Look at Problems as Opportunities
Some good things rise out of crisis. The Good Book says we should be thankful for problems because crisis builds character. I’ll go one step further and say that crisis also helps to identify character. Winston Churchill said, "You can tell the character of the person by the choices made under pressure." It’s important for leaders to observe how each of their people responds to crisis. Who stays cool under pressure and who doesn’t? Who is best at taking the heat and acting effectively to resolve the crisis? Are different people adept at handling different types of pressure situations? Know who is who in your organization as well as you're own problem-solving strengths and weaknesses.
Meeting problems head-on develops your organization’s ability to resolve problems over time. The more you do it, the better you become. This doesn’t mean you should arbitrarily allow or encourage problems to develop. Every time a problem is confronted and licked, it should be a character-building education for you and your entire organization. Part of getting better at problem solving is getting faster at it. An organization that has been learning from its mistakes and problem-solving experiences will have a capacity for accelerated corrective action.
A problem that remains unresolved long enough eventually become a crisis. A smoldering issue won’t get as much attention as a house on fire. If leaders and team members, for whatever reason, are unaware of the smoldering issues, there will eventually be a fire to put out. I realize this is quite a stretch to see a positive side to unresolved problems. However, one good thing about a crisis is that formerly unresolved problems will finally be handled.
People who solve problems develop increased self-confidence. The problem itself has an initial amount of power that’s proportionate to the amount of disruption the problem is causing in the organization. To resolve the issue so there is no longer any disruption implies that those who attack the problem and defeat it have greater power than the problem. Holding dominion over problems is the substance of self-confidence.
The very existence of a problem or, worse yet, a crisis, indicates that existing methods and techniques are somehow lacking and new methods and techniques are called for. Depending upon the severity of the problem, minor adjustments might be enough to provide lasting solutions. If the crisis is sufficiently threatening, an entirely new agenda might be in order. Crisis calls for something that doesn’t presently exist or, at the very least, a different dosage of existing policy.
Here are three ways to turn lemons into lemonade:
Addressing problems large or small as fast as possible.
Remain alert to the possibility that other problems might be brewing.
Seek simple and straightforward solutions. Simplicity is the ultimate sophistication.
"Conflict overcome is strength gained."
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