why is problem solving important for a sports leader

Mastering Leadership in Sports: Strategies for Success

• Published: November 8, 2023
• By: Yellowbrick

Sports have always been a reflection of our society, showcasing the best of human potential and pushing the boundaries of physical and mental capabilities. Behind every successful sports team or organization, there is a strong and effective leader who guides the team towards victory. Leadership in sports is not just about making crucial decisions on the field; it encompasses a wide range of skills and qualities that inspire and motivate athletes to perform at their best. In this blog post, we will explore the importance of leadership in sports and discuss strategies that aspiring sports leaders can adopt to excel in their roles.

Setting a Vision and Goals

A great sports leader is someone who can envision success and communicate that vision to their team. Setting clear goals and objectives helps athletes understand the direction they need to take and motivates them to work towards achieving those goals. By providing a clear vision and establishing measurable targets, leaders can create a sense of purpose and unity within the team.

Building Trust and Relationships

Trust is the foundation of any successful team. Sports leaders must build trust with their athletes and create an environment where individuals feel safe to express themselves, take risks, and learn from their mistakes. By fostering positive relationships, leaders can inspire loyalty and commitment among team members, leading to improved performance and collaboration.

Effective Communication

Communication is a vital skill for sports leaders. They must be able to effectively convey their ideas, strategies, and expectations to their team members. Clear and concise communication ensures that everyone is on the same page and minimizes misunderstandings. Additionally, leaders should be good listeners, open to feedback, and willing to adapt their approach based on the needs and perspectives of their athletes.

Leading by Example

Actions speak louder than words, and sports leaders must lead by example. Athletes look up to their leaders and are more likely to follow their lead if they witness their commitment, discipline, and dedication firsthand. By demonstrating a strong work ethic, resilience, and a positive attitude, leaders can inspire their team members to push beyond their limits and strive for excellence.

Emotional Intelligence

Emotional intelligence plays a crucial role in effective leadership. Sports leaders must understand and manage their own emotions while also being attuned to the emotions of their athletes. By empathizing with their team members and providing support during challenging times, leaders can create a supportive and inclusive team culture that fosters personal growth and resilience.

Decision Making and Problem Solving

In the fast-paced world of sports, leaders often face critical decision-making situations. Whether it’s making in-game adjustments or resolving conflicts within the team, effective leaders are capable of making sound decisions under pressure. They analyze situations, consider different perspectives, and weigh the pros and cons before taking decisive action.

Continuous Learning and Development

Leadership is an ongoing journey of growth and development. Sports leaders must be committed to continuously improving their skills and knowledge. They can seek mentorship from experienced coaches, attend leadership workshops, or even enroll in specialized online courses like the NYU Fundamentals of Global Sports Management offered by Yellowbrick to gain a deeper understanding of the sports industry.

Leadership in sports is a multifaceted role that requires a combination of skills, qualities, and strategies. By setting a vision, building trust, communicating effectively, leading by example, demonstrating emotional intelligence, making sound decisions, and continuously learning, aspiring sports leaders can enhance their abilities and inspire their teams to achieve greatness. So, if you dream of becoming a successful sports leader, start honing these skills and embrace the challenges that come your way. The world of sports is waiting for your leadership!

Key Takeaways:

• Leadership in sports involves setting a clear vision and goals for the team, fostering trust and positive relationships, and effective communication.
• Leading by example, demonstrating emotional intelligence, and making sound decisions are essential qualities for successful sports leaders.
• Aspiring sports leaders should embrace challenges and strive for personal growth to inspire their teams and achieve greatness.

To take your leadership skills in sports to the next level, consider enrolling in the NYU Fundamentals of Global Sports Management online course and certificate program offered by Yellowbrick. This comprehensive program will provide you with the knowledge and tools necessary to excel in the dynamic world of sports leadership. Start your journey today and unlock your potential as a successful sports leader.

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The Power of Leaders Who Focus on Solving Problems

• Deborah Ancona
• Hal Gregersen

Can you get people excited about the problems that excite you?

There’s a new kind of leadership taking hold in organizations. Strikingly, these new leaders don’t like to be called leaders, and none has any expectation that they will attract “followers”  personally  — by dint of their charisma, status in a hierarchy, or access to resources. Instead, their method is to get others excited about whatever problem they have identified as ripe for a novel solution. Having fallen in love with a problem, they step up to leadership — but only reluctantly and only as necessary to get it solved. Leadership becomes an intermittent activity as people with enthusiasm and expertise step up as needed, and readily step aside when, based on the needs of the project, another team member’s strengths are more central. Rather than being pure generalists, leaders pursue their own deep expertise, while gaining enough familiarity with other knowledge realms to make the necessary connections. They expect to be involved in a series of initiatives with contributors fluidly assembling and disassembling.

In front of a packed room of MIT students and alumni, Vivienne Ming is holding forth in a style all her own. “Embrace cyborgs,” she calls out, as she clicks to a slide that raises eyebrows even in this tech-smitten crowd. “ Really . Fifteen to 25 years from now, cognitive neuroprosthetics will fundamentally change the definition of what it means to be human.”

• Deborah Ancona is the Seley Distinguished Professor of Management at MIT’s Sloan School of Management and the founder of the MIT Leadership Center.
• Hal Gregersen is a Senior Lecturer in Leadership and Innovation at the MIT Sloan School of Management , a globally recognized expert in navigating rapid change, and a Thinkers50 ranked management thinker. He is the author of Questions Are the Answer: A Breakthrough Approach to Your Most Vexing Problems at Work and in Life and the coauthor of The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators .

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High Performance Sports Leadership

Published by Wayne Goldsmith on January 29, 2018 January 29, 2018

High Performance Sports Leadership.

In High Performance Sport, experience is important.

Knowledge of the sports industry is critical.

An understanding of the culture of high performance is vital.

But ultimately, success is high performance sport comes down to possessing exceptional talent and ability in five core areas:

• Problem solving;
• Crisis management;
• Creating and sustaining a high performance environment , i.e. change management and continuous improvement;
• Finding, training and retaining the right people;
• Quality, consistent leadership.

And of these five skills, problem solving is perhaps the least understood – primarily because it hard to measure, hard to define and next to impossible to teach.

Here is Problem Solving in High Performance Sport 101 .

High Performance Sports Leadership 101 Lesson 1: A fish rots from the head.

The majority of problems experienced in high performance sports programs , professional teams and sporting clubs are as a result of poor leadership. The sport (the fish) will succeed or fail (rot) based on the consistent quality of the leadership (the head).

Whilst problems can be created and solved by players, coaches, management and staff, Clubs with a long term history of failure, public embarrassment, off field discipline issues and scandal invariably get that way due to poor leadership at Board and Executive level.

It is common that a sporting organisation when faced with failure will sack the coach , hire new support staff and recruit new players to try and solve their performance problems.

Effective high performance sports leadership is so much more than just hiring and firing: so much more than trying to purchase performance through investment in new facilities and infrastructure.

In sporting organisations where failure is experienced over and over and over again, replacing coaches, staff and players rarely fixes the real problems or if it does fix them, it does not fix them for very long.

It is however, to use our “fish” analogy again, much easier to remove a few scales or cut off a fin than it is to slice off the head altogether, so in many sporting organisations the real problems (i.e. the leadership) survive while the more “expendable” parts get removed and turned into “sporting soup”!

High Performance Sports Leadership 101 Lesson 2: He (or she) who is responsible for the problem must solve the problem.

In all sporting organisations, problems are created, managed and solved every day. The key to effective problem solving in high performance sport is understanding what the problem really is and most importantly, who should take responsibility for solving it.

There are three classes of problems in high performance sporting organisations:

Short term Problems: Players / athletes to solve – i.e. immediate problems impacting on the current season which involve matters such as attitude, attendance, time management, self management, dress standards, personal leadership, on and off field training standards, playing standards, alcohol management, personal values and discipline. Problems involving these issues should be solved by the athletes themselves as these problems are those owned by and within the control of the athletes themselves.

Medium term Problems: Coaches to solve – i.e. those problems which impact across this season and the next  including such areas as tactics, techniques, strategies, playing style, player recruitment, program planning, player development, skills and preparation. Problems in these technical, tactical and strategic areas of the organisation are the coaches domain and need to be solved by the coaching group.

Long term Problems: Board and Executive to solve – i.e. those problems which continue year after year regardless of changes in the playing and coaching areas: those broader, strategic and sustainable type (cultural) issues which the Board and Senior Management are responsible for solving.

Many of the biggest disputes in high performance sporting organisations, professional teams and Clubs are experienced when people try to solve problems which do not concern them.

For example, matters of attitude and commitment in the playing group are not for the Board to try and solve, in the same way that players should not be trying to solve economic sustainability or long term strategic planning issues for the Board.

Clarity in responsibility and accountability for decision making, behaviour and standards are the foundations of all great commercial organisations – and sporting organisations are no different.

High Performance Sports Leadership 101 Lesson 3: All problems in high performance sport are inter-disciplinary in nature: there is no “one size fits all” solution to all performance problems.

Most people will try to solve problems in high performance sport using one word, one phrase or one sentence, for example:

• Problem: The team is not winning.
• Solution : The players need to get stronger.
• Problem: The team’s attitude is poor.
• Solution: The players need to try harder.

High performance sport is a complex environment where nothing exists in isolation and everything is dependent on something and someone else to be effective.

Problems in high performance are never simple and can not be solved from a single perspective – they are all interdisciplinary in nature and require an interdisciplinary, selfless, ego-less, creative, team focused, “we not me” approach to solve them.

Into this environment comes the “sales-reps” – the people representing sporting equipment manufacturers, nutrition supplement companies, gym equipment suppliers etc etc promising to enhance the performance of the team with a new machine, a few pills, some new equipment or some revolutionary new clothing technology.

There are no instant solutions, quick fixes or miracles cures in high performance sport . It takes real effort, real discipline and real commitment to make effective, meaningful and measurable change in the organisation’s culture and environment and people offering one size fits all solutions to every performance problem should not be believed or taken seriously.

In high performance sport where success is measured in fractions of seconds and millimetres of error, anyone promising solutions of 5-10% improvement in performance (as is routinely promised by sales staff representing various manufacturers) is either:

• B. Delusional;
• C. Compromised due to their salary being based on sales commissions;
• D. All of the above.

High performance sport is a tough environment and real improvement demands an uncompromising commitment to solving performance problems with honesty, integrity, responsibility, creativity, accountability and sincerity: and there are no pills or machines on earth that can deliver any of those.

High performance sports leadership by definition means that leaders need to adopt the same commitment excellence as they expect from their coaches and athletes.

Performance comes from passionate people consistently preparing and performing to their peak potential.

• Problem solving is a critically important skill to develop and enhance if you are to succeed in high performance sport;
• Short term problems in high performance sport can be solved by players and people involved in the current competitive cycle / season but longer term problems require solutions which are created and driven by the Board and Executive;
• A Fish Rots from the Head – sporting organisations who experience failure over multiple seasons and over many years are suffering from the effects of poor leadership at Board and Executive level and changes in coaching, playing and support staff will make only minimal, temporary and unsustainable impact;
• Be aware of people promising quick fix solutions to performance problems: it is sounds too good to be true….it is.

Moregold works with Sporting Organisations to create and sustain world class high performance sporting environments.

Wayne Goldsmith

Wayne Goldsmith is a performance focused coaching professional with more than 25 years experience working with some of the world's leading athletes, coaches and teams. Wayne offers a wide range of coaching services for professional coaches, corporate executives and organizational leaders which are based on his experience delivering winning performances in high pressure sporting environments across the globe.

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10 Qualities of a Leader in Sports [+ Tips & Insights for Coaches]

The lasting impact of a coach should not be underestimated. Coaches have the ability to instill qualities of a leader in sports, but also skills that seamlessly translate into various aspects of student-athletes’ lives.

The University of San Diego’s certificate program, Coaching Today’s Student Athletes , was created by coaches for coaches to foster strong leadership in sports and those big-picture, change-making skills. Keep reading to learn about key qualities of a leader, ready-to-implement tips and relationship building tools.

Qualities of a Leader in Sports

Attributes learned in a sports setting can help athletes long after their last game. Here are some of the many qualities that coaches can nurture in student athletes:

• Accountability. Strong leaders in general take responsibility for their actions and hold themselves accountable. A culture of accountability is important to unite a team.
• Patience. Practicing patience in sports cultivates mental focus and discipline, as well as improving emotional control.
• Integrity. Athletes who participate fairly in competition are fostering sportsmanship, trust and credibility.
• Vision. Being able to form a clear vision and long-term perspective for oneself and the group is incredibly valuable.
• Communication. The ability to effectively listen, speak and provide constructive feedback is arguably the top quality of a leader in sports.
• Emotional intelligence. Not only should a leader be able to understand their own emotions, they should also be able to meaningfully connect with others.
• Decision-making. This includes analyzing situations, considering different perspectives, and making a decision that is best for the team.
• Adaptability. Changing course in the face of adversity, and encouraging others to learn from setbacks, is at the core of adaptability.
• Confidence. Leaders should exude confidence, therefore motivating teammates, and serving as a model for overall success.
• Resilience. Overcoming challenges is just the beginning. Resilient leaders also maintain a positive attitude.

Tips for Coaches to Develop Strong Leaders

There’s more than meets the eye when it comes to a coach’s role. Besides completing logistical tasks — such as planning practices, strategizing plays, and organizing game days — a coach’s most important job is mentorship. Consider these tips to have the most impact:

• Model behavior. Define the culture of the team and embody it.
• Find ways to motivate. A coach is the team’s biggest cheerleader and should consistently act as such.
• Be transparent. Have open communication with members of the team, just as you expect from them.
• Goal. Clearly establish what you want the team, and each player, to accomplish.
• Reality. Focus on attainable achievements to ensure that everyone stays motivated.
• Options. Encourage athletes to think more broadly about challenges they may be facing. Oftentimes when they turn to a coach, they feel limited by their own mindset and need to be provided with options.
• Will. Ask these questions regarding any action plan that is formed: “What will you do?” and “On a scale of one to 10, how likely is it that you will do this?”

How to Build a Strong Coach-Athlete Relationship

Honesty and positivity are at the heart of a strong coach-athlete relationship . These tips will help you foster the type of relationship that benefits everyone long-term:

• Form strong individual relationships with members of the team in order to understand personal goals that will contribute to team wins.
• Establish trust by being honest and good-intentioned. This sets a standard of respect among players.
• Act as a role model, which is a 24/7 job. That includes taking accountability for your actions, just as you expect from those you coach.
• Consider hosting a team event outside of the typical practice or game atmosphere. This gives athletes a chance to connect with you, and each other, in a more relaxed setting.

To nurture these skills, USD created a 100% online, self-paced program. The certificate can be earned in as few as two semesters. The four required courses focus on principles of coaching, character and athletics, how to reach every athlete on your team and leadership in coaching.

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Problem Solving Ability

Definition: anticipating, analyzing, diagnosing, and resolving problems..

Leaders with an aptitude for problem-solving have the ability to analyze, diagnose and deal with problems effectively. Whether the problem is linear and “tame,” or nonlinear and “wicked,” adept problem solvers have a natural propensity to discover and help lead others to solutions. The leaders of tomorrow must learn to be collaborative problem-solving facilitators, instead of solitary master problem-solvers. Problem-solving ability is a multi-faceted competency that uses other skills discussed throughout the Leaders Are Clear Thinkers section, including conceptual thinking, planning and organization, and creativity. In this section you’ll discover resources and activities to sharpen your problem-solving skills.

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• Getting to the root of the issue:  First, Sarah starts by looking at the numbers for the past few months. She identifies the products for which sales are falling. She then attempts to correlate it with the seasonal nature of consumption or if there is any other cause hiding behind the numbers. 
• Identifying the sources of the problem:  In the next step, Sarah attempts to understand why sales are falling. Is it the entry of a new competitor in the next neighborhood, or have consumption preferences changed over time? She asks some of her present and past customers for feedback to get more ideas. 
• Putting facts on the table:  Next up, Sarah talks to her sales team to understand their issues. They could be lacking training or facing heavy workloads, impacting their productivity. Together, they come up with a few ideas to improve sales. 
• Selection and application:  Finally, Sarah and her team pick up a few ideas to work on after analyzing their costs and benefits. They ensure adequate resources, and Sarah provides support by guiding them wherever needed during the planning and execution stage. 
• Identifying the root cause of the problem.
• Brainstorming possible solutions.
• Evaluating those solutions to select the best one.
• Implementing it.

• Analytical thinking:   Analytical thinking skills refer to a leader’s abilities that help them analyze, study, and understand complex problems. It allows them to dive deeper into the issues impacting their teams and ensures that they can identify the causes accurately. 
• Critical Thinking:  Critical thinking skills ensure leaders can think beyond the obvious. They enable leaders to question assumptions, break free from biases, and analyze situations and facts for accuracy. 
• Creativity:  Problems are often not solved straightaway. Leaders need to think out of the box and traverse unconventional routes. Creativity lies at the center of this idea of thinking outside the box and creating pathways where none are apparent. 
• Decision-making:  Cool, you have three ways to go. But where to head? That’s where decision-making comes into play – fine-tuning analysis and making the choices after weighing the pros and cons well. 
• Effective Communication:  Last but not at the end lies effective communication that brings together multiple stakeholders to solve a problem. It is an essential skill to collaborate with all the parties in any issue. Leaders need communication skills to share their ideas and gain support for them.

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Communication in Sports: Build Winning Teams

Home / Blog / Communication / Communication in Sports: Build Winning Teams

We’ll come right out and say it: Communication is one of your team’s most important skills. This is true whether you’re a coach or an athlete. Effective Communication promotes team cohesion, leadership, problem-solving, and decision-making. All things teams need to achieve their goals …WINNING! But what exactly is communication in sports, why is it important, and how can you teach it effectively?

What is Communication in Sports?

To be technical communication in sports is:

• The exchange of information between athletes, athletes and coaches, and between teams
• Communication can be: verbal, or nonverbal
• Communication encompasses everything from instructions to feedback to emotional support

Or simply: It is the way players and coaches tell others what they are thinking, feeling, and what they are going to do.

Why is Effective Communication in Sports Important?

Effective communication in sports is essential for a variety of reasons. Good communication helps athletes develop trust and respect for their teammates and coaches. When coaches communicate effectively, athletes feel heard and supported. That support will boost their morale and motivation.

Effective communication also promotes teamwork and problem-solving. When athletes can communicate effectively, they work together to solve problems and make decisions. This leads to more efficient and successful practices, games, and competitions.

Another added bonus to effective communication is helping athletes develop important life skills. Communication skills learned on the court or field will translate to the rest of an athlete’s life.

How Can You Teach Effective Communication in Sports?

There are several strategies coaches can use to teach effective communication in sports. Here are some ideas you can use:

Set Clear Expectations

Clearly explain your expectations for communication with your athletes. Let them know what kind of communication is expected of them. Mastering the art of communication through our dynamic exercise Sugar and Salt is a great way to establish how your team should communicate.

Be an Example

As a coach, you are the person that your athletes will look to and model their behavior after. Be aware of how you communicate with others, especially in front of your athletes.

You can model good communication skills by:

• Intentionally listening
• Providing constructive feedback
• Being clear and concise in your instructions
• Encouraging open Communication

As the coach, you are able to create an environment that is safe and supportive. Build an environment where athletes feel comfortable expressing their thoughts, feelings, and ideas. Creating a culture of celebration where everyone on the team feels accepted, acknowledged, and appreciated creates open lines of communication.

Be Intentional

Leadership is a skill and like any skill, it can be taught. Great leaders are great communicators. Anything you wish to see exist in your program has to be intentionally taught.

Provide Feedback

Provide regular feedback to your athletes on their communication skills. Let them know what they are doing well and where they can improve.

Like anything in sports, practice is necessary to improve. Athletes need to get their reps. This is no different. If they don’t practice, when they encounter a tough situation their skill level will not be enough. The same as when facing a better opponent. Your Athletes need to prepare for tough conversations that require good communication skills. Even the strongest communicators can falter when situations get tough. Role-playing tough situations with your athletes is a good tactic for practicing their communication skills before they need to use them.

Effective communication in sports is critical for success, athlete development, and team unity. As a coach, it is your responsibility to teach your athletes how to communicate. Set clear expectations with your athletes. Consistently model effective communication. Encouraging open communication between themselves and you. Use team-building activities to regularly build this skill. Provide feedback that will help your athletes build their communication skills.

Teaching your players effective communication in sports will help you build a winning team. It will also help prepare your athletes to be successful in other areas of their life.

Looking for resources to help teach effective communication to your athletes? Look no further. Our exercise Sugar & Salt will show your athletes how to communicate in challenging conversations. It will teach athletes how to effectively communicate and hold teammates accountable.

Sugar & Salt is part of our Coaches Membership where we have 21 dynamic exercises for improving communication skills for athletes.

Have fun and #LeadEmUp

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Introducing Problem-Solving skills in training for tennis

by WTCA coach | Jan 8, 2019 | Tennis Talk

The best way to introduce this topic is by sharing with you a story which changed my coaching vision and will probably impact yours. About two years ago in Melbourne I met  Emma Doyle , the most energetic coach I have ever seen, and we discussed about what a player really learns from the coach and which lesson he could remember for life. According to her experience, she told me the following story: 

“When I was young, my dad used to give me a map while driving to a tournament. My mission was to find a way to reach the tournament venue without taking highways or any other paid roads. Later on, I understood that this experience helped me training my mind to solve problems on-court but also off-court on a daily basis.”

I found this story very impactful and the way Emma shared this memory showed me how this event changed her mindset and the way she approaches problems in her everyday life. Later on, following this conversation, I asked myself: 

Well, my goal is to develop better long-term persons, athletes and players by helping them getting better on-court but also off-court. How could I, as a S&C Coach, introduce problem-solving situations into my sessions with the players I work with?

Let’s first explain what problem solving is and why it is important in sport especially in tennis before giving you some tips and practical application on how I challenge my players through different problem-solving situations on a daily basis.

Problem-Solving Skill: the most valuable skill in life.

Problem solving is defined as a process requiring a series of efforts to remove the difficulties to reach a certain point (Bingham, 1998). Solving problems is a complex process involving cognitive, affective and behavioral activities and this is why problem-solving skills are also very broad and extensive. In everyday life, problem solving or coping with stressful events is related with psychological health and well-being but it is also the main quality of world-class managers and successful people who put the problem-solving skill as one of the most valuable skill in life.  

In sport, problem solving is related with performance and success. From a tactical perspective, being able to solve different problems when versing my opponent is vital in every sport. Tennis is an individual sport which required a permanent analysis of the opponent and the situation in order to think how and where to play the next shot, the next point and which strategy to adopt in order to win the match. 

According to research, it is considered that tennis like many other sports can build up problem solving skills. It has been proven that regular tennis training increases problem solving skills (Vatansever and Ozen, 2017) as well as dance activities (Kuru and Karabulut, 2009) and football (Acar, 2013).

How to integrate Problem-Solving situations in your trainings.

As a coach, my main goal is to help my players getting better. Teach them valuable lessons and optimize the time they spend at training is my priority especially if I’m working with junior players who are involved in Long Term Athlete Development (click  here to see the LTAD plan of Tennis Canada). The best way to develop a more complete player is by using an integrated training methodology which allow the player to develop different game aspects (physical, psychological, technical, tactical…) of the tennis game. Here are different opportunities to enhance your training program with problem-solving situations:

• Warm-up:  the first 15 minutes of a training session are important to be ready to play. If physical warm-up with mobility, band activation and movement preparation are regularly used as well as service boxes hitting, how do you prepare the mind for the upcoming session? Adding a problem-solving situation early on could improve focus and develop mental skills of the player but also bring energy and awareness on-court for the rest of the training session.
• Rest time : during a fitness session, if you’re a serious and smart player who train for tennis with explosive movements or heavy loads (have a look at Matt Kuzdub  article for more information), rest time happen quite often and it is a great opportunity to add valuable exercises into your program.  Maximizing rest interval is often related to injury prevention, core exercises, vision training or just passive rest but it’s definitely a useful time to put your players into problem-solving situations and make their mind work: No brain, No muscles!
• Pre-match routine: warming-up the mind before a match is sometime forgotten but has definitely many benefits. Too many tennis players are just rallying to warm-up and miss a great opportunity to switch-on their mindset. Adding a problem-solving situation as part of the pre-match routine could make the player ready to compete, I mean ready to find a way to win by solving problems on-court.

Practical examples of Problem-Solving situations.

There are many ways to challenge your players with Problem-Solving situations, the only thing you need is a bit of creativity and keep in mind the training principles. It could be individual situations but also team-working situations which could be useful for creating a team-spirit in your training facility:

• Rubik’s Cubes
• Skills (Juggling…)
• Escape Game
• Orienteering

I hope this read helped you having a more holistic vision of coaching in tennis. Give it a try with your players, on-court, at the gym or off-court and see what changed in their ability to solve problems!

“In tennis, there’s no coaching, no passing the ball. It’s a problem solving as its purest.”

Andre Agassi

Author: Cédric Brandli MScs Sport Science S&C and Tennis CoachGPTCA & ISMCA Level C

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Why Problem-Solving Skills Are Essential for Leaders in Any Industry

• 17 Jan 2023

Any organization offering a product or service is in the business of solving problems.

Whether providing medical care to address health issues or quick convenience to those hungry for dinner, a business’s purpose is to satisfy customer needs .

In addition to solving customers’ problems, you’ll undoubtedly encounter challenges within your organization as it evolves to meet customer needs. You’re likely to experience growing pains in the form of missed targets, unattained goals, and team disagreements.

Yet, the ubiquity of problems doesn’t have to be discouraging; with the right frameworks and tools, you can build the skills to solve consumers' and your organization’s most challenging issues.

Here’s a primer on problem-solving in business, why it’s important, the skills you need, and how to build them.

Access your free e-book today.

What Is Problem-Solving in Business?

Problem-solving is the process of systematically removing barriers that prevent you or others from reaching goals.

Your business removes obstacles in customers’ lives through its products or services, just as you can remove obstacles that keep your team from achieving business goals.

Design Thinking

Design thinking , as described by Harvard Business School Dean Srikant Datar in the online course Design Thinking and Innovation , is a human-centered , solutions-based approach to problem-solving and innovation. Originally created for product design, design thinking’s use case has evolved . It’s now used to solve internal business problems, too.

The design thinking process has four stages :

• Clarify: Clarify a problem through research and feedback from those impacted.
• Ideate: Armed with new insights, generate as many solutions as possible.
• Develop: Combine and cull your ideas into a short list of viable, feasible, and desirable options before building prototypes (if making physical products) and creating a plan of action (if solving an intangible problem).
• Implement: Execute the strongest idea, ensuring clear communication with all stakeholders about its potential value and deliberate reasoning.

Using this framework, you can generate innovative ideas that wouldn’t have surfaced otherwise.

Creative Problem-Solving

Another, less structured approach to challenges is creative problem-solving , which employs a series of exercises to explore open-ended solutions and develop new perspectives. This is especially useful when a problem’s root cause has yet to be defined.

You can use creative problem-solving tools in design thinking’s “ideate” stage, which include:

• Brainstorming: Instruct everyone to develop as many ideas as possible in an allotted time frame without passing judgment.
• Divergent thinking exercises: Rather than arriving at the same conclusion (convergent thinking), instruct everyone to come up with a unique idea for a given prompt (divergent thinking). This type of exercise helps avoid the tendency to agree with others’ ideas without considering alternatives.
• Alternate worlds: Ask your team to consider how various personas would manage the problem. For instance, how would a pilot approach it? What about a young child? What about a seasoned engineer?

It can be tempting to fall back on how problems have been solved before, especially if they worked well. However, if you’re striving for innovation, relying on existing systems can stunt your company’s growth.

Related: How to Be a More Creative Problem-Solver at Work: 8 Tips

Why Is Problem-Solving Important for Leaders?

While obstacles’ specifics vary between industries, strong problem-solving skills are crucial for leaders in any field.

Whether building a new product or dealing with internal issues, you’re bound to come up against challenges. Having frameworks and tools at your disposal when they arise can turn issues into opportunities.

As a leader, it’s rarely your responsibility to solve a problem single-handedly, so it’s crucial to know how to empower employees to work together to find the best solution.

Your job is to guide them through each step of the framework and set the parameters and prompts within which they can be creative. Then, you can develop a list of ideas together, test the best ones, and implement the chosen solution.

Related: 5 Design Thinking Skills for Business Professionals

4 Problem-Solving Skills All Leaders Need

1. problem framing.

One key skill for any leader is framing problems in a way that makes sense for their organization. Problem framing is defined in Design Thinking and Innovation as determining the scope, context, and perspective of the problem you’re trying to solve.

“Before you begin to generate solutions for your problem, you must always think hard about how you’re going to frame that problem,” Datar says in the course.

For instance, imagine you work for a company that sells children’s sneakers, and sales have plummeted. When framing the problem, consider:

• What is the children’s sneaker market like right now?
• Should we improve the quality of our sneakers?
• Should we assess all children’s footwear?
• Is this a marketing issue for children’s sneakers specifically?
• Is this a bigger issue that impacts how we should market or produce all footwear?

While there’s no one right way to frame a problem, how you do can impact the solutions you generate. It’s imperative to accurately frame problems to align with organizational priorities and ensure your team generates useful ideas for your firm.

To solve a problem, you need to empathize with those impacted by it. Empathy is the ability to understand others’ emotions and experiences. While many believe empathy is a fixed trait, it’s a skill you can strengthen through practice.

When confronted with a problem, consider whom it impacts. Returning to the children’s sneaker example, think of who’s affected:

• Your organization’s employees, because sales are down
• The customers who typically buy your sneakers
• The children who typically wear your sneakers

Empathy is required to get to the problem’s root and consider each group’s perspective. Assuming someone’s perspective often isn’t accurate, so the best way to get that information is by collecting user feedback.

For instance, if you asked customers who typically buy your children’s sneakers why they’ve stopped, they could say, “A new brand of children’s sneakers came onto the market that have soles with more traction. I want my child to be as safe as possible, so I bought those instead.”

When someone shares their feelings and experiences, you have an opportunity to empathize with them. This can yield solutions to their problem that directly address its root and shows you care. In this case, you may design a new line of children’s sneakers with extremely grippy soles for added safety, knowing that’s what your customers care most about.

Related: 3 Effective Methods for Assessing Customer Needs

3. Breaking Cognitive Fixedness

Cognitive fixedness is a state of mind in which you examine situations through the lens of past experiences. This locks you into one mindset rather than allowing you to consider alternative possibilities.

For instance, your cognitive fixedness may make you think rubber is the only material for sneaker treads. What else could you use? Is there a grippier alternative you haven’t considered?

Problem-solving is all about overcoming cognitive fixedness. You not only need to foster this skill in yourself but among your team.

4. Creating a Psychologically Safe Environment

As a leader, it’s your job to create an environment conducive to problem-solving. In a psychologically safe environment, all team members feel comfortable bringing ideas to the table, which are likely influenced by their personal opinions and experiences.

If employees are penalized for “bad” ideas or chastised for questioning long-held procedures and systems, innovation has no place to take root.

By employing the design thinking framework and creative problem-solving exercises, you can foster a setting in which your team feels comfortable sharing ideas and new, innovative solutions can grow.

How to Build Problem-Solving Skills

The most obvious answer to how to build your problem-solving skills is perhaps the most intimidating: You must practice.

Again and again, you’ll encounter challenges, use creative problem-solving tools and design thinking frameworks, and assess results to learn what to do differently next time.

While most of your practice will occur within your organization, you can learn in a lower-stakes setting by taking an online course, such as Design Thinking and Innovation . Datar guides you through each tool and framework, presenting real-world business examples to help you envision how you would approach the same types of problems in your organization.

Are you interested in uncovering innovative solutions for your organization’s business problems? Explore Design Thinking and Innovation —one of our online entrepreneurship and innovation courses —to learn how to leverage proven frameworks and tools to solve challenges. Not sure which course is right for you? Download our free flowchart .

About the Author

Problem Solving – A Team Sport

• Organization Development Bridge the differences within a team by using a common approach to problem solving . Learn more

When companies find themselves facing difficult problems, technical, operational or strategic, they often look to the subject matter experts, troubleshooters, and seasoned problem solvers in their organization (or as outside consultants) to help.  There is a growing recognition that individuals with problem-solving skills are able to learn more quickly, are more adaptable, and able to sort through complex situations to find solutions faster than those individuals lacking or weak in problem-solving skills.  The obvious question then becomes, “if having individuals with problem-solving skills is the answer, why don’t we just get more of them?”  There must be another piece to this puzzle that companies are missing.  There is, and the answer is culture.

Problem-solving is rarely an individual activity.  Experience has shown that issues that impact only one person or can be solved by one person usually get resolved quickly and never develop into true problems.  Almost every business impacting problem that an organization encounters involves a number of people – a workgroup, a business function, a group of people engaged in a process, relationships with outside suppliers or customers, etc.  If problems involve (and are potentially caused by) a number of people, it makes sense that diagnosing and solving problems also require involvement of more than one individual.

But what differentiates an organization that solves problems well from those that continually struggle?  As mentioned before, it’s the culture.  Highly effective problem solving organizations have a culture that promotes teamwork over individualism.  Teamwork is more than a group of individuals coming together to work on something – it’s about a sense of connectedness, shared purpose and collaborating in activities and the development of ideas.  You can have the best qualified individuals working together, but unless they are operating as a cohesive team unit, you will never see their true value potential.

Applying the team culture insight back to problem-solving, there are a few things your organization can do to boost your problem-solving performance.  Skills training is a good place to start.  It is still true that a team is only as strong as its weakest player so investing in your people is a good thing.  But if you want to get more value out of that training, don’t train the individuals – train the team.  Give them the opportunity to not only learn individual skills, but also learn to apply those skills in the team context.  By learning problem-solving skills together your team will have an easier time understanding the role that each person needs to play when a real business problem occurs.

Beyond training, look to your processes.  Often times companies look at process as driving conformance and consistency – that may be true.  Good processes do something more important for your employees and your teams – it provides a common baseline understanding of what needs to be done and the mechanics of execution which in turn enables them to focus more attention on the problem at hand.  Its like the bicycle analogy – once you develop proficiency in riding a bike, you can focus less on turning the pedals and more on where you want to go on a bike ride.  Problem solving processes can help your team understand what they need to do, how they need to interact with each other, what tools and resources they have at their disposal and when to seek escalation and outside involvement.  Processes make teams stronger.

With well-trained people and solid processes, the final piece of this puzzle is behavior and attitude towards accountability.  Nothing undermines your problem-solving effort more than looking for someone to “blame” for a problem.  A culture that places blame encourages people to hide their mistakes, withhold information and in many cases inhibits the continuous improvement activities that problem-solving is all about.  Rather than seeking an individual to blame, teams should be encouraged to take shared accountability for problems, their underlying causes and the preventative actions to resolve them.  Most problems start somewhere, and that may be an individual or an activity that the individual is responsible for.  Instead of focusing on “who is responsible?”, a high performing team will instead focus on “who has the opportunity to make our collective situation better and how can the rest of us help?”

Problem solving isn’t just an individual activity, it’s a team sport.  If you would like to up-level your team’s problem-solving performance and improve your team culture, the experts at Kepner-Tregoe can help.  For over 50 years, we have been working with organizations across a wide variety of industries and governmental functions to provide problem-solving training, implement process best practices, and coach teams through some really big problems.

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More From Forbes

How to solve a problem like a leader.

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Often leaders will think they are driving a problem-solving culture by insistent, or even just encouraging, team members to utilize the tools and templates of problem-solving.

However, most organizations then respond with either sterile and uninspired efforts or at worse, malicious compliance. Shaping the culture of good problem-solving behaviors will naturally encourage people to pick up those same tools with the right intent.

After nearly three decades of coaching at every level, from entry-level employees to experienced CEOs of multi-billion-dollar corporations, author and advisor Jamie Flinchbaugh has worked with over 300 companies worldwide in Lean transformation, including Intel, Harley-Davidson, Crayola, BMW, and Amazon. In his new book, People Solve Problems: The Power of Every Person, Every Day, Every Problem , Flinchbaugh shifts the conversation and argues that organizations focus too much on problem-solving tools and templates and miss other critical elements that make a more significant difference: getting the right behaviors and building the right capabilities.

Problem-solving is not usually completed in a straight line, with fixed questions and predetermined ... [+] answers, say experts

Problem-solving is not usually completed in a straight line, with fixed questions and predetermined answers. Instead, it requires learning, agility, curiosity, and intuition. “This is certainly the case as problems are not puzzles. Whereas a puzzle may have a correct answer, a problem is often unbounded, requiring firstly, the need to understand its scope before exploring solutions, more accurately, different solutions”, says Lebene Soga of Henley Business School. While each problem may not be unique, each requires its own line of inquiry. And each situation solver cannot just follow a script but must leverage their strengths and overcome their weaknesses. “The formulaic approaches to problem-solving may be useful elsewhere but not when we are confronted with wicked problems.”

Attempting to solve or “solutionize” wicked problems requires an understanding of complexity, risks, and more importantly, people,” Soga adds. This is where the right coaching becomes necessary as you do not want leaders rushing to solve problems which often leads to more significant problems. The flexibility and personal engagement that coaching enables to make it the most powerful leverage point for improving problem-solving.

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In a similar vein, the head of the management discipline at the University of Newcastle Australia, Ashish Malik, reflecting on his two decades of research on the global information technology industry, noted, “the essence of leadership is to take decisions on a range of problems—which may vary on a continuum from simple to complex, for some there are known solutions, while for others there is no known solution or a script ready. Therefore, decision-making is a courageous exercise, and for the first-time leaders, it is a watershed moment.” Leaders often employ many systematic and less planned tools and techniques to solve complex problems, such as using evidence-based and metricized approaches to solving known and unknown issues. In his research, Malik, Sinha, and Blumenfeld found that the use of Six Sigma or Lean Six Sigma methodologies was very prevalent in offshore outsourcing call centers , BPOs , and IT Industry in India as a useful tool for approaching complex tasks operational and leadership problems.

Problem-solving is not a recipe with known inputs, established steps, and a predictable outcome. Curiosity allows us to enter problem-solving as a learning process because we must close our knowledge gaps before closing our performance gaps. Intuition is helpful because when trekking through uncharted territory, as most problem solving is done, it requires making essential adjustments such as when to go slower, when to start over, and even where to start. Analytical and data-driven methods are critical but insufficient when navigating such a journey as problem-solving.

In summary, excellent and practical tools help us perform better in most domains, and problem-solving is no exception, however, much like many of those exact domains, the skill, capability, and talent that we bring to the task far outweigh those tools in their impact on performance.

Disclosure:  One source mentioned in this article, Lebene Soga, is employed by the same University as this article’s author, though both reside on different campuses

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Crisis management in sports: A leader’s checklist

The sports industry has endured its fair share of crises in recent memory, with scandals rocking collegiate blue bloods like Michigan State and Ohio State; the Dallas Mavericks in the professional ranks; the national governing bodies for gymnastics and taekwondo; and apparel giants Nike and Under Armour.

But as problematic as the underlying conduct in each of those cases is, the most damaging mistakes often come in the aftermath of their revelation as the institutional actors charged with coordinating a response fail to see the consequences of their decisions. Indeed, these errors in management in those crucial moments after a scandal becomes known can compound crises’ legal and public relations impact. It took years and a criminal indictment for Penn State to finally grapple with football coach Jerry Sandusky’s abuse — and the legal and NCAA blowback reflected the extent of the cover-up. Likewise for USA Gymnastics: The governing body for one of the country’s most successful Olympic sports is still reeling after hundreds of victims exposed the organization’s repeated failure to address the known conduct of Larry Nassar. And at Michigan State, the healing process from Nassar’s abuse was frustrated by an interim leadership group that refused to fully cooperate with external investigators. Put simply, the response to the crisis is often more important than the crisis itself.

To avert these additional — and completely avoidable — consequences, below are some of the considerations and factors leaders in the sports industry should account for when formulating and executing a crisis response. 

Know your institutional limitations

A key threshold issue in responding to crises in sports is understanding whether the situation can be adequately handled “in-house,” or if external help is required. The latter is almost always the wisest option. First, legal departments in professional sports organizations and collegiate institutions are often small, meaning that in-house attorneys and staff may not have the bandwidth necessary to conduct a thorough investigation. Moreover, even if in-house legal departments can add a crisis investigation to their duties, whether they should is a thornier question. Facts are king in crisis management, and the best path to accurate and truthful information is for a neutral, unbiased and previously uninvolved party to do the fact finding. Finally, organizations also should determine whether they could benefit from legal and public relations cover, both of which third party investigators can provide, as they navigate through crises. All of this, of course, comes at a cost, which is also a crucial factor in deciding whether to engage an independent entity. The financial, legal, and goodwill costs of mishandling a crisis on the front-end can be significant, and sports organizations must weigh the initial investment in outside help against the potential consequences of going it alone.

Understand your unique exposure

When in crisis, sports organizations must recognize their various points of exposure and craft a response with these in mind. In most cases, the highest priority should be determining potential legal consequences and mitigating them to the greatest extent possible. But even if legal ramifications are safely off the table, there are other constituencies, including leagues/governing bodies, sponsors, players, and fans to consider. Leagues can and do exact heavy punishment for organizations implicated in scandals, and sponsors can as well if they sever ties en masse. Further, players and fans can become disillusioned with their teams when crises aren’t dealt with properly or in a timely fashion, spawning both financial and performance consequences. Harmonizing the oftentimes competing needs of these diverse constituencies is difficult, but a good crisis response accounts for each.

Prioritize legal, public relations goals

Related, good crisis management strikes the correct balance between legal and public relations objectives. But because the “right” balance will be different depending on the organization and the crisis, leaders must determine how much weight to give each risk. Thus, it may be that, in some situations, prioritizing transparency above all else is favorable because of its potential to preserve the organization’s reputational interests — even if doing so compromises its legal position. Though the current media climate strongly incentivizes a robust public relations response, reconciling legal and reputational interests must be done on a case-by-case basis. 

When help comes, don’t fight it

Importantly, if a third party entity is retained to investigate a crisis, they must be allowed to do their work. Stonewalling investigators makes little sense. It wastes time and money, frustrates the search for the truth (remember, facts are king), and creates the potential for even more PR blowback.

The debrief: Mitigating future risk

Finally, and whatever the crisis may have been, sports organizations should critically review their own compliance and response processes so that: A) crises are avoided and; B) if they occur, they are handled appropriately. It is this final step where a comprehensive report authored by a third-party law firm or investigative entity — which can see the entire situation from an unbiased, global perspective — is truly irreplaceable.

Ben O’Neil, a partner at Quinn Emanuel Urquhart & Sullivan LLP, counsels institutions faced with unique and unexpected challenges.

Questions about OPED submission guidelines or letters to the editor? Email editor Jake Kyler at  [email protected]

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• The importance of leadership in sport results

Sports leadership is a much debated and studied phenomenon, with various theories and visions by several authors around it. Currently, sports leadership models get applied a lot to company management and performance goals.

The preparation of athletes for high performance implies a varied set of skills on the part of the coach, namely at the level of general and specific knowledge of sports and of the sports discipline in question, including, for example, mastery of the training methodology, technical and tactical aspects of that discipline, physiology of the athletes, psychology of sports, educational and sociological issues of sports, and even a knowledge of the set of structural and cultural factors inherent in each sporting organisation and the environment that surrounds it. 

This variety of dimensions influencing sports performance requires the coach to perform various roles. Given the need for this comprehensive profile of the coach intervention, there is a great interest from sports' agents and of the scientific community as well in understanding the factors responsible for coaches' effectiveness. 

Different voices in leadership

The author of the classic multidimensional model of leadership, Chelladurai, noted that "in a truly remarkable way, in no other domain or context as in sports, do we find so many individuals who voluntarily subject and subjugate themselves to the authority of one person: their coach".

Nelson Mandela, one of the great contemporary leaders, uses the following analogy to describe the difference between management and leadership: "A leader is like the shepherd of sheep, following not in front but from behind - and, with the help of his dog, he leads the flock making them believe that it is he who decides the way forward."

Effective leadership

One of the fundamental concerns in this area of the study of Sport Psychology is getting coaches to become influential leaders and contribute to the development of the athlete and/or the team. However, a question arises: what is an effective leader?

According to several authors (Martens, 1987, Weinberg and Gould, 1995, Alves, 2000 and Dosil, 2004), any leadership, to be effective, must present a balance between four components: the qualities of the leader, the leadership style, the characteristics of the followers and the situational factors.  

Currently, models based on the innate qualities of the subject as a leader have been abandoned. Instead, the importance of the context and the effect of life-long learning are increasingly recognised. 

Some authors in this area summarise the qualities of the leader:

• Intelligence
• Intrinsic motivation
• Communication skills
• Self-control
• Confidence in others
• Persistence
• Flexibility
• Commitment, dedication, and responsibility
• Esteem and help others
• Identify and correct problems

What about leadership style?

Depending on the characteristics of the situation and those being led, the same individual may use different leadership styles (Mendo and Ortiz, 2003), the most adopted being autocratic and democratic:

• Authoritarian: commanding style, centred on victory and task-oriented;
• Democratic: cooperative style, centred on the athlete and subject-oriented.

Within this context, we recall 15 management skills acquired in sport:

• Trustworthiness
• Professionalism
• Supportiveness
• Positive attitude
• Selflessness
• Capacity of sacrífice
• Competitiveness
• Work spirit

The excellent combination of all the variables in this complex process - more than brilliance in just one of them - will probably be, today, the key to the success or failure of a team or sportsman.

Leadership practice - and leadership in practice - identifies the way coaches act with their teams daily. The biggest challenge facing coaches is to find specific ways of acting that materialise their leadership philosophy, demonstrating to athletes what to do to achieve what is valued in the team.

Nowadays, it is accepted that knowing "what to do" conceptually and also "how to do it" in practice, linking the two harmoniously, is what seems to give coaches the possibility of obtaining greater effectiveness in guiding athletes and teams.

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Leaders Can Use These Nine Skills to Become Better Problem-Solvers

We often think of leaders as problem solvers, and this opens the possibility of leaders honing their problem-solving skills through training. But how can we train leaders to solve problems? Specifically, it is something called “case-based knowledge” that allows leaders to solve complex issues. Case-based knowledge refers to the context of the problem and any previous experience with similar issues , like a mental library of information tailored toward a specific problem.

But while case-based knowledge has the potential to  improve performance in leadership roles , it is not necessarily enough by itself. Some leaders may get bogged down in the details of a decision or find it difficult to work on multiple cases at once because their case-based knowledge is stored in insufficient “mental models.” A mental model is a network of information that helps people mentally process and store information efficiently. Mental models directly impact a leader’s behavior and problem-solving ability.

In order to improve leader performance through training, the primary question is: what skills best help leaders use case-based knowledge and mental models to solve complex problems ?  Researchers (Mumford, Todd, Higgs, & McIntosh, 2017) reviewed recent literature to identify nine skills critical to leadership performance:

NINE SKILLS FOR PROBLEM-SOLVING LEADERS

• Gather information to define the problem.
• Think about the origin of the problem and possible solutions to the problem and how they are related.
• Consider any factors that may be constraining solutions.
• Plan the solution and consider ways to prevent harmful outcomes.
• Objectively forecast or predict what outcomes will occur after the plan is implemented.
• Use creativity to develop contingency plans.
• Evaluate ideas and appraise solutions. Which will be most effective?
• Use wisdom to appraise solutions using objective self-reflection, awareness, and sound judgment.
• Craft a vision and communicate, adjust, and articulate plans to followers.

IMPLICATIONS FOR LEADERS

When considering the leader as a problem solver, the above nine critical skills will help improve the use of case-based knowledge in mental models of leaders. This leads to more effective problem-solving. Each skill should be considered more or less important depending on the situation. For example, creativity may be important during unanticipated crises , but forecasting may be more critical for social problems with a myriad of possible outcomes. These cognitive skills are easily developed through training, such as strategy-based instructional interventions or self-reflection exercises. They may also be considered for use in assessing leadership potential. Overall, these skills allow leaders to more effectively navigate case-based knowledge in mental models, resulting in higher-quality solutions .

Mumford, M. D., Todd, E. M., Higgs, C., & McIntosh, T. (2017). Cognitive skills and leadership performance: The nine critical skills.  The Leadership Quarterly, 28 , 24-39.

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A Lesson in Leadership: 5 Effective Problem Solving Strategies Used by Great Leaders

• A Lesson in Leadership: 5…

No matter how well you run your organization, you are going to encounter problems along the way.

What makes or breaks an organization isn’t the problems they face, but how they handle these problems. This is why as a leader of an organization, it’s very important that you have the right problem solving strategies up your sleeve.

What do you need to know?

Check out this guide to discover the top problem-solving strategies used by great leaders.

1. Communicate Transparently

If you want to solve problems effectively, you need to be a transparent communicator .

This means that everyone needs to feel free to express their point of view and concerns. If people are afraid to speak up, then it can take a lot longer to get to the heart of the matter.

In order for transparent communication to happen, as a leader, you need to make sure you facilitate an environment that allows for open dialogue. Too many times, employees of organizations are afraid to speak up because they’re worried about losing their job or being exposed for doing something wrong.

Therefore, problem-solving effectively means creating an environment where everyone is comfortable discussing and tackling the problem in a collaborative manner .

2. Stop Finger Pointing

When a problem arises, it can be all too easy to play the blame game. But, doing this isn’t going to get you anywhere.

If your team is truly a team, then this means that everyone is working together toward one common goal. So, when one person messes up, this means that the whole team messes up.

When you point your finger at the one person who messes up, you’re just being a part of the problem. Instead, you want to be a part of the solution.

While you should teach everyone to take responsibility for their actions, when something happens, it’s important to work together to solve it.

3. Think Positive

In order to be an effective problem solver, you need to always think positively .

If an issue occurs and you come at it with a negative mindset, there’s no way you’re going to find a suitable solution. By having a positive perspective on things, you’ll be able to transfer that energy to your team members and motivate them to solve the problem.

4. Be Open-Minded

Don’t be that leader who locks themselves in their office when a problem occurs.

Problems often occur due to a break in communication. By locking yourself in your office to think about the problem, you’re only further straining your team’s communication.

The best thing to do is to discuss your ideas to solve the problem with your team members. And, you should encourage your team members to share their problem-solving ideas as well.

Problem Solving Strategies: Are You Ready to Start Solving?

Now that you have these problem solving strategies handy, you should be better equipped the next time a problem arises in your organization.

For more ways to improve your organization, be sure to check out this guide to learn how to engage your millennial candidates.

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Sports Psychology , Team Dynamics & Effective Communication

Team Dynamics and Effective Communication for Athletes

Introduction

Team dynamics and effective communication are crucial components of success in team sports. The ability to work together cohesively, communicate clearly, and understand each other’s roles and responsibilities can elevate a team’s performance to new heights. In this article, we will explore the importance of team dynamics and effective communication for athletes. We will discuss strategies to build trust and cohesion, effective communication techniques, conflict resolution strategies, the role of leadership, and the importance of fostering a supportive team environment.

Understanding Team Dynamics

Team dynamics refer to the interactions, relationships, and processes within a team that influence its overall performance. It involves understanding each other’s strengths, weaknesses, and roles within the team. Team dynamics play a significant role in fostering collaboration, motivation, and success.

Building Trust and Cohesion

Trust and cohesion are essential elements of effective team dynamics:

Developing Trust among Teammates: Trust is built through open and honest communication, reliability, and mutual respect. Athletes must trust that their teammates will fulfill their responsibilities and support each other in achieving common goals.

Promoting a Positive Team Culture: Creating a positive team culture fosters a sense of belonging, support, and unity. Celebrating successes, providing constructive feedback, and encouraging teamwork contribute to a positive team environment.

Effective Communication Strategies

Effective communication is the backbone of successful team dynamics:

Importance of Communication in Team Sports: Communication allows teammates to coordinate efforts, share information, and make decisions collectively. It enhances understanding, minimizes errors, and fosters cohesion.

Active Listening and Clear Communication: Active listening involves paying full attention to the speaker, seeking clarification when needed, and responding appropriately. Clear and concise communication ensures that messages are conveyed accurately and understood by all team members.

Nonverbal Communication

Nonverbal communication plays a significant role in team dynamics:

Body Language and its Impact on Team Dynamics: Body language conveys emotions, intentions, and attitudes. Athletes must be aware of their own body language and interpret their teammates’ nonverbal cues to enhance communication and understanding.

Nonverbal Cues for Effective Communication: Eye contact, facial expressions, gestures, and posture are nonverbal cues that can convey messages and emotions. Athletes can utilize these cues to enhance communication and establish rapport with their teammates.

Conflict Resolution

Conflict is inevitable in team sports, and addressing it constructively is crucial:

Common Sources of Conflicts in Sports Teams: Conflicts can arise from differences in opinions, playing time, or competition for positions. Miscommunication and unaddressed issues can also lead to conflicts. Understanding the sources of conflicts helps in resolving them effectively.

Strategies for Resolving Conflicts Constructively: Constructive conflict resolution involves active listening, understanding different perspectives, and finding mutually beneficial solutions. Open communication, mediation, and compromise are effective strategies for resolving conflicts within teams.

Leadership and Team Roles

Leadership and clearly defined roles contribute to positive team dynamics:

The Role of Leaders in Team Dynamics: Team leaders set the tone for the team and inspire their teammates. They provide guidance, support, and facilitate effective communication within the team.

Establishing and Clarifying Team Roles: Clearly defined roles and responsibilities ensure that every team member understands their contributions and expectations. This clarity fosters a sense of purpose and accountability within the team.

Adaptability and Flexibility

Adaptability and flexibility are essential for successful team dynamics:

Embracing Change and Adapting to Different Situations: Sports teams face various situations that require adaptability, such as changes in strategies, opponents, or unforeseen circumstances. Embracing change and adapting quickly contribute to team success.

Flexibility in Roles and Strategies: Being open to adjusting roles, strategies, and game plans when necessary allows teams to optimize their performance. Flexibility promotes teamwork and allows teams to respond effectively to challenges.

Building a Supportive Team Environment

A supportive team environment is crucial for success and well-being:

Encouraging Teamwork and Collaboration: Emphasizing the value of teamwork and collaboration creates a supportive environment where teammates work together towards a common goal. Encouraging cooperation and recognizing each other’s contributions fosters team unity.

Celebrating Successes and Supporting Each Other: Celebrating individual and team successes boosts morale and reinforces a positive team culture. Supporting each other during challenging times builds resilience and camaraderie within the team.

Overcoming Challenges Together

Teamwork is crucial in overcoming challenges:

Teamwork in Challenging Situations: During difficult moments, teams must come together, support each other, and problem-solve collectively. The combined effort, synergy, and trust within the team can help overcome challenges and achieve success.

Problem-Solving and Decision-Making as a Team: In challenging situations, teams should engage in open dialogue, gather input from all members, and make collective decisions. Problem-solving as a team enhances ownership and commitment to the solutions.

Frequently Asked Questions (FAQs)

Q1: How can effective communication improve team performance?

Effective communication improves team performance by enhancing coordination, minimizing errors, and fostering cohesion. Clear and concise communication ensures that information is conveyed accurately, leading to better understanding and effective collaboration.

Q2: What are the common barriers to effective communication in sports teams?

Common barriers to effective communication in sports teams include lack of active listening, misinterpretation of messages, ego clashes, and ineffective feedback. Additionally, distractions, noise, and language barriers can also hinder communication.

Q3: How can conflict impact team dynamics, and how can it be resolved?

Conflict can negatively impact team dynamics by creating tension, reducing trust, and hampering communication. Constructive conflict resolution strategies involve active listening, understanding different perspectives, and finding mutually beneficial solutions through open communication and compromise.

Q4: What qualities make a good team leader in sports?

Good team leaders in sports possess qualities such as effective communication skills, emotional intelligence, the ability to inspire and motivate teammates, and the capacity to make fair decisions. They also exhibit strong interpersonal skills, lead by example, and foster a positive team culture.

Q5: How can teams foster a positive and supportive team environment?

Teams can foster a positive and supportive team environment by encouraging teamwork and collaboration, celebrating successes, providing constructive feedback, and promoting open and honest communication. Building trust, establishing clear roles, and supporting each other during challenging times also contribute to a positive team environment.

In conclusion, team dynamics and effective communication are crucial for athletes’ success in team sports. By understanding team dynamics, building trust, promoting effective communication strategies, addressing conflicts constructively, embracing leadership and team roles, cultivating adaptability, fostering a supportive team environment, and overcoming challenges together, athletes can enhance their performance and experience the power of teamwork. Remember, effective communication and strong team dynamics are the foundation for achieving collective goals and maximizing the potential of every team member.

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HOw Leaders Can IMPROVE Problem-solving abilities

   December 2, 2021      By Living As A Leader

If the last few years have taught us anything, it’s that problems can come at leaders fast and furious. Often, there’s no perfect solution in these complex situations, but the problems still need attention and can’t be ignored.

Here are proven methods for leaders to become more adept at identifying, addressing and moving on from problems so teams can thrive.

Define the problem

One of the fundamental but often overlooked aspects of good problem solving and decision making is to begin by clearly stating, as succinctly as possible, what the problem is that we’re trying to solve. This is a crucial piece for helping others become better problem solvers. If you perceive a problem but can’t clearly define it, the problem will persist as generalized stress and anxiety, without any clear outlet. Before you can make decisions, you need to understand the problem. Once the problem is clearly stated and defined, you can start to take steps to solve the underlying issues.

Check your assumptions

Experience can lead us to decide too quickly or fall victim to our own assumptions and biases. Many times, our decisions based on experience are correct, but other times we might be smart to take a step back, learn more about what’s going on, and brainstorm and explore new options with input from your team. Plus, when problems involve others, let’s engage them in intentional problem solving, rather than just giving them the answer, so they can learn more deeply from their own experience—rather than from yours.   

Take decisive action

When confronting a problem, if we don’t make some sort of decision and move forward with some sort of action, we get stuck in analysis paralysis. Usually, the decisions you make and actions you take toward solving a problem don’t need to be perfect. We’re looking for progress, not perfection. The best decisions are applied and tested. This is a fundamental lesson in good problem solving. We apply our best decisions and we test them out to see what happens. Then, we adjust as needed based on what we learn. This approach gets us moving and often minimizes our risk, because we can always change course as we move deeper into solving the problem.

No matter the size of your problem, remember this simple model: Start by defining the statement of the problem, check your assumptions and involve others, and then execute. The good news is if you follow a process with deliberate action, almost all problems are manageable.

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A leader as someone who can look at the mistakes and failures of their past to help make a better decision in the future. As a result, they are unlikely to make the same mistake twice, and when the same problem comes along, they are more likely to solve it properly. Let's look at problem solving.

Problem solving is a form of thinking, often considered to be the most complex of all intellectual functions that a person can have. Problem solving is defined as a higher-order cognitive skill and it occurs in an organism if it does not know how to proceed from a given state to achieve a desired goal. There are several types of problems that can be exceedingly difficult to solve, and require the skills of a great leader or problem solver to handle them. Here are a few examples:

• Intransparency - This a problem where there is a lack of clarity of the situation. A good example of this is someone who owns a boat, but rarely is on the water, but now has to deal with a hurricane which they have never had to face before.
• Polytely - This is where multiple goals must be achieved. A good example of this is a person who has a business report due that must not only show how to cut costs, but also to do it without firing anyone, while allowing revenue to increase for the company.
• Complexity - This is a large number of items and decisions to take into consideration for the problem. An example of this is a situation where someone will be dealing with many complex factors at once, like a financial sheet, where they have to make it balance properly.
• Dynamics - This is a problem with time considerations. A military leader who is facing the onslaught of the enemy in five minutes needs to devise a plan quickly.

What makes problem solving so important to leadership? Well, the short answer is that without problem solving skills, a leader will not be able to solve the many problems they will face in their lifetime, from the mundane to the critical.

Problem solving is a lot like leadership; those who have it are both born with it and learn how to use it.

People may be born with a highly logical mind that allows them to assess situations quickly and determine the best course of action, but without the practice of using that in various situations, that skill can fade away. Like any talent, it must be honed and practiced to make it work properly.

Leaders often possess problem solving capabilities, but it is up to them to make those capabilities work properly. They need to be able to look at the problems they have faced in the past and to be able to use those experiences to figure out their current predicament.

For example, if a great military commander is on the high seas and he finds himself surrounded by three other ships, he has only a few options. He can flee, he can attack them one at a time, or he can use them against themselves. Now, say he has faced this situation once before and he attacked one at a time, only to nearly lose his ship before he fled. In this present situation, he can look at that past experience and realize that attacking one at a time is not the way to go. So, instead he uses his hopefully faster and more agile ship to go around the other ships and force them to fire at him, only to hit the ships of their fellow countrymen.

Therefore, by looking at the past situation, the military commander was able to know what not to do and reduce his three difficult choices to only two. This gave him much better odds.

Problem solving works like this. Thousands of years ago, as our species was first hunting big game, we probably chased after them as a group, only to have them outrun us. So, we learned from that and we decided to chase after game and send them towards other hunters, who could then take down the prey. Therefore, the problem solving worked by relying on past experiences to solve the problem.

Again, we see that supervision is associated with leadership, but not actually something leadership needs.

Also, people can be taught how to look at problems, how to assess them, and how to create the solutions that may be needed. School is an excellent example of this concept, where children are taught in math how to solve many different problems. In fact, tests in nearly every subject are completely dependent on problem solving.

• You need to look at all the elements of the problem first and understand the forces that are affecting the situation. This could be looking at enemy forces coming over the hill, figuring out which of your running backs is open, or perhaps it is looking at the variables in a math question.
• Next, you need to understand the causes behind the problem. Why are those troops charging at us, what is the other team doing to stop our player, how do these variables play into the math question?
• Understand the roles of those with you, and those against you. This may not apply to math questions, but it certainly applies to sports and war, and as a result many great leaders are lauded in these two avenues for their ability to problem solve.
• Last, evaluate the ability of those on your side, and those on the other side to affect the situation. You may think a barrage of arrows will stop the troops coming at you, but if you fail to think that the other commander thought of that and has his archers already firing, you may end up on the losing end of a battle .

This process shows just how a leader will problem solve in a situation. When we look at leaders in the past, people are astounded by their ability to solve problems that many would deem to be nearly impossible to solve. As well, we often see them going up against the odds and winning, in no small part due to their problem solving abilities. Let's look at historical leaders and see how problem solving played a role in their legendary achievements.

• Julius Caesar conquered a huge portion of Europe using his wits and the troops in his army with innovative methods.
• Alexander the Great conquered most of the known world by using problem solving techniques, including building a huge bridge to transport siege equipment across, just in order to take a small island.
• Boadicea defeated the Romans in London, despite being outnumbered, by using her knowledge of the terrain and her own problem solving skills, to her advantage.
• Gandhi looked at the problem of British occupation in India and came up with his own solution that would work given the dominance of the British: Non-violent resistance. Looking at the number of his people versus the number of the British, it was the clear solution.
• Epicurus routinely used problem solving to look at the world around him and devise solutions as to why the world is the way it is.
• Horatio Nelson's life was based on problem solving, overcoming the odds, and defeating the enemy with new and innovative methods.

When we look at the world of problem solving, it is clear to see why it is an important leadership characteristic. When there is a problem that needs to be solved, it is not up to the followers to find the solution, although a good leader will get their input on the matter. It is up to the leader to look at the problem, the information they have been provided, and be able to find a solution to it, using whatever information they have at their disposal.

Because planning is very important in problem solving, we also need to discuss planning here as well

This emphasizes the importance of planning. It means knowing the situation you are in, figuring out a way to get through it, and then, implementing that solution. Writers call it a plot outline, computer programmers call it a flowchart, leaders call it destiny or their grand plan, but no matter what, they all have the ability to plan to solve problems.

There may be problems that are immediate, like how to deal with an irate subordinate, or they may be more long term, like how to deal with climate change. It could be something personal for the leader, like planning their own march into the history books, or it may be a plan for someone else. Boadicea burned London down in the First Century, A.D. because Roman soldiers killed her husband and raped her daughters. She planned the attack and she executed it for personal reasons, but didn't do it alone.

Can You Lead Without Planning?

Some people believe that it is possible to lead people without planning a course of action. There are some who can do this, but they are not leaders, they are lucky. Those that are lucky look like great leaders because of the luck, but eventually luck catches up with them and turns from good to bad.

Planning is core to leadership. Even supervision needs planning. When a supervisor is showing someone how to work on a new piece of machinery, they need a plan of action to help them through the steps. They need to be able to start from the basics and progress through the difficult parts to teach the employee what they need to know about the machinery. They cannot just show them what it does and walk away.

Leaders need to plan because it shows those around them that not only do they calmly assess situations in looking for the best way out, but they do not simply go blindly into a situation, which in terms of war, can have disastrous consequences. When a leader shows that they have concern for their troops, the troops will follow them to Hell and back again.

How Do Leaders Plan?

Essentially, they plan like anyone else, they just do a much better job of it. The important thing that leaders do when they plan is that they look at the entire situation and then they determine the best course of action. Does this sound a lot like problem solving? It should, because as we stated earlier, it is an integral part of planning.

Here are some of the key things leaders do when they plan a course of action for themselves, and those around them:

• They look at the situation as a whole before they ever break it down to see the integral parts of the problem or goal.
• They talk to those around them to get their opinions. They may not follow the opinions, but a good leader always tries to understand what their followers and advisors think.
• They use their own 'gut feeling'. One of the most important things a leader has at their disposal is a gut feeling. This is their intuition and when a leader is planning a course of action, they always listen to it. If they have an uneasy feeling about a situation, they will not take that course of action and they will readjust their plan. For a leader, a gut feeling is one of their greatest tools.
• They look at the end result that they want to achieve and the situation that they are in at that time. Afterwards, they plan how to get from point A to point B in the best manner.
• Once they have decided on a plan, they go through with that plan and they do not waver from it. If you remember from Lesson One, we learned that sticking to your guns was a huge part of being a leader, and if a leader wants people to follow them, they should not flip-flop.

Leaders will plan in different ways, but the end result will always be the same. Either they will succeed, and then they will know that the plan they just implemented was the best for the job. Or they will fail, and they will then use that experience to determine how best to proceed when faced with the same situation in the future.

Planning for the Best

Chance Favors the Prepared

The above statement is a good way to look at how leaders think. They leave nothing to chance and they plan out every scenario that they can, so they will have the desired result. This then comes down to the next statement:

Hope for the Best, Prepare for the Worst

We all hope for the best, but very few of us plan for the worst. More often than not, people will hope the leaders around them will take care of that, and that is what separates leaders from the rest of the people. They prepare for the worst because they know that while they hope for the best, there is no guarantee that it will happen. When you don't get the best result, you don't want to be caught off guard.

The point is that a leader has to plan for the future and they have to plan for the best, as well as the worst outcome. This means that a leader does not only have one plan of action in their head, they have dozens, or more. Military commanders in the past had to plan their attack, and, at the same time, plan what to do if they were flanked by the enemy's cavalry. In addition, they also had to plan what to do if the enemy had forces hidden in reserve.

To be a great leader, you need to be able to problem solve. To be able to problem solve, you need to be able to plan.

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Importance of problem solving skills in leadership – make a difference and be successful.

Great leaders in U.S. history showed how you can make a difference and be successful. They are exemplars of the importance of problem solving skills in leadership:

• George Washington  led a ragtag army of colonial soldiers against the professional army of a world power. He overcame almost insurmountable problems as a military leader and as the first president of a new republic.
• Abraham Lincoln  was the president of a country coming apart at the seams. His determined leadership and overcoming problems, during a time when others gave up, preserved our republic through an unprecedented crisis.
• Franklin D. Ro osevelt assumed office during the nation’s Great Depression. His administration was focused on solutions with the goal of restoring hope and confidence during a time of hardship and economic crisis.
• Martin Luther King  attacked the problems of racial discrimination and prejudice with fearless resolve and unparalleled leadership. His “I have a dream” speech is a classic call to solve lingering problems of unfulfilled promises of the American dream.

How Recruiters Identify the Best Potential Leadership and Problem Solvers

The career path to the C-suite is paved by organizations that increasingly seek solid leadership skills when adding talent to their workforce.

According to  Stephany Samuels , a senior vice president at an IT recruiting and staffing firm, “Companies thrive and grow when their workforce is comprised of leaders that instinctively explore creative solutions and bring out the best in their colleagues.”

What are the leadership traits and qualities recruiters should be looking for? According to this  CNBC article , problem-solving ranks in the top three. Employers want to recruit talented people, “who are quick on their feet and comfortable resolving conflicts with unique solutions.”

• Critical Thinking vs Problem Solving: What’s the Difference?
• Top 12 Soft Skills Consulting Firms Look For

Why Problem Solving Skills are a Vital Ingredient in Your Leadership Tool Bag

Duke Ellington  once observed that “A problem is a chance for you to do your best.” If you leverage your problem-solving skills, you can encourage the best performance from your team.

Effective leaders are high-level thinkers and students of human behavior. They find answers to difficult questions because their approach is rooted in strong problem-solving skills. Your own workplace problems can result from conflict, competition for resources, or poor communication. You can harness that energy with dynamic problem-solving skills.

By adapting  problem-led leadership  styles to your work culture, you can identify and proactively solve complex problems in the leadership challenges of your business. You can excite your team and bring unity in the organization. That unity and team spirit taps into everyone’s expertise to solve problems.

Types of leadership problems and their solutions

As a leader, you will face several types of problems. Some examples are problems that:

• were never faced before: e.g., the recent pandemic and new challenges faced by remote workers—productivity, network security, etc.
• require multiple solutions to sometimes conflicting goals: e.g., a need to cut costs without having to lay off any employees.
• are complex: e.g., a solution involving a large number of known or unknown factors—stake holders who have conflicting agendas and questionable loyalty to the entire organization.
• are dynamic: e.g., a problem with a non-negotiable deadline for solving it

Problem solving can be learned through techniques that involve:

• looking at the elements of the problem and understanding the dynamics affecting the situation
• understanding the causes behind the problem
• knowing how to leverage your advantage as well as understanding what difficulties you are facing
• evaluating the strengths of your team and their ability to help in solving the problem

Read More: Life Of A Leader: What A Leader Does Everyday To Be Successful

How Leaders Solve Problems

Albert Einstein once said this about problem solving: “We cannot solve our problems with the same level of thinking that created them.” You cannot expect problems to go away on their own. Problem solving requires creative and proactive solutions and skills.

You can hone problem-solving skills with the sharp edges of a positive outlook. That approach is the opposite of the energy-draining commitment to unproductive struggle, which reinforces inertia.

When blame and repercussions and saying “oh, no!” poison your team, the classic movie  Apollo 13  line  “Houston, we have a problem”  could be “Oh, no! Houston, we’re gonna die up here!”

In  Apollo 13,  the ground crew found solutions with only the material at hand. You can emulate that approach by saying “yes” to problems. Do that and you will employ, promote, and encourage an approach that focuses on strengths and opportunities. That approach includes:

1.  Identifying the problem : Spend extra time defining problems and avoiding premature, inadequate solutions. The  governing philosophy  here is “A problem well stated is half solved.”

2.  Evaluating the problem:  You can get to the root cause of a problem by:

• looking for common patterns
• asking questions—what? who? where? when? and how?
• avoiding assigning blame and engaging in negativity
• seeking knowledge of every aspect of the issue in order to move forward

3.  Backing up proposed solutions with data : By using data already accumulated over time, you can bring a persistent problem into perspective. Data analysis often connects the dots and leads to discoveries through common patterns.

4.  Practicing honest communication and transparency.  When you have a clear plan of action to resolve a problem, you can avoid the appearance of having a hidden agenda. The road to trust, respect and confidence from your team is through transparency. Transparency will keep the team invested and motivated in solving the problem.

5.  Breaking down silos : With transparent communication, you also promote an organization without boundaries and the hidden agendas of silos. Silos prolong and support hidden agendas and can be the major cause of most workplace problems—turf wars, fear of speaking out, etc. In sum, silos are team-wrecking mechanisms that make it difficult to solve problems through isolation and blocking communication.

6.  Making solutions actionable through testing : Following brainstorming sessions with those invested in the solution, you should encourage and assist the team to develop lists with logical actions, priorities, and timelines.

Your job as the leader is to assess the costs of those solutions in time and resources. Your next step is to communicate that information back to the team and do any tweaks and necessary adjustments.

7.  Learning from mistakes:  When mistakes and errors occur, you should incorporate the lessons learned as the foundation of further growth. Often, problem solving skills in leadership promote a culture of risk taking, where the results can be more than the sum of the risks.

You can practice positive problem-solving.

You know the value of saying “yes” to problems. That spills over into the value of acquiring positive problem-solving skills. That is where  you shift the focus to the solution  and away from the problem by:

Expecting the unexpected:  You can deal with unexpected situations or unforeseen complications by anticipating the “what-ifs” and adding the “just in case” scenarios. It could be as simple as remaining composed when faced with the unfamiliar and adopting an attitude of concerned detachment.

Accepting the unexpected : Stuff happens, despite your best plans. Feeling frustrated is natural. As a leader, you need to stay positive and focus on the solution. When a leader gets angry, the team runs for cover and takes shelter in keeping their own counsel.

Staying optimistic : When things go awry in your problem-solving task, you should stifle your negative thoughts and bite your tongue when it comes to expressing feelings around others. Avoid comments like “This should have never happened” or “Who’s at fault here?”

Look for a learning experience in the setback. When you do that, you are showing the positive mental attitude that is expected from problem-solving leaders.

Consulting others : It is likely that some colleague or counterpart has gone through similar experiences in solving a difficult problem. You should check with your team, consult experts, or take advantage of professional social media like LinkedIn.

Don’t be afraid to ask for advice and consider multiple solutions and points of view. You are going for a wider perspective, and that perspective can expand your options and lead to solutions you may have overlooked.

Be a critical and creative thinker : The power of the mind is a wonderful and untapped tool. In its critical mode, it recognizes dissonance, inconsistency, and illogical conclusions.

In its creative mode, your mind goes deeper into an amazing subconscious process that generates and inspires options or innovative solutions. Then the mind explores those solutions in its critical role. The secret is to work on  improving your critical thinking skills  and trust the process.

Planning for results : When you find the successful solution, work backwards to discover the best way to make it happen. A problem manifests itself through a history of bad outcomes, which can be articulated and quantified. Focus on the problem, and you can cure the symptoms.

Never Give Up

Some problems defy your best efforts to find solutions. What you might need is fresh eyes and new approaches from unexpected sources. Perhaps some adjustments and compromises are required.

Don’t give up. Always remember the importance of problem solving skills in leadership. Next to your title in the company roster is the implied leadership role of “problem solver.”

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Jenny Palmer

Founder of Eggcellentwork.com. With over 20 years of experience in HR and various roles in corporate world, Jenny shares tips and advice to help professionals advance in their careers. Her blog is a go-to resource for anyone looking to improve their skills, land their dream job, or make a career change.

Further Reading...

7 Tips To Handle Employees Who Think They Are the Boss  

What Is the Leadership SWOT Analysis and How to Use It for Personal Leadership Development

5 Strategies To Create High Performance Work Culture

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Problem solving: a critical leadership skill.

Home » Blog » Business » Problem Solving: A Critical Leadership Skill

Today’s leadership responsibilities and roles aren’t limited to delegating and management. Instead, when it comes to effective leadership, problem solving is not only an important skill, but a crucial role for leaders to take on.

Faced with more complex challenges in business and the world at large, many leaders are embracing what some traditionalists may call anti-leadership. Instead of focusing primarily on managing their people, many leaders are fixing their attention on the problems at hand, and unintentionally leading people excited about the solutions they are striving for. Founder of the MIT Leadership Center Deborah Ancona and Executive Director Hal Gregersen have labeled this problem-led leadership , and are reporting an increase in this distinctive style.

Even on a smaller scale, problem solving is a critical component for leaders who must strive to eliminate barriers and challenges that can otherwise hinder their people’s or their business’ progress. In a Harvard Business Review study about the skills that influence a leader’s success, problem solving ranked third out of 16.

As a leader, you need to approach problem solving as an opportunity, with a broad perspective and a calm demeanor. And, you’ll want to arm yourself with a few critical approaches to hone your problem-solving skills.

How to Develop Problem Solving Skills

Identify and define the problem.

Implementing a solution too early may not fully address the problem. Instead, invest time in understanding and defining the scope and nature of the problem to generate several good solutions before taking action. Don’t confuse a generic label of the problem (for example, the sales forecast is wrong) with the real definition of the problem. To truly define the problem, you would need to indicate something like: I know our department anticipated twice the revenue shown in the forecast here, and only three salespeople are represented from a staff of 10. Then, you also need to identify when and what the resolution needs to be: In one week, I need the correct forecast available for a board meeting.

Analyze the Problem

You will also want to assess the degree to which the problem has affected the overall business. In the example above, perhaps the sales forecast report has impacted other departments in the company as well. Look for overall patterns and ask questions about who, what, when, where, why and how to understand the scale of the impact. The objective is to find the root cause to allow you to implement a permanent resolution instead of a temporary fix.

Data offers a fact-based perspective on a problem and can help you define the issue. Learn what types of data are available for you and how to interpret the datasets. And, be sure to translate your findings in clear and meaningful ways for stakeholders who can support resolutions.

Communicate

You will need to cultivate good communication skills, to allow you to clearly and effectively relay the problem to key stakeholders. Then, you’ll also need to inspire the people who are supporting the solution to remain connected to the task until it is resolved.  

Transparency is a key tenant of communication to ensure all aspects of a problem are understood. This is also critical when proposing solutions, as you need to understand different perspectives and concerns before implementing what you believe to be the right approach. Sometimes, this may entail keeping team members accountable for giving honest feedback, as not everyone feels comfortable sharing, particularly negative or dissenting opinions.

Finally, once you have a plan, you’ll need to communicate unambiguously to implement it.

Be Open-Minded

Problem solving cannot be done well if leaders are change- or risk-averse – or worse, allowing team members to mask inefficiencies. You’ll need to be able to assess a problem outside of immediate, obvious details, and be open to taking risks to find a better, more innovative approach. Problem solving is best conducted when many people can contribute their best ideas and skills, and you’ll need to keep an open mind to hear from top talent and innovate ideas across the organization, and to take on a new perspective.

Develop Solutions

Once the problem has been identified and analyzed and you’ve brainstormed solutions, you’ll want to narrow down a few fully developed solutions. Presenting every idea on the list to stakeholders or clients can hamper decisions. With a narrowed list, you can design a long-term solution or two that consider the time, cost, and technology required to support the solution.  

Learn From Mistakes

Mistakes are a natural part of growth and development, and fostering solid problem-solving skills will likely entail some errors along the way. But mistakes can provide learning opportunities and improve your overall process and approach – as long as you appreciate them as a learning opportunity. Even if you aren’t grappling with an obvious mistake, take time to reflect on the overall process and approach and determine if you would change anything to boost efficiency, creativity, or speed the next time.

Cultivating strong problem-solving skills is critical for leaders at any level and career stage, and starting now ensures as you advance, you’ll be fine-tuning this vital skill instead of trying to play catch up.

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Why are problem solving skills essential for leadership?

What exactly is it about senior executives that sets them apart from everybody else?

We're talking about the rare quality or qualities that elevate them above the rest of the workforce. Clearly there's a lot more to reaching the boardroom than studying hard, working long hours and waiting for the big promotion opportunity.

Nurturing leadership is not a simple process. The career pyramid gets very narrow towards the top, and as such, only the very brightest and best can reach the top of the pile. To become a chief executive or managing director you need to have leadership skills, vision and drive in abundance, but you also need that extra-special creative spark.

Very often, it is the problem solving skills, the ability to meet difficult challenges head on and make the right decisions under pressure that separates the wheat from the chaff. Nobody can see the future and envisage what is to come, in business or in life. But in many ways, senior executives are charged with doing just that, and this can be a most unenviable role.

It is their job to identify opportunities and risks, anticipate future trends and outline the strategic direction for their organisation. Should they succeed, they - and the people who work for them - will be both applauded and rewarded. But where business leaders choose the wrong course of action, and things don't turn out as planned, it will be seen as their responsibility - and their head ready for the chop.

Making the right decisions

When it comes to problem solving in the boardroom, business leaders should think in terms of goals and barriers. What are their short and long-term targets for the organisation, and what obstacles are likely to stand in the way of success? Senior executives require the vision and clarity of mind to identify these challenges, then select the course of action that delivers the most favourable outcome.

Usually, the overall aim in business is to maximise profits for the organisation, and as a consequence, shareholder returns. But in order to achieve this goal, it will be necessary to achieve a series of micro-targets. To raise profits, the company may need to improve service quality, boost productivity, enhance customer loyalty, engage in employee retention and identify new efficiencies to reduce costs.

There can be many different ways of achieving the same end result, and the job for senior executives is to identify the optimum approach in each scenario. They need to foresee where obstacles may stand in the way of success, and think creatively in order to remove them. Where this is not possible, they may need to devise entirely new ways of working around a problem.

Effective problem solving skills

Sometimes the ability senior executives have is to solve problems quickly - reaching the same conclusion other people would make, given all the relevant information, but in a fraction of the time. This can give their organisation the edge in business, as it can be more responsive and agile, and able to act while rival operators are still contemplating the best way forward.

While leadership styles may vary, top business leaders are able to quickly detect potential problems, carry out the necessary research and analysis, and then come to a decision. They must have great business instincts, and courage in their convictions. But they must also be pragmatic enough to realise they will not always have the answer, and there is a need to seek assistance in this process.

Senior executives need to call upon the expertise of everybody who works for their organisation, and sometimes even people from outside it. Individuals who have a specialism may be better-placed to judge the merits of a particular decision, and as such it makes sense to consult them. The managing director or CEO's job is to decide upon the final approach, and take responsibility for their decision, but they can build knowledge about the particular challenge before reaching this stage.

Similarly, senior executives may be able to harness technology solutions to improve the decision-making process. In the digital age, organisations are collecting and storing increasing volumes of data, which can be analysed to draw business insight and intelligence. It is up to decision makers to interpret this data and plan the appropriate course of action accordingly.

The decisions taken by senior business leaders are likely to have a bearing on all stakeholders within the organisation - including board members, employees, shareholders and customers. As such, there is great responsibility resting on their shoulders.

They need to use the resources available to them - including data and the expertise of other people - to shape their decisions, but sometimes their main asset will be their own skills, judgement and instincts. Over time, they will be assessed against the outcomes of their actions or inactions.

Future career prospects, and even the continued viability of businesses and organisations, may be reliant on the decisions made by company bosses. As such, there is no doubt that senior executive roles are highly pressurised.

It requires a little extra for professionals to succeed in such a role - so do you think you have what it takes?