-solving requires the ability to identify a problem, find the root cause, create solutions, and execute them. All these steps are essential for achieving the desired results. 

Some of the skills that problem solvers must constantly sharpen are:

• Collaborative communication . Clear communication is essential when you explain the problem and the solution to your teammates. During brainstorming sessions, asking the right questions to determine the root cause , as well as synergic collaboration are needed.
• Active listening is important to prevent mistakes as  you can absorb the details your colleagues tell you about the problem. Use open-ended questions for clarification, and always be open to feedback and views that differ from yours.
• Coachability. The willingness to accept feedback and the ability to improve. Learning from more experienced people, being curious to ask many questions, constructively using your ego, skipping excuses and blaming others, and accepting Feedback Wraps from your coach.
• Decision making . Problems cannot be solved without risk-taking and bringing important decisions (including relevant data, levels of delegation, alternative solutions etc.) to the forefront.
• Critical thinking . Be 100% objective when you try to find the cause of the problem. Skip ego trips and personal biases. Identify your mistakes in the thinking process and show personal accountability .
• Research and data analysis . Proper research allows you to diagnose the actual problem, not just the symptoms. If the cause of the problem is not immediately apparent, you can use the power of data to discover the issue’s history, some patterns, future trends, etc.
• Persistence . Trust in the problem-solving process you have designed and follow every step with patience and persistence; even when you fail repeatedly, do not give up. Keep moving and remember Thomas Edison’s quote: “I have not failed. I have just found 9,999 ways that do not work.”

In the new VUCA world we now live in, problem solving is a crucial soft skill, and employers are actively seeking people with this skill set because they can prepare for problems before they arise. Problem solvers better identify opportunities, understand their environment, create a solution, and generate ideas that lead to great results and success.

According to a study made by LinkedIn Learning in August 2022 , future skills are rapidly changing, and problem solving is among the top soft skills employers search for from their candidates, as well as communication and leadership skills.

Using all aforementioned tools and practices from Management 3.0, following the guides, and sharpening your skills, will help you not only to be effective in resolving the problems that may arise, but also to solve them with enthusiasm and passion. They will create a higher level of engagement and collaboration in the team and help unleash people’s creativity and innovation. A win-win for everyone!

Photo by Parabol on Unsplash

Have you already read these?

Common career change mistakes to avoid, why is it important to be friendly at work, 9 reasons why quitting your job could be good for you, will a job in management make you happy, privacy overview, sign up for our engaging newsletter.

Subscribe Here!

Wait a second!

Buy Meddlers Game

Buy Kudo Cards

Buy Change Management Game

Buy Moving Motivators Game

Buy Delegation Poker Cards

• Skip to main content
• Skip to primary sidebar
• Skip to footer

Additional menu

What is problem-solving? And why is it important in the workplace?

September 28, 2023 by MindManager Blog

If there’s one thing you can count on as a business professional, it’s that you’ll never run short of new problems to solve. Thankfully, whether it includes handling difficult or unexpected situations in the workplace, or resolving complex organizational challenges, we all have the capacity to develop our business problem-solving skills.

The best way to get better at tackling problems productively is to start at the beginning. After all, the better you understand what problem-solving is – and the significant role it plays in every organization – the easier you’ll find it to improve on problem-solving skills in the workplace.

Let’s dive in!

What is problem-solving?

Problem-solving refers to the act of find solutions to difficult or complex issues.

A good problem-solving definition might be finding solutions to difficult or complex issues . In practice, however, solving problems in the workplace is a little more immersive than that.

In the workplace, problem-solving includes a variety of tools, resources, and techniques to:

• Identify what’s not working.
• Figure out why it’s broken.
• Determine the best course of action to fix it.

Whether you know them as obstacles, glitches, or setbacks, problems are a part of our everyday lives. The good news is that our brains excel at reasoning out intricate scenarios and making calculations in situations we’ve never experienced before. That means every one of us is hard-wired to be an adept problem-solver.

The trick is to learn how to take that innate ability and apply it in a deliberate and practiced way.

However, one thing is certain: successfully resolving business and workplace issues is essential.

Not only does effective problem-solving create value that encourages growth, it goes hand-in-hand with impactful decision making.

What are the benefits of problem-solving in business?

Practically speaking, problem-solving provides a golden opportunity to improve your processes, products, and systems – especially when you work through those challenges with others.

Learning to face difficulties calmly, and deal with them intentionally, can also:

• Ramp up your confidence.
• Increase your resilience.
• Help you develop valuable critical thinking skills.

Applying problem-solving skills in the face of an obstacle that seems insurmountable trains you to shift your perspective and look at potential hurdles in a different way.

It also gets you used to examining multiple options for dealing with a problem, which can help you feel more confident in the direction you take.

Solving problems as a team

Business problem solving as a team offers an even wider range of benefits since active collaboration tends to make good things happen at both the individual and group level.

For example:

• Team-based problem-solving is akin to having a built-in sounding board when you explore new approaches and ideas.
• As each team member’s critical thinking skills evolve, they bring fresh insights to the collective problem-solving process, bearing out the old adage that many heads are better than one.
• Solving problems as a team also reduces the feeling of personal risk and exposure that’s common when one person is tasked with solving a puzzle. When that same problem is shared, the sense of risk gets dispersed, and individual team members are less likely to feel singled out.

Not only is there less chance of arriving at an unreasonable or biased solution when you problem-solve as a group, team members assigned to carry that solution out will feel more invested in its success.

Examples of problem solving skills in the workplace

Improving on your problem-solving skills helps you make the most of your brain’s natural capacity to analyze and reason things out.

There are dozens of problem-solving skills that play out in the average workplace – all of which can contribute to your ability to correct oversights, resolve conflict , and work around unexpected obstructions.

Here are a few common examples of problem-solving skills in the workplace, and tips on how to improve them.

1. Data gathering

Figuring out the cause of a problem hinges on collecting relevant data. Consulting efficiently with colleagues, conducting online research, and brainstorming with your team are all valuable data gathering skills.

2. Active listening

As opposed to listening in a purely supportive or empathetic way, active listening involves concentrating fully on what the other person is saying so you can understand the content, respond accordingly, and remember what was said later.

3. Troubleshooting

The ability to analyze and troubleshoot a situation with the help of any data and human input you’ve gathered is essential for drilling down into the core of a problem, and scrutinizing potential solutions.

4. Brainstorming

Brainstorming has become synonymous with creative thinking, innovative idea generation, and problem-solving. The more productive your brainstorming sessions, the more likely you and your group are to put together a list of quality, workable solutions.

It’s interesting to note that effective decision making is both a contributor to, and a by-product of, effective problem-solving.

For example, honing your analytical abilities and other problem-solving skills will inevitably help you make better decisions. The more efficient your decision-making process becomes, meanwhile, the better you’ll get at uncovering and acting on the most promising solution to any dilemma.

A simple problem-solving scenario

It’s clear that we can all benefit from getting more comfortable with problem-solving in the workplace.

Examples of situations where your problem-solving skills will come in handy aren’t difficult to find, and might include:

• Fixing a technical issue for your customer.
• Improving your student’s test performance.
• Reducing the theft of your in-store merchandise.
• Bumping up your marketing reach.

But, here’s the interesting thing. While it’s evident in each of these situations that there’s a problem to be solved, the exact nature of that problem isn’t so obvious.

In the student’s case, for example, you’d need additional input to help you figure out why they’re performing poorly. Only then would you be able to take steps to find the best-fit solution and achieve the desired learning outcome.

Here’s a simple scenario to help demonstrate that idea:

Bringing new customers onboard in a timely manner is an important part of your client relations strategy. Since hiring Alex a few weeks ago, however, your onboarding process has been taking longer than it should and team members are beginning to complain.

While you can see that the problem in this scenario is the fact that your team isn’t meeting their client onboarding goals, the key is to get clear on exactly what’s causing the hold-up.

You could jump to the conclusion that Alex has time management issues and that it’s time to start looking for a replacement. But, since one of the most common mistakes in business problem-solving is attempting to seize on a solution right away, that might cause you to waste time and resources on a remedy that ultimately proves unnecessary, or that doesn’t provide a viable fix.

Instead, it’s time to put your problem-solving skills to work.

Using data gathering and troubleshooting to pinpoint and clarify the bottleneck in your onboarding process – and active listening to interpret the situation from Alex’s perspective – you soon determine that the real cause of the problem is not what you thought.

In truth, an administrative oversight during the hiring process (yet another problem to be solved!) left Alex unaware of, and without access to, the business process map that’s so vital to efficiently onboarding new customers. Once you provide the necessary resources, it doesn’t take Alex long to get up to speed – and your client onboarding process to revert back to the well-oiled machine that it was.

Even with a team of eager problem-solvers by your side, the truth is that it’s often necessary to have the right problem-solving tools in place to achieve your desired results. That’s where versatile mind mapping software can help.

Not only does MindManager® provide a visual framework that fully supports the problem-solving process, it improves comprehension, inspires more creative solutions, and boosts your ability to make the best possible decisions.

Ready to take the next step?

MindManager helps boost collaboration and productivity among remote and hybrid teams to achieve better results, faster.

Why choose MindManager?

MindManager® helps individuals, teams, and enterprises bring greater clarity and structure to plans, projects, and processes. It provides visual productivity tools and mind mapping software to help take you and your organization to where you want to be.

Explore MindManager

The service you are accessing is either under high load or has detected unusual activity from your network location.

To protect this service from abuse please complete the challenge below to continue.

What code is in the image? submit

Your unique support ID for this request is: 6266140638022461844.

If you see this challenge frequently or believe you are seeing it in error please record this ID and contact the Deakin University IT Service Desk . Additional information is available from the IT Knowledge Base .

Why are problem solving skills in the workplace so important? Subskills, benefits, scenarios

Test your candidates' problem-solving skills with testgorilla.

The importance of problem-solving skills in the workplace can’t be overstated. Every business and job role has its problems. From entry-level hires to senior staffers, every one of your employees will face challenges that don’t can’t be answered by doing a quick Google search – or asking ChatGPT to come up with solutions.

That’s why employers must hire people with excellent problem-solving skills, especially for roles that require dealing with complex business challenges, tight deadlines, and changing variables – for example, when recruiting leaders .

But what are problem-solving skills? What role do they play in the workplace? 

And, most importantly, how can you evaluate candidates’ skills before you hire them?

Table of contents

What are problem solving skills, the benefits of problem solving skills: why are problem solving skills important , examples of problems at the workplace – and how problem solving skills can help, how to assess problem solving skills, evaluate problem solving skills and hire candidates who can think for themselves.

To fully understand the importance of problem-solving skills in the workplace, it’s important first to understand the broad skill set that we commonly refer to as “problem solving skills”. 

Generally, problem-solving refers to a person’s ability to successfully manage and find solutions for complex and unexpected situations. 

Candidates with great problem-solving skills have a combination of analytical and creative thinking. They’re comfortable with making decisions and confident enough to rise to challenges in the workplace.

These candidates possess a combination of analytical, creative, and critical-thinking skills – and a high level of attention to detail . As a result, they will quickly identify problems when they arise and identify the most effective solutions. 

They’ll also identify the factors and forces that might have caused the problem and instigate changes to mitigate future challenges.

There are six key problem-solving skills that you should look for when assessing job candidates: 

1. Listening skills

Active listeners are generally great problem solvers. 

They can listen to those around them to gather the information needed to solve the problem at hand. They also recognize the importance of valuing others’ opinions and experiences to help understand why the problem occurred and define the best course of action to remedy it. 

2. Analytical thinking skills 

Analytical thinkers can identify the logical reasons why a problem occurred, what the long-term effects of the issue could be, and identify how effective different solutions might be to select the most practical one. 

That’s why it’s essential to assess analytical thinking skills during recruitment.

3. Creative thinking skills

Creative thinkers can balance their analytical skills with creative approaches to challenges. Creative thinking skills enable individuals to uncover innovative and progressive solutions to problems. 

In this way, they’re able to provide new perspectives and provide imaginative and experimental solutions to all kinds of problems. 

4. Communication skills 

Problem solvers should also possess great communication skills . The ability to effectively relay complex information thoroughly yet succinctly is a huge benefit for employers working in fast-paced environments. 

5. Decision-making skills 

Those with problem-solving skills will also possess the ability to make decisions and be confident in them. This is important, because most problem-solving involves making firm decisions to reach a successful outcome. 

6. Teamwork

Although problem-solvers need to be independent thinkers, it’s also vital for them to work well as part of a team . 

Determining the best solution often requires collaboration, so it’s important that candidates can demonstrate how they can motivate others to come up with the best solutions and work with them to help develop and implement solutions. 

Problem-solving skills enable you to find candidates who are cognitively equipped to handle anything their jobs throw at them.

Problem solvers can observe, judge, and act quickly when difficulties arise when they inevitably do. Moreover, they are not afraid of the unknown, which is invaluable to employers who rely on their employees to identify and solve problems. 

There are several important benefits of problem-solving skills in the workplace. Below, we’ll go through five of the most significant ones that all problem solvers can bring to their roles and workplaces: 

1. Ability to organize their time intelligently 

Time management skills can often be underlooked as one of the benefits of problem-solving skills in the workplace. 

However, those with problem-solving abilities also typically possess stellar time-management skills. The ability to manage their time wisely and laser-focus on what’s important to the business will lead to better decision-making and business impact. 

2. Ability to prioritize, plan, and execute strategies

Problem solvers have no issue with carefully assessing customer and business needs and deciding how to prioritize, plan, and execute strategies to meet them. They can manage all moving parts and strategize to meet multiple unique demands.

3. Ability to think outside the box

Problem solvers can often identify hidden opportunities in problems. Thinking outside of the box is an important problem-solving skill in the workplace, because it can often lead to better outcomes than the originally expected ones. 

4. Ability to work under pressure

This is often one of the most important benefits of problem-solving skills in the workplace. Problem solvers often work well under pressure, for example when dealing with short deadlines and changing project requirements.

Depending on your workplace culture, you might prefer someone who can deliver quick solutions or someone who takes their time to identify the next steps. Both are valid and important problem solving qualities. 

5. Ability to address risk

Planning is an important problem-solving skill. Problem solvers are not just equipped to deal with the problem at hand but are also able to anticipate problems that will arise in the future based on trends, patterns, experience, and current events.

Let’s now look at some specific examples of problems that could arise at the workplace – at any workplace, really – and how employees’ problem solving skills can help address each issue. 

Below, you’ll find five typical scenarios where problem solving skills are essential.

Conflict between team members

Poor team dynamics or lack of a collaborative spirit might result in frequent workplace conflicts – especially within larger teams.

For example, members of cross-functional teams might disagree on the way they should address a particular issue or even on the priority they should give to it. 

How problem solving skills can help: 

Teamwork is essential when solving conflict – and a cornerstone of effective cross-functional team leadership .

For this, coworkers need to share a common understanding of the team’s goals and also be willing to work towards achieving them, even when they disagree on the specific approaches to each goal.  The ability to understand others’ perspectives, analyze information critically, and come up with a few different solutions is key to finding a common ground and making progress on the team’s objectives.

Inefficient processes

Outdated, inefficient processes can reduce productivity and frustrate employees.

Multi-step approval processes are a typical example of this. Having multiple layers of approval for routine decisions can significantly slow down team progress and lead to missed opportunities.

Analytical thinking skills are key in identifying inefficiencies and building better procedures. Employees or team leads can build flowcharts that speed up decision making without having to ask a supervisor’s permission at every step of the process. 

Book a free live demo with us and learn how quick and easy it is to create an online skills assessment

Poor communication can lead to misunderstandings and lack of clarity and direction – which, in turn, can be detrimental to team performance. 

For example, if you’re a remote-first company, maintaining clear and effective remote communication can be challenging. 

The over-reliance on emails and messaging apps might make it feel like teams are communicating effectively and are always connected. However, the lack of non-verbal cues and face-to-face interactions might make it more difficult to build rapport and a positive workplace culture .

Listening skills are essential to solving communication issues – and good listeners are often excellent at solving problems by recognizing, understanding, and acknowledging others’ points of view. 

One-on-one meetings enable people to communicate more freely and effectively and solve challenges together, so consider encouraging team members to hop on a call each time they encounter a difficult challenge.

Additionally, you can help employees bond with each other with some remote team building activities to improve team cohesion. Plus, problem solving challenges can be excellent team building exercises.

Technological disruptions 

New technologies often disrupt the usual ways of doing things – and sometimes, this can be disruptive for entire teams’ work. 

For example, generative AI and automation technologies have revolutionized numerous types of work, including data analysis, marketing, customer service, and even content creation.

Creative thinking and cognitive flexibility are among the top 10 most important skills of the future , according to the World Economic Forum. Both are essential for adopting new technologies successfully – and finding ways to make the most out of each new tool to improve productivity. 

Insufficient onboarding resources 

Team members may struggle to do their best work if they haven't received proper training or resources.

For example, start-ups that experience rapid growth might hire a few employees at once – or even entire teams. 

If they fail to allocate sufficient time and resources to onboarding new hires, this might lead to lost productivity, a lacking sense of belonging, or increased turnover. That’s true not only for junior employees but also for newly hired senior leaders , as the Harvard Business Review points out.

Your leadership team’s analytical and decision-making skills are crucial in enabling them to distribute limited resources in a way that would give their teams the best chances of success. 

To build a solid onboarding process , you need leaders who are able to take ownership of it – and who have the right problem-solving skills.

Many organizations use problem-solving interview questions to identify the right candidates for their job openings. However, the most effective way to assess problem-solving skills is with pre-employment skills assessments . 

That’s because skills tests provide an objective way to quantify a candidate’s problem-solving skills in a way that isn’t possible during an interview.

How problem solving skills tests work

Tests like TestGorilla’s problem-solving skills test assist organizations in finding candidates who are able to quickly identify the key elements of the problem and work through the problem at speed without making mistakes. 

By presenting candidates with a wide range of questions related to typical problem-solving scenarios, hiring teams can rank their candidates based on an intensive assessment of each candidate’s skill level.

The test specifically evaluates whether a candidate can perform problem-solving tasks like:

Creating and adjust schedules

Prioritizing items based on a given set of rules

Interpreting data and applying logic to make decisions

Analyzing textual and numerical information to draw conclusions

As you can see, even the best interviewer would have trouble assessing each of these skill areas while still covering all the other questions that they need to ask. 

If you’re convinced of the importance of problem-solving skills in the workplace and want to build a team of employees that can think independently and solve their own problems without constant supervision, assess problem-solving skills during the hiring process. 

Problem-solving skills tests like ours are an excellent way to achieve this – especially if you combine them with other skills tests. Check out our extensive test library for other tests you can use in your talent assessment process to hire the best talent. 

Sign up for our free plan to start building your first assessment – or schedule a demo with one of our experts to see how to evaluate applicants’ problem solving skills quickly, efficiently, and without bias. 

Related posts

TestGorilla vs. Alva Labs

9 key project management soft skills (and how to assess them)

TestGorilla vs. Toggl Hire

Hire the best candidates with TestGorilla

Create pre-employment assessments in minutes to screen candidates, save time, and hire the best talent.

Latest posts

The best advice in pre-employment testing, in your inbox.

No spam. Unsubscribe at any time.

Hire the best. No bias. No stress.

Our screening tests identify the best candidates and make your hiring decisions faster, easier, and bias-free.

Free resources

This checklist covers key features you should look for when choosing a skills testing platform

This resource will help you develop an onboarding checklist for new hires.

How to assess your candidates' attention to detail.

Learn how to get human resources certified through HRCI or SHRM.

Learn how you can improve the level of talent at your company.

Learn how CapitalT reduced hiring bias with online skills assessments.

Learn how to make the resume process more efficient and more effective.

Improve your hiring strategy with these 7 critical recruitment metrics.

Learn how Sukhi decreased time spent reviewing resumes by 83%!

Hire more efficiently with these hacks that 99% of recruiters aren't using.

Make a business case for diversity and inclusion initiatives with this data.

Discover the latest MyICAEW app for ACA students and members, available to download now. Find out more

• Benefits of membership

Gain access to world-leading information resources, guidance and local networks.

• Visit Benefits of membership

Becoming a member

98% of the best global brands rely on ICAEW Chartered Accountants.

• Visit Becoming a member
• Pay fees and subscriptions

Your membership subscription enables ICAEW to provide support to members.

Fees and subscriptions

Member rewards.

Take advantage of the range of value added or discounted member benefits.

• Member rewards – More from your membership
• Technical and ethics support
• Support throughout your career

Information and resources for every stage of your career.

Member Insights Survey

Let us know about the issues affecting you, your business and your clients.

• Complete the survey

From software start-ups to high-flying airlines and high street banks, 98% of the best global brands rely on ICAEW Chartered Accountants. A career as an ICAEW Chartered Accountant means the opportunity to work in any organisation, in any sector, whatever your ambitions.

Everything you need to know about ICAEW annual membership fees, community and faculty subscriptions, eligibility for reduced rates and details of how you can pay.

Membership administration

Welcome to the ICAEW members area: your portal to members'-only content, offers, discounts, regulations and membership information.

• Continuing Professional Development (CPD)

Continuing Professional Development (CPD) is an integral part of being a successful ICAEW Chartered Accountant.

The ICAEW Chartered Accountant qualification, the ACA, is one of the most advanced learning and professional development programmes available. It is valued around the world in business, practice and the public sector.

ACA for employers

Train the next generation of chartered accountants in your business or organisation. Discover how your organisation can attract, train and retain the best accountancy talent, how to become authorised to offer ACA training and the support and guidance on offer if you are already providing training.

Digital learning materials via BibliU

All ACA, ICAEW CFAB and Level 4 apprenticeship learning materials are now digital only. Read our guide on how to access your learning materials on the ICAEW Bookshelf using the BibliU app or through your browser.

• Find out more

Take a look at ICAEW training films

Focusing on professional scepticism, ethics and everyday business challenges, our training films are used by firms and companies around the world to support their in-house training and business development teams.

Attract and retain the next generation of accounting and finance professionals with our world-leading accountancy qualifications. Become authorised to offer ACA training and help your business stay ahead.

CPD guidance and help

Continuing Professional Development (CPD) is an integral part of being a successful ICAEW Chartered Accountant. Find support on ICAEW's CPD requirements and access resources to help your professional development.

ICAEW flagship events

ICAEW boasts an extensive portfolio of industry-leading conferences. These flagship events offer the opportunity to hear from and interact with all the key players in the industry. Find out what's coming up.

Leadership Development Programmes

ICAEW Academy’s in-depth leadership development programmes take a holistic approach to combine insightful mentoring or coaching, to exclusive events, peer learning groups and workshops. Catering for those significant transitions in your career, these leadership development programmes are instrumental to achieving your ambitions or fulfilling your succession planning goals.

Specialist Finance Qualifications & Programmes

Whatever future path you choose, ICAEW will support the development and acceleration of your career at each stage to enhance your career.

Why a career in chartered accountancy?

If you think chartered accountants spend their lives confined to their desks, then think again. They are sitting on the boards of multinational companies, testifying in court and advising governments, as well as supporting charities and businesses from every industry all over the world.

• Why chartered accountancy?

Search for qualified ACA jobs

Matching highly skilled ICAEW members with attractive organisations seeking talented accountancy and finance professionals.

Volunteering roles

Helping skilled and in-demand chartered accountants give back and strengthen not-for-profit sector with currently over 2,300 organisations posting a variety of volunteering roles with ICAEW.

• Search for volunteer roles
• Get ahead by volunteering

Advertise with ICAEW

From as little as £495, access to a pool of highly qualified and ambitious ACA qualified members with searchable CVs.

Early careers and training

Start your ACA training with ICAEW. Find out why a career in chartered accountancy could be for you and how to become a chartered accountant.

Qualified ACA careers

Find Accountancy and Finance Jobs

Voluntary roles

Find Voluntary roles

While you pursue the most interesting and rewarding opportunities at every stage of your career, we’re here to offer you support whatever stage you are or wherever you are in the world and in whichever sector you have chosen to work.

ACA students

"how to guides" for aca students.

• ACA student guide
• How to book an exam
• How to apply for credit for prior learning (CPL)

Exam resources

Here are some resources you will find useful while you study for the ACA qualification.

• Certificate Level
• Professional Level
• Advanced Level

Digital learning materials

All ACA learning materials are now digital only. Read our guide on how to access your learning materials on the ICAEW Bookshelf via the BibliU app, or through your browser.

• Read the guide

My online training file

Once you are registered as an ACA student, you'll be able to access your training file to log your progress throughout ACA training.

• Access your training file
• Student Insights

Fresh insights, innovative ideas and an inside look at the lives and careers of our ICAEW students and members.

• Read the latest articles

System status checks

Getting started.

Welcome to ICAEW! We have pulled together a selection of resources to help you get started with your ACA training, including our popular 'How To' series, which offers step-by-step guidance on everything from registering as an ACA student and applying for CPL, to using your online training file.

Credit for prior learning (CPL)

Credit for prior learning or CPL is our term for exemptions. High quality learning and assessment in other relevant qualifications is appropriately recognised by the award of CPL.

Apply for exams

What you need to know in order to apply for the ACA exams.

The ACA qualification has 15 modules over three levels. They are designed to complement the practical experience you will be gaining in the workplace. They will also enable you to gain in-depth knowledge across a broad range of topics in accountancy, finance and business. Here are some useful resources while you study.

• Exam results

You will receive your results for all Certificate Level exams, the day after you take the exam and usually five weeks after a Professional and Advanced Level exam session has taken place. Access your latest and archived exam results here.

Training agreement

Putting your theory work into practice is essential to complete your ACA training.

Student support and benefits

We are here to support you throughout your ACA journey. We have a range of resources and services on offer for you to unwrap, from exam resources, to student events and discount cards. Make sure you take advantage of the wealth of exclusive benefits available to you, all year round.

• Applying for membership

The ACA will open doors to limitless opportunities in all areas of accountancy, business and finance anywhere in the world. ICAEW Chartered Accountants work at the highest levels as finance directors, CEOs and partners of some of the world’s largest organisations.

ACA training FAQs

Do you have a question about the ACA training? Then look no further. Here, you can find answers to frequently asked questions relating to the ACA qualification and training. Find out more about each of the integrated components of the ACA, as well as more information on the syllabus, your training agreement, ICAEW’s rules and regulations and much more.

• Anti-money laundering

Guidance and resources to help members comply with their legal and professional responsibilities around AML.

Technical releases

ICAEW Technical Releases are a source of good practice guidance on technical and practice issues relevant to ICAEW Chartered Accountants and other finance professionals.

• ICAEW Technical Releases
• Thought leadership

ICAEW's Thought Leadership reports provide clarity and insight on the current and future challenges to the accountancy profession. Our charitable trusts also provide funding for academic research into accountancy.

• Academic research funding

Technical Advisory Services helpsheets

Practical, technical and ethical guidance highlighting the most important issues for members, whether in practice or in business.

• ICAEW Technical Advisory Services helpsheets

Bloomsbury – free for eligible firms

In partnership with Bloomsbury Professional, ICAEW have provided eligible firms with free access to Bloomsbury’s comprehensive online library of around 80 titles from leading tax and accounting subject matter experts.

• Bloomsbury Accounting and Tax Service

Country resources

Our resources by country provide access to intelligence on over 170 countries and territories including economic forecasts, guides to doing business and information on the tax climate in each jurisdiction.

Industries and sectors

Thought leadership, technical resources and professional guidance to support the professional development of members working in specific industries and sectors.

Audit and Assurance

The audit, assurance and internal audit area has information and guidance on technical and practical matters in relation to these three areas of practice. There are links to events, publications, technical help and audit representations.

The most up-to-date thought leadership, insights, technical resources and professional guidance to support ICAEW members working in and with industry with their professional development.

• Corporate Finance

Companies, advisers and investors making decisions about creating, developing and acquiring businesses – and the wide range of advisory careers that require this specialist professional expertise.

• Corporate governance

Corporate governance is the system by which companies are directed and controlled. Find out more about corporate governance principles, codes and reports, Board subcommittees, roles and responsibilities and shareholder relations. Corporate governance involves balancing the interests of a company’s many stakeholders, such as shareholders, employees, management, customers, suppliers, financiers and the community. Getting governance right is essential to build public trust in companies.

Corporate reporting

View a range of practical resources on UK GAAP, IFRS, UK regulation for company accounts and non-financial reporting. Plus find out more about the ICAEW Corporate Reporting Faculty.

Expert analysis on the latest national and international economic issues and trends, and interviews with prominent voices across the finance industry, alongside data on the state of the economy.

• Financial Services

View articles and resources on the financial services sector.

• Practice resources

For ICAEW's members in practice, this area brings together the most up-to-date thought leadership, technical resources and professional guidance to help you in your professional life.

Public Sector

Many ICAEW members work in or with the public sector to deliver public priorities and strong public finances. ICAEW acts in the public interest to support strong financial leadership and better financial management across the public sector – featuring transparency, accountability, governance and ethics – to ensure that public money is spent wisely and that public finances are sustainable.

Sustainability and climate change

Sustainability describes a world that does not live by eating into its capital, whether natural, economic or social. Members in practice, in business and private individuals all have a role to play if sustainability goals are to be met. The work being undertaken by ICAEW in this area is to change behaviour to drive sustainable outcomes.

The Tax area has information and guidance on technical and practical tax matters. There are links to events, the latest tax news and the Tax Faculty’s publications, including helpsheets, webinars and Tax representations.

Keep up-to-date with tech issues and developments, including artificial intelligence (AI), blockchain, big data, and cyber security.

Trust & Ethics

Guidance and resources on key issues, including economic crime, business law, better regulation and ethics. Read through ICAEW’s Code of Ethics and supporting information.

Communities

ICAEW Communities

Information, guidance and networking opportunities on industry sectors, professional specialisms and at various stages throughout your career. Free for ICAEW members and students.

• Discover a new community

ICAEW Faculties

The accountancy profession is facing change and uncertainty. The ICAEW Faculties can help by providing you with timely and relevant support.

• Choose to join any of the faculties

UK groups and societies

We have teams on the ground in: East of England, the Midlands, London and South East, Northern, South West, Yorkshire and Humberside, Wales and Scotland.

• Access your UK region
• Worldwide support and services

Support and services we offer our members in Africa, America, Canada, the Caribbean, Europe, Greater China, the Middle East, Oceania and South East Asia.

• Discover our services

ICAEW Faculties are 'centres of technical excellence', strongly committed to enhancing your professional development and helping you to meet your CPD requirements every year. They offer exclusive content, events and webinars, customised for your sector - which you should be able to easily record, when the time comes for the completion of your CPD declaration. Our offering isn't exclusive to Institute members. As a faculty member, the same resources are available to you to ensure you stay ahead of the competition.

Communities by industry / sector

Communities by life stage and workplace, communities by professional specialism, local groups and societies.

We aim to support you wherever in the world you work. Our regional offices and network of volunteers run events and provide access to local accounting updates in major finance centres around the globe.

• Ukraine crisis: central resource hub

Learn about the actions that ICAEW members are taking to ensure that their clients comply with sanctions imposed by different countries and jurisdictions, and read about the support available from ICAEW.

Insights pulls together the best opinion, analysis, interviews, videos and podcasts on the key issues affecting accountancy and business.

• See the latest insights
• Making COP count

This series looks at the role the accountancy profession can play in addressing the climate crisis and building a sustainable economy.

• Read more on COP28

Professional development and skills

With new requirements on ICAEW members for continuing professional development, we bring together resources to support you through the changes and look at the skills accountants need for the future.

• Visit the hub

When Chartered Accountants Save The World

Find out how chartered accountants are helping to tackle some of the most urgent social challenges within the UN Sustainable Development Goals, and explore how the profession could do even more.

• Read our major series

Insights specials

A listing of one-off Insights specials that focus on a particular subject, interviewing the key people, identifying developing trends and examining the underlying issues.

Top podcasts

Insights by topic.

ICAEW Regulation

• Regulatory News

View the latest regulatory updates and guidance and subscribe to our monthly newsletter, Regulatory & Conduct News.

• Regulatory Consultations

Strengthening trust in the profession

Our role as a world-leading improvement regulator is to strengthen trust and protect the public. We do this by enabling, evaluating and enforcing the highest standards in the profession. 

Regulatory applications

Find out how you can become authorised by ICAEW as a regulated firm. 

ICAEW codes and regulations

Professional conduct and complaints, statutory regulated services overseen by icaew, regulations for icaew practice members and firms, additional guidance and support, popular search results.

• Training File
• Practice Exam Software
• Ethics Cpd Course
• Routes to the ACA
• ACA students membership application
• Join as a member of another body
• How much are membership fees?
• How to pay your fees
• Receipts and invoices
• What if my circumstances have changed?
• Difficulties in making changes to your membership
• Faculty and community subscription fees
• Updating your details
• Complete annual return
• Promoting myself as an ICAEW member
• Verification of ICAEW membership
• Become a life member
• Become a fellow
• Request a new certificate
• Report the death of a member
• Membership regulations
• New members
• Career progression
• Career Breakers
• Volunteering at schools and universities
• ICAEW Member App
• Working internationally
• Self employment
• Support Members Scheme
• CPD is changing
• CPD learning resources
• Your guide to CPD
• Online CPD record
• How to become a chartered accountant
• Register as a student
• Train as a member of another body
• More about the ACA and chartered accountancy
• How ACA training works
• Become a training employer
• Access the training file
• Why choose the ACA
• Training routes
• Employer support hub
• Get in touch
• Apprenticeships with ICAEW
• A-Z of CPD courses by topic
• ICAEW Business and Finance Professional (BFP)
• ICAEW Annual Conference 2024
• Audit & Assurance Conference 2024
• Restructuring & Insolvency Conference
• Virtual CPD Conference
• Virtual Healthcare Conference 2024
• All our flagship events
• Financial Talent Executive Network (F-TEN®)
• Developing Leadership in Practice (DLiP™)
• Network of Finance Leaders (NFL)
• Women in Leadership (WiL)
• Mentoring and coaching
• Partners in Learning
• Board Director's Programme e-learning
• Corporate Finance Qualification
• Diploma in Charity Accounting
• ICAEW Certificate in Insolvency
• ICAEW Data Analytics Certificate
• Financial Modeling Institute’s Advanced Financial Modeler Accreditation
• ICAEW Sustainability Certificate for Finance Professionals
• ICAEW Finance in a Digital World Programme
• All specialist qualifications
• Team training
• Start your training
• Improve your employability
• Search employers
• Find a role
• Role alerts
• Organisations
• Practice support – 11 ways ICAEW and CABA can help you
• News and advice
• ICAEW Volunteering Hub
• Support in becoming a chartered accountant
• Vacancies at ICAEW
• ICAEW boards and committees
• Exam system status
• ICAEW systems: status update
• Changes to our qualifications
• How-to guides for ACA students
• Apply for credits - Academic qualification
• Apply for credits - Professional qualification
• Credit for prior learning (CPL)/exemptions FAQs
• Applications for Professional and Advanced Level exams
• Applications for Certificate Level exams
• Tuition providers
• Latest exam results
• Archived exam results
• Getting your results
• Marks feedback service
• Exam admin check
• Training agreement: overview
• Professional development
• Ethics and professional scepticism
• Practical work experience
• Access your online training file
• How training works in your country
• Student rewards
• TOTUM PRO Card
• Student events and volunteering
• Xero cloud accounting certifications
• Student support
• Join a community
• Wellbeing support from caba
• Student mentoring programme
• Student conduct and behaviour
• Code of ethics
• Fit and proper
• Level 4 Accounting Technician Apprenticeship
• Level 7 Accountancy Professional Apprenticeship
• AAT-ACA Fast Track FAQs
• ACA rules and regulations FAQs
• ACA syllabus FAQs
• ACA training agreement FAQs
• Audit experience and the Audit Qualification FAQs
• Independent student FAQs
• Practical work experience FAQs
• Professional development FAQs
• Six-monthly reviews FAQs
• Ethics and professional scepticism FAQs
• Greater China
• Latin America
• Middle East
• North America
• Australasia
• Russia and Eurasia
• South East Asia
• Charity Community
• Construction & Real Estate
• Energy & Natural Resources Community
• Farming & Rural Business Community
• Forensic & Expert Witness
• Global Trade Community
• Healthcare Community
• Internal Audit Community
• Manufacturing Community
• Media & Leisure
• Portfolio Careers Community
• Small and Micro Business Community
• Small Practitioners Community
• Travel, Tourism & Hospitality Community
• Valuation Community
• Audit and corporate governance reform
• Audit & Assurance Faculty
• Professional judgement
• Regulation and working in audit
• Internal audit resource centre
• ICAEW acting on audit quality
• Everything business
• Latest Business news from Insights
• Strategy, risk and innovation
• Business performance management
• Financial management
• Finance transformation
• Economy and business environment
• Leadership, personal development and HR
• Webinars and publications
• Business restructuring
• The Business Finance Guide
• Capital markets and investment
• Corporate finance careers
• Corporate Finance Faculty
• Debt advisory and growth finance
• Mergers and acquisitions
• Private equity
• Start-ups, scale-ups and venture capital
• Transaction services
• Board committees and board effectiveness
• Corporate governance codes and reports
• Corporate Governance Community
• Principles of corporate governance
• Roles, duties and responsibilities of Board members
• Stewardship and stakeholder relations
• Corporate Governance thought leadership
• Corporate reporting resources
• Small and micro entity reporting
• UK Regulation for Company Accounts
• Non-financial reporting
• Improving Corporate Reporting
• Economy home
• ICAEW Business Confidence Monitor
• ICAEW Manifesto 2024
• Energy crisis
• Levelling up: rebalancing the UK’s economy
• Resilience and Renewal: Building an economy fit for the future
• Social mobility and inclusion
• Autumn Statement 2023
• Investment management
• Inspiring confidence
• Setting up in practice
• Running your practice
• Supporting your clients
• Practice technology
• TAS helpsheets
• Support for business advisers
• Join ICAEW BAS
• Public Sector hub
• Public Sector Audit and Assurance
• Public Sector Finances
• Public Sector Financial Management
• Public Sector Financial Reporting
• Public Sector Learning & Development
• Public Sector Community
• Latest public sector articles from Insights
• Climate hub
• Sustainable Development Goals
• Accountability
• Modern slavery
• Resources collection
• Sustainability Committee
• Sustainability & Climate Change community
• Sustainability and climate change home
• Tax Faculty
• Budgets and legislation
• Business tax
• Devolved taxes
• Employment taxes
• International taxes
• Making Tax Digital
• Personal tax
• Property tax
• Stamp duty land tax
• Tax administration
• Tax compliance and investigation
• UK tax rates, allowances and reliefs
• Artificial intelligence
• Blockchain and cryptoassets
• Cyber security
• Data Analytics Community
• Digital skills
• Excel community
• Finance in a Digital World
• IT management
• Technology and the profession
• Trust & Ethics home
• Better regulation
• Business Law
• UK company law
• Data protection and privacy
• Economic crime
• Help with ethical problems
• ICAEW Code of Ethics
• ICAEW Trust and Ethics team.....
• Solicitors Community
• Forensic & Expert Witness Community
• Latest articles on business law, trust and ethics
• Audit and Assurance Faculty
• Corporate Reporting Faculty
• Financial Services Faculty
• Academia & Education Community
• Construction & Real Estate Community
• Entertainment, Sport & Media Community
• Retail Community
• Career Breakers Community
• Black Members Community
• Diversity & Inclusion Community
• Women in Finance Community
• Personal Financial Planning Community
• Restructuring & Insolvency Community
• Sustainability and Climate Change Community
• London and East
• South Wales
• Yorkshire and Humberside
• European public policy activities
• ICAEW Middle East
• Latest news
• The World’s Fastest Accountant
• Access to finance special
• Attractiveness of the profession
• Audit and Fraud
• Audit and technology
• Adopting non-financial reporting standards
• Cost of doing business
• Mental health and wellbeing
• Pensions and Personal Finance
• More specials ...
• The economics of biodiversity
• How chartered accountants can help to safeguard trust in society
• Video: The financial controller who stole £20,000 from her company
• It’s time for chartered accountants to save the world
• Video: The CFO who tried to trick the market
• Video: Could invoice fraud affect your business?
• Company size thresholds and CGT on residences
• Lessons in leadership from ICAEW's CEO
• So you want to be a leader?
• A busy new tax year, plus progress on the Economic Crime Act
• Does Britain have a farming problem?
• Budget 2024: does it change anything?
• Will accountants save the world? With ICAEW CEO Michael Izza
• Crunch time: VAT (or not) on poppadoms
• Where next for audit and governance reform?
• A taxing year ahead?
• What can we expect from 2024?
• More podcasts...
• Top charts of the week
• EU and international trade
• CEO and President's insights
• Diversity and Inclusion
• Sponsored content
• Insights index
• Charter and Bye-laws
• Archive of complaints, disciplinary and fitness processes, statutory regulations and ICAEW regulations
• Qualifications regulations
• Training and education regulations
• How to make a complaint
• Guidance on your duty to report misconduct
• Public hearings
• What to do if you receive a complaint against you
• Anti-money laundering supervision
• Working in the regulated area of audit
• Local public audit in England
• Probate services
• Designated Professional Body (Investment Business) licence
• Consumer credit
• Quality Assurance monitoring: view from the firms
• The ICAEW Practice Assurance scheme
• Licensed Practice scheme
• Professional Indemnity Insurance (PII)
• Clients' Money Regulations
• Taxation (PCRT) Regulations
• ICAEW training films
• Helpsheets and guidance by topic
• ICAEW's regulatory expertise and history
• Job-essential skills
• Develop your employability skills

Problem solving

The Collins English dictionary defines it as: the act or process of finding solutions to problems, especially by using a scientific or analytical approach. It is a vital everyday skill that you will need to have for your personal and professional life.

• Why is it important

How can I get better?

How can i demonstrate this when applying for jobs, why is it important.

• Employers like to see good problem solving skills because it also helps to show them you have a range of other competencies such as logic, creativity, resilience, imagination, lateral thinking and determination.
• It is a vital skills for your professional and personal life.
• It is a key skill that is assessed at job interviews..
• It is an essential skill for managers and all senior level roles.
• Those with good problem-solving skills are a valuable and trusted asset in any team – these are the people who think of new ideas, better ways of doing things, make it easier for people to understand things or help save customers time and money.
• They are proactive thinkers who like to get things done.
• Can help you progress more quickly and boost your career opportunities.

Problem-solving and critical thinking Employers look for individuals with strong critical thinking and problem-solving skills. In this free short three-week online course from RIT you’ll learn how to develop these key skills and how to develop a framework to help you assess and analyse a situation, design a solution, and ultimately win in a competitive scenario.

• Learn more 

Problem-solving – it’s a process Problem-solving is a mental process that involves discovering, analysing and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue. This article from VeryWellMind identifies some key parts of the process.

• Discover more

Problem solving is vital at all levels

We often associate the skill of problem-solving with those in senior positions. After all, they have more responsibilities, as well as the authority to tackle any issues that may arise. While it’s not very likely that you will be asked to find a solution to a major business issue on your first day of a new job, the way you handle even the smallest of problems will demonstrate to an employer how well you can deal with larger ones. If your boss doubts your ability to overcome difficulties that come your way, they may not trust you with more responsibility, or consider you for a managerial role later on.

Knowing how to solve problems is therefore of paramount importance vital. Luckily, there are many ways you can develop the skill, and learning how to demonstrate it can prove invaluable at job interviews.

Acquiring a new skill doesn’t have to feel like work. You can easily build your problem-solving ability through gaming, either online or with classic board games. How many times have you played your favourite game and got stuck on the same level for hours, before you finally found a way around it? Putting yourself in a situation, even a fictional one, where you have to think creatively will help you develop the same mind-set in your everyday life. You can then apply these skills and behaviours to your professional life, too.

Don’t run away

When the going gets tough, we all have the tendency to want to hide away instead of facing the problem and coming up with a solution. Unfortunately, wishing a problem away will not make it disappear, so dealing with it promptly can be essential in keeping you sane! Even if there is no solution, the way you handle the consequences and minimise the negative impact will make you feel more powerful and able to handle any adversities.

Welcome advice

Asking for help or advice is not a  weakness! It is actually welcomed by many employers, especially while you are still learning the ropes. Listen to what people with more experience have to say, and then try to figure out if you can apply their advice to solve your problem. This will not only help you handle it with more confidence, but it will also show that you are proactive, and not afraid to consult your seniors.

History repeats itself

Perhaps the problem you are facing has happened before. In this case, if the solution was successful, you might want to follow it. If it wasn’t, you can eliminate all the ways you can’t solve the problem.

Do your research

Having all the facts can really help you understand a problem better and even identify where something went wrong. While trusting your instinct, and proposing a solution is fine, it’s wise to have some facts in your back pocket to help you convince your team, or your boss. That way, you will not only have presented them with a solution, but you will also have the facts to justify your way of thinking if you come up against any criticism.

Don’t look for problems

While spotting mistakes is a great skill, creating problems out of nowhere is not! Sometimes the simplest solution is the answer, and trying to prove yourself by tackling a problem you created will probably give you a reputation of being a trouble maker, rather than the hero you want to be seen as.

This article by topuniversities may also help when learning how to solve problems. It describes how you should handle the problem solving process. 

Problem solving: the mark of an independent employee – this article from Targetjobs.com has some excellent guidance on how employers assess problem solving in your job applications and when you start work.

Demonstrating that you are a great problem solver is not always easy, as there is only so much you can include in your CV. However, one of the most common interview questions is designed to assess this skill. So, what do you say when an interviewer asks: ‘Give us an example of a situation where you faced a difficult problem?’

It can be very tempting to make up a situation, to try and make yourself sound like the master of problem-solving. However, it’s always best to be truthful, even if you feel like your example refers to a minor problem. Do try to think of a situation, perhaps in your student life, where you came across an obstacle and managed to tackle it effectively. It could be something like working as part of a project team, or writing your dissertation, for example. 

If you simply can’t recall having faced any major issues at university, then use your personal life as an example. Maybe you like playing chess, which will also show your ability to think strategically. Or perhaps you travelled abroad and had problems with your booking, or finding your way around in a new country where you didn’t speak the language.

Remember, the important thing is to demonstrate your ability to think on your feet, remain calm in stressful situations and contribute to finding a solution. 

Read out this code to the operator.

Why is Problem Solving Important in Management?

25/03/2022 13/05/2011 | Octopus

Here are our thoughts on why is problem-solving important in management? Often, leadership is about problem-solving, with the ability to meet and tackle difficult challenges. And a knack of making the right decisions under pressure. No one can see into the future and be exactly right when envisaging what’s to come. However, this is precisely what’s expected of senior management teams and their leaders to do.

They are the ones asked to identify opportunities, risks, anticipate the future, read the trends and then provide strategic direction to the rest of us in the business. If they succeed they will be rewarded and applauded, and if they fail to read the future and solve the problems that get in the way, it’s their responsibility and asked if they would consider another role outside the company. 

Make the right decisions

When it comes to problem-solving, a good leader thinks in terms of barriers and goals. What are the short and long-term targets? And what obstacles are going to get in the way of them? As a leader, you need the vision and clarity of mind to isolate these challenges and select the actions that will deliver the best outcome. Usually, a business aims to maximise profits and of course, create a return for shareholders. But to achieve this significant objective, it’s wise to set and accomplish a series of mini-targets. Raising profits is easier said than done, and problems like the need to improve service quality, customer loyalty, productivity, employee retention and the identification of new efficiencies to reduce costs will influence whether you are going to win.

Your job to identify the best approach

There will be many ways to get to the same results, and as a leader and problem solving, it’s your job to identify the best approach open to you. Taking in all the aspects that can get in the way. You should be able to foresee obstacles that may get in the form of success, and then think creatively to get them out of your way. If this is not possible, then you need to design new ways of smashing through the problems. 

Problem-solving 

Leaders need to be able to solve problems quickly. Possibly coming to the same conclusions others will also come up with. But you have had done it in the fraction of the time and given your business a competitive edge. While your competitors are still wondering what to do, you have used problem-solving skills to be more responsive and agile to the situation. It’s not just solving problems that excellent leader need to be good at, but also detecting potential problems, finding the insight and research and then come to well thought out decisions. However, the leader has to make the final decision on what to do. They take the responsibility, so they use their business savvy, problem-solving techniques and analysis tools to reduce uncertainty before making the final decision. 

So finally, why is problem-solving important in management?

So top business leaders need to be able to quickly:

• Detect potential problems
• Carry out the necessary research and analysis
• Come to a decision
• Use excellent business instincts, have courage in their convictions,
• Understand that they will not always shave all the answers
• Bring relevant people into the decision making process. Those in the business or those better placed external authorities who would help make the decision.

Decisions taken by senior leaders will have a significant bearing on all the people within the organisation. Not only the directors and shareholders. But also the employees, suppliers and customers. They need to develop excellent problem-solving techniques, isolate and analyse the data available to them and take counsel of other people who may have a better view on the subject. Leaders will be judged on the outcomes of their actions and indeed, any lack of effort.

• The Most Effective Ways Leaders Solve Problems
• The 4 Most Effective Ways Leaders Solve Problems
• Business Problem Solving Advice From Experts
• Problem Solving Skills: Definition, Steps and Examples

What is competitive intelligence?

Competitive intelligence is the finding & critical analysis of information to make sense of what’s happening & why. Predict what’s going to happen & give the options to control the outcome. The insight to create more certainty & competitive advantage.

We Find The Answers To Beat Your Competitors

Bespoke, people-powered competitive intelligence to create insight you can do something with . We help you be more competitive, beat your competitors and win more business.

But enough about us, let's here about you:

Free no-obligation consultation

Need to know more? Or not sure where to start? We offer a free, no-obligation consultation .

0115 9932369 | [email protected]

EMEA training partner with

• 🚀 Free downloads, examples & reports
• Intelligence glossary
• Competitive intelligence quotes
• Weekly winning strategies
• Competitive intelligence expert quotes
• Example competitive intelligence questions
• Competitive intelligence wallpapers
• Intelligence training with ACI

© 2024 Octopus Intelligence logo registered trademark - Terms of business

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• AI Essentials for Business
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading Change and Organizational Renewal
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

Why Managers Should Involve Their Team in the Decision-Making Process

• 05 Mar 2020

Decision-making is a critical component of every manager’s day-to-day. Whether reshuffling the department’s budget, delegating tasks , or implementing a new strategy , the daily choices managers make have a direct impact on their organization’s success.

But that decision-making process isn’t always easy. In a survey by management consulting firm McKinsey , only 28 percent of executives touted the quality of their company’s strategic decisions, while 60 percent reported that bad decisions are about as frequent as good ones.

The Role of a Team in Decision-Making

One way to increase your likelihood of success is to include your team in the process. Research shows that diversity leads to better decision-making. By bringing people into the conversation with different disciplinary and cultural backgrounds, you can enhance creativity and gain a fresh perspective on the task or problem at hand.

“Map out the technical, political, and cultural underpinnings of the decision that needs to be made and then build your group accordingly,” says Harvard Business School Professor Len Schlesinger, who’s featured in the online course Management Essentials . “You’re looking for a broad array of experience. You want some newcomers who are going to provide a different point of view, as well as people who have profound knowledge and deep experience with the problem.”

Some managers might shy away from integrating their team into the process to avoid additional complexity or a potential clash of opinions. Yet the ideas that could come out of that dialogue are often far more valuable and critical to business success. Here’s a closer look at how successful team decision-making can benefit your organization.

Access your free e-book today.

Benefits of Team Decision-Making

1. overcoming consensus.

Managers often defer to consensus, or the majority of opinion, to avoid conflict and foster group harmony. But Schlesinger argues that it’s not always the right choice.

“Consensus is likely to lead to a lower evaluation of the problem and a less creative solution,” Schlesinger says. “You need to be willing to engineer in conflict, which is often perceived as uncomfortable, but is essential to uncovering some of the hidden assumptions and data that leads people to make less-informed decisions.”

Schlesinger suggests one approach of establishing a process of devil’s advocacy and encouraging individuals to poke holes in arguments and problem framing. As a result, your team will likely conduct a more in-depth critical evaluation, which could lead to a greater number of alternative solutions.

“Managers often get to convergence too quickly, which is one of the most negative byproducts of the consensus-oriented model and why it’s only appropriate for the most simplistic decisions,” Schlesinger says. “Unless you’re intentional about trying to overcome consensus, you’re going to be stuck with it and then get a group together who’s going to manifest a decision-making process that’s essentially no better than what you would come up with by yourself.”

As a team leader, it’s critical to encourage diverse thoughts and opinions around the table to discover more innovative solutions.

2. Increasing Employee Engagement

By involving your team members in the decision-making process, you show that you trust and value their opinion, which is a key element of building employee engagement .

According to analytics and advisory firm Gallup , highly engaged employees produce substantially better outcomes, are more likely to stay at their organization, and experience less burn-out. They can’t reach that level, though, unless they feel invested in their work, are given opportunities to develop their strengths, and understand how their role contributes to the company’s overall success.

Every decision you’re asked to make is a moment for you to empower others on your team by leveraging their strengths, experiences, and expertise.

3. Enabling Collaboration and Communication

According to a Queens University of Charlotte study , nearly 75 percent of employers rate teamwork and collaboration as “very important,” yet 39 percent of employees say their organization doesn't collaborate enough. In a separate study , 86 percent of respondents attributed workplace failures to a lack of collaboration or ineffective communication.

By involving others in the decision-making process, you create an opportunity for colleagues to share ideas, learn from each other, and work toward a common goal. In turn, you foster collaboration and help break down organizational silos. You might even surface overlapping initiatives within the company, which could save the organization resources and employees from duplicating work.

Related : 7 Skills You Need to Effectively Manage Teams

4. Surfacing Your Own Blind Spots

Self-awareness is a vital management skill , and has proven to be what sets high performers apart in the workplace. It’s a core tenet of emotional intelligence and describes your ability to understand your strengths, weaknesses, and managerial tendencies.

While you might think you know your blind spots, research suggests otherwise. According to organizational psychologist Tasha Eurich , 95 percent of people think they’re self-aware, but only 10 to 15 percent actually are. Meaning, if you’re making every decision by yourself, there’s likely cultural, informational, or technical data you’re missing.

Involving your team in the decision-making process can help surface your blind spots and enable you to cultivate self-awareness in the process.

5. Getting Buy-In from the People Who Need to Implement

The people you include in the decision-making process should be those who need to implement the agreed-upon solution.

“Getting to the ‘right answer’ without anybody who is supporting it or having to execute it is just a recipe for failure,” Schlesinger says.

If, upfront, you assembled a team with an array of skills, experience levels, and backgrounds, established clear goals, and explored all viable solutions, you should reach a stage where you’re ready to not only make a decision but execute.

“In the general manager’s job, the quality of the decision is only one part of the equation,” Schlesinger says. “All of this is oriented toward trying to make sure that once a decision is made, you have the right groupings and support to implement.”

Related : 5 Tips to Becoming a Better Manager

Should You Always Involve Your Team in Decision-Making?

Managers might fear they’ll slow work down if they involve their team in every decision. When faced with the choice of involving your colleagues or going solo, you must determine whether there’s absolute clarity and enough widespread, shared data that the decision is on the cusp of obvious. Yet, even then, Schlesinger recommends bringing the issue to a group in a short meeting or touch base since these decisions likely affect every aspect of the organization.

“Even the most obvious of decisions analytically still have enormous consequences from an implementation perspective,” Schlesinger says. “I encourage people, for decisions that have reasonably significant organizational consequences, to recognize that the decision-making group has both analytical and executional responsibilities. Even if the analysis is obvious, the execution generally is not.”

What Are the Different Types of Decision-Making?

There are several important decisions leaders must make on a daily basis to maintain their organization’s success. As a manager, it’s important to find ways to involve your team in this critical decision-making process in some capacity, whether strategic, tactical, or operational.

• Strategic decision-making : Decisions that have a significant or long-term impact on the organization, such as department restructuring or acquiring a new client. Being transparent about bigger-picture decisions and long-term organizational goals is one way to show your team they have a say in the company’s future.
• Tactical decision-making: Topics of discussion that focus on the immediate steps your organization needs to take to achieve long-term goals, like hiring a new team member or intern. Since these are smaller actions that likely affect the team’s daily routine, their input is invaluable.
• Operational decision-making: Decisions that involve the team's high-volume, daily operational tasks. Team involvement is crucial because it encourages valuable ideas and possible solutions to make systems or processes run smoothly. Teams are likely to perform well when they’re involved in the day-to-day efficiency of the organization.

Improving the Decision-Making Process

Involving your team in the decision-making process can benefit your entire organization. The quality of the decisions made will improve because you’ll have the right mix of skills and expertise at the table, but you’ll also have the people in place who are prepared, and in sync on what, to implement.

Are you interested in further developing your managerial skills? Explore our eight-week online Management Essentials course , and discover how you can gain the tools and strategies to excel in decision-making, implementation, organizational learning, and change management.

This post was updated on June 6, 2022. It was originally published on March 5, 2020.

About the Author

11 Reasons Why Decision-Making is Important in Management

“Truly successful decision-making relies on a balance between deliberate and instinctive thinking.” – Malcolm Gladwell

Why decision-making is important for the managers?

What are the characteristics of decision-making, how to make effective decisions tips for managers, importance of decision making faqs.

Other Related Blogs

Allocating the Resources Right

Solving problems effectively, identifying and grabbing opportunities, goal achievement, conflict resolution at work, motivating employees, managing risks for your team, adaptability, improved communication, increased efficiency, better teamwork.

• 6 Benefits of Conflict Resolution for Effective Managers
• Types of Negotiations: Your Ultimate Toolkit for Effective Communication
• 10 Successful Workplace Delegation Examples for Managers
• 7 Great Effective Communication Hacks Every Manager Needs (With Examples)
• 10 Collaboration Goals to Align Your Team’s Interests
• The Power of Performance Improvement Plans: A Roadmap to Progress
• The Ultimate Guide to Situational and Behavioral Interview Questions
• Making an Impact at Work: 8 Ways Leaders Succeed
• Building Strong Employer Employee Relationships: A Key to Workplace Success
• Effective Leadership: An Essential Guide with 10 Tips
• Rational thinking: Rational thinking is a crucial characteristic of effective decision-making. It involves analyzing data, weighing the pros and cons, and considering different options before deciding. Managers must use logical reasoning and critical thinking to make informed decisions that align with their team’s goals.
• Process: Decision-making is a process, not a one-time event. It involves gathering information, generating options, evaluating alternatives, and implementing the chosen solution. Managers must understand and follow a structured decision-making process to ensure that all relevant information is considered and that the best decision is made.
• Selective: Effective decision-makers are selective in their approach to problem-solving. They prioritize the most critical issues and allocate resources accordingly while disregarding matters that are less important or have lower priority. This helps them to focus their efforts and make the most impact.
• Purposive: Effective decision-making is purposive, meaning a clear purpose or goal guides it. Managers must understand the purpose of their decisions and ensure that their actions align with their team’s goals. This helps to ensure that decisions are made with the right objectives in mind and that the team is moving in the right direction.
• Positive: Positive decision-making is a process that involves making decisions that result in a positive outcome. Managers must focus on opportunities, seek solutions that benefit the team, and take a proactive approach to problem-solving. They can drive their team forward and achieve their goals by making positive decisions.
• Commitment: Effective decision-makers must be committed to their decisions. They must have the courage to make tough decisions, even when the outcome may be uncertain. By being dedicated, they can ensure that decisions are implemented effectively and that the team moves forward.
• Evaluations: Effective decision-making is a process that involves ongoing evaluations and assessments. Managers must continuously evaluate their decisions’ outcomes and make necessary adjustments. By regularly assessing their findings, they can ensure that they are making the right choices and that their team remains competitive and successful over the long term.
• Reframe the problem: Reframing the problem can help managers to look at it from a different perspective and consider new solutions. By reframing the problem, managers can broaden their thinking and identify more innovative solutions.
• Make evidence-based decisions: Effective decision-making is a process that involves relying on data, research, and other forms of evidence to inform your choices . Managers should gather and analyze relevant data to make informed decisions and minimize the risks associated with their choices.
• Challenge the status quo: Managers should be willing to challenge the status quo and consider new and innovative solutions. By breaking away from traditional thinking and considering new approaches, managers can find unique and practical solutions to problems.
• Get an outside perspective: Seeking the advice and views of others can help managers to broaden their thinking and consider new ideas. However, it’s also important to trust yourself and your instincts when making decisions.
• Develop an eye for risk: Good decision-makers have an eye for risk and can assess potential risks associated with different choices. They weigh each option’s potential risks and benefits before making a decision to ensure that they make choices that are in the best interests of their team.
• Let go of past mistakes: Effective decision-makers don’t dwell on past mistakes but instead learn from them and move forward. By letting go of past mistakes, they can focus on the present and make better decisions in the future.
• Be honest with yourself: Effective decision-makers are open about their strengths, weaknesses, biases, and limitations. They understand that they are not perfect and are willing to admit when they need help. By being honest with themselves, they can make decisions grounded in reality and free of self-deception.

Suprabha Sharma

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

Get insights on your decision-making skills in just a few minutes 

Take the free decision-making assessment for managers to learn more 

Why is decision making important in leadership?

Why is decision making important in the workplace, why is it important to make a good decision.

Evidence Based Decision Making: 4 Proven Hacks For Managers

6 best books on decision making for managers, problem solving and decision making: 10 hacks that managers love, consensus decision making: how to use it at work.