Implementing Solutions (Not Events or Impulses)

Jan 10, 12 Implementing Solutions (Not Events or Impulses)

Some call it solution, but solution to what? Others call it events, and that’s more like it, because they aren’t solving anything. More often than events, they are impulses. People like to show that they are doing, doing anything, even though it may not have any benefit. Making lots of calls, shuffling lots of papers, calling tons of meetings; people are driven to take action because they are attractive. The question is, is the activity producing results?

Resist the impulse or you have plain events. How? Check your ego at the door, delay that need for instant gratification and understand, “just because you could do something, doesn’t mean you should.” You could probably afford to throw money out the window, doesn’t mean you should do it.

Add a purpose to the event, and you have a solution. What should be the boundary of purpose? Solutions either prevent problems or bring about a new beneficial direction. Make meetings into a solution not events; get in, get out, bring about tons of benefit. How do you know if the solution is worth it? Create a business case.

Prioritize to the benefit of the objective at hand, not people, organizations, departments nor a department. Present important and relevant business issues that benefit the entire business as a whole. [Key: relevancy and importance.]

Calculate the impact: Is the solution addressing the different layers and dimensions of the problem? Problems are like an iceberg, you see very little of it on the surface, majority of it is underwater. What are the real dimensions of the problem? Is the solution addressing that?

Calculate the ROI (Return on Investment). If the return is unclear, if you don’t know what you are going to get out of the event, then it is not a solution. If the investment is higher than the return then it becomes a cost. Costs are always high; specially for a company operating as a turn around. Cost of solution must be less than the cost of the problem. What will the solution allow you to do, that you are not able to do today?

Think Base Zero: If something is not working or if you could go back to do it all over again and would choose not to do it then stop doing it. Leaders are able to think fast and have the ability to cut their losses fast; once they determine where they are bleeding from they figure out how to stop the bleeding and how fast to stop the bleeding.

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