How to be Solution Oriented Leaders

This week we are talking about how to be a 𝙎𝙤𝙡𝙪𝙩𝙞𝙤𝙣 𝙊𝙧𝙞𝙚𝙣𝙩𝙚𝙙 𝙇𝙚𝙖𝙙𝙚𝙧. The Cynefin framework is a conceptual framework used to aid decision-making, created in 1999 by Dave Snowden.  According to Snowden, there are four categories to solve the different types of problems.

• Simple: Sense-Categorize-Respond

We identify the problem within a known category of similar or like problems, and we apply a solution based on existing best practices. 

• Complicated: Sense-Analyze-Respond

We analyze a certain problem from which we don’t have previous best practices to be based on. Once we determine the cause-and-effect relationship, then we set up the actions needed to solve the problem, creating our own best practices. 

• Complex: Probe-Sense-Respond

In this case the cause-and-effect is not clear and that is why we need to investigate first the situation, or take some limited actions to get additional information regarding the cause. Then we analyze the result or consequences of action and then we come up with the solution. That is why the response is considered an emergent practice.

• Chaotic: Act-Sense-Respond

Similar to the previous one but added the ‘urgency’ factor, when there is no time to explore and analyze, we apply an initial solution based on intuition, based on our own experience and judgment. Then we can analyze what happens as a result of a certain solution, and we can modify the solution to resolve unintended or negative consequences. 

Snowden also talks about Wicked/Disorder problems that require different types of approaches in order to solve them correctly. 

Now how can we cultivate a solution-oriented mindset in order to be a great leader? Here are some tips:

• Ask For Feedback

Ask your team member to help you identify areas in your leadership style for opportunities for growth or areas of improvement. Stay open, receptive and positive as you receive that feedback.

• Ask The Questions To Find The Right Answers

Be curious to answer those questions that will lead to the right answers.

• Stop Playing The Blame Game

Focus on the objective facts and generate a collaborative culture with your team to better face the situation.

• Empower Your Team To Find The Answers

If you lead a team, do not ‘give them the fish, but instead, teach them how to fish’. This means, we are empowering them to be proactive on finding solutions.

• Embrace Mistakes

Take advantage to learn from your mistakes and grow.

• Celebrate the wins, and the journey it took to get there

‘Teams get so focused on problem-solving that often they step over celebrating the wins—and not just what the wins are, but what it took for them to get the win.’

Adaptability in tough times

Why adaptability is a key skill when things are tough?

With the recent events regarding the COVID-19, the economy and job market has declined as a result of this. However this is not the first nor the last event in humanity. One of our greatest strengths since the beginning of time is the ability to adapt. Human’s brains is the most powerful tool we have as it is used to adjust to new situations. 

To become successful not only in business but in life is to be able to handle the changes that come your way and use them towards your advantage. Many peers have faced the struggle of unemployment in the past few days and this is not an easy change to overcome after being used to a certain routine for so long. You need to believe in yourself and your abilities to adapt to what is happening and be able to see what is available. Success is opportunity met with preparation. Those who are prepared once the wave of disaster has passed will be the first ones to take advantage for success.

‘It's not just a successful business I'm after, but a successful life’ - Keith Chan

The Power of Positive Leadership

Last week in our office, we were able to discuss with the team the main takeaways from Jon Gordon’s book. We came up with the conclusion that genuine leaders strive for excellence, and obviously have an optimistic approach about the future. It’s not like they are trying to reach excellence at all times, but they also don’t discard it as well in their daily goals.

This is best illustrated in the following quote:

Positive leaders are humble and hungry.

Positive successful leaders are cognizant of their lack of knowingness and are more than willing to broaden their horizons and be curious about what they can accomplish and learn. That’s what defines both humbleness and a non-stop thirst for expansion in any way possible.

If we take a critical look at some of the world’s top companies, brands and their organization, we’ll see a definite pattern; all of them have a distinct culture that guides their efforts, both individual and organizational. Success is based only on merit, and bad misconduct is punishable.

If you are attempting to build a business, or any kind of organization, you’ll need a winning team which can abide by similar principles. You need contacts forged in the fire of struggle and common goals so all the team is on the same page.

Only then you can bring your organization to the next level, and preserve the fire burning and intensity!

So according to Jon Gordon, grit is what makes all the difference. It represents the real bulwark for success and prosperity in every regard. Make it happen

The Negotiation Matrix

Have you ever wondered how to become a better negotiator? In Ibericus, we use tools on a daily basis that improve our relationship with our clients and coworkers.

The Negotiation Matrix is a useful tool that helps us choose the best negotiation strategy in each situation. This tool, developed by Roy Lewicki and Alexander Hiam in their book called "Mastering Business Negotiation", is based on two main factors: the importance of the outcome and the importance of the relationship in the negotiation.

It is best to use the Negotiation Matrix before you enter negotiations with another person, because, by analyzing your priorities, you can choose the negotiation strategy that is best suited to your particular needs.

Lewicki and Hiam's Negotiation Matrix

There are five negotiation styles depending on the level of the two factors:

1.   Avoiding

When both the outcome and the relationship have low importance, it is not worth getting into a conflict. It is commonly used in emotionally charged situations as a first tactic. So when the counterpart calms down, you can steer them into another negotiation style. It is a way to postpone to win the negotation by driving the situation into a better place.

2.   Accommodating

In this case, the relationship has high importance but the outcome has low priority. You are giving up on short term gains, as your goal is to enhance and preserve the relationhsip, by building trust, so losing in the short term, will help you win in the long term. It is also helpful in situations where you need to delay a bigger negotiation until you have more tools that allow you to support it.

3.   Competing

Opposite as accomodating, the outcome has high importance but the relationship has low importance. This is called Win-Lose situation, often used when both parties have short term goals, and when the counterpart person has no special meaning to you. Having clear goals before getting into competitive negotiations will help you focus on what you need to get out of the situation. Writing down your goals is a good practice, as well as thinking of concessions that you are willing to give up to get what you want.

4.   Collaborating

Opposite as avoiding, collaboration strategy happens when both the outcome and the relationship have high importance. This Win-Win strategy allows both parties to work together to achieve a large reward, by building trust, rapport and create bonds. Reputation plays a big part in how the collaboration efforts will be. Creative problem solving is often used in these win-win situations.

5.   Compromise

Located in the middle of the chart, compromise is often seen when parties cannot find ways to collaborate fully, but when they still want to meet their goals and preserve the relationship. This negotiation style uses strategies from the other four styles. Goal prioritization becomes relevant, as well as understanding the other party’s key interests and concerns. This will show your fairness and empathy, and that you are willing to work to achieve a win for everyone.

9 Tips to Be a Great Leader

Good leaders do things well. Great leaders teach and inspire others to do things well.

1. Face the facts, no matter how complicated they may be.

Great leaders identify problems early and take actions to solve them. Identifying the problems earlier gives leaders extra time to find solutions and solve problems faster than their competitors.

2. Take accountability seriously.

Great leaders hold people accountable to do what they should be doing and completing the tasks on their plate. If goals aren’t being met, they take the opportunity to discuss, gather insight, and make the adjustments necessary for the team members and the company to win.

3. Look for bright spots.

Great leaders identify those key points in the business process that can be replicated afterwards within the team in order to get long term successful achievements.

4. Develop and prioritize winning moves.

Great leaders focus on several key strategies, which they discuss and debate with their executive teams before deciding on which ones will bring the company closer to reaching its goals.

5. Scrap what’s not working.

Great leaders realize when something isn’t working, and are flexible to modify the strategy to set a better and achievable goal.

6. Focus on the best and brightest.

A great leader will recognize the strategies that will motivate and inspire their teams to push toward success.

7. Plan successful mid-term goals.

Business is a marathon, not a sprint. Focusing on mid-term goals, helps leaders to determine short-term weekly achievable goals.

8. Encourage consistency but not complacency.

When performance is consistent, great leaders take that opportunity to focus on what’s needed to take it to the next level.

9. Lead adjustment meetings.

Adjustment meetings are useful for teams to review where they are and also to discuss plans that are already or about to get off-track and provide solutions and ideas for improvement.

Remember: Great leaders teach others how to lead.