Authors Who Solve Problems: A Guide

 Authors Who Solve Problems: A Guide

Interviews are a regular part of my job as an executive recruiter. Even though most applicants manage to make themselves appear good in a résumé, it doesn't necessarily show how well they solve problems. Still, every one of my customers is looking to recruit "problem solvers"—individuals who can simply enter their business and eliminate all of their issues.
I can feel your pain. Unsurprisingly, issues abound in the business world. Actually, there will always be issues, regardless of whether your company is growing or shrinking. The onus is on upper management to solve these problems or find competent replacements. The second is what this piece is focusing on.

The Lessons Learned About Problem Solving
As a result of our formal schooling, the majority of us have internalized the belief that most problems have a right and incorrect solution. Because of this, we often treat our most critical business problems as if they were mathematical problems involving the solution of a single "right" answer. Still, a lot of business issues don't become any easier the more we look at them. On the contrary, they could grow in size and complexity. Challenges combining a variety of personalities and ever-changing markets tend to be the most frustrating.
If recruiting managers don't know what their company issues are, they won't be able to identify a candidate who can fix them.
How to Solve Problems Effectively in Seven Easy Steps
Whether you're tackling challenges in the real world or just practicing for an interview, it's always good to have a plan. People fail to effectively identify the "real problem" when they are trying to address a business problem. Consequently, a candidate's problem-solving abilities can be evaluated by having them describe a real-life situation from their previous job using the following seven-step structure. When describing a difficulty they overcame at work before, candidates should show that they can:
1. Identify the problem: Ask the candidate to define the problem and explain what went wrong by citing a cause and an effect.
Second, establish what you hope to accomplish by having the applicant describe the end result you hope to see from his solution to the challenge.
Thirdly, come up with alternatives: how many different options did the candidate come up with? How different were the choices in terms of quality? Was the difference between the hard and soft costs of each proposal substantial? Proceeding accordingly. The candidate's ability to think outside the box and come up with novel solutions to problems will be on display here.
4. Make a plan of action: Ask the candidate to review their comprehensive plan of action. The majority of strategies for tackling complex problems call for a series of actions spread out across time. Does the candidate name names in his summary? When will it be done? Attention to detail is key, and those that thrive in this area tend to outperform others who are more broad in their approach to problems.
5. Recap the worst-case situations here; this is where the candidate can troubleshoot. Where did his strategy go wrong? Is it possible that there were any negative effects? How did the hopeful make sure their strategy would be successful? Were any unforeseen results?
6. Get the word out: The key to gaining the necessary support is informing the appropriate individuals. Ask the candidate to name the people and organizations that had an impact on his plan's outcome. Does he discuss the people who were affected and those who should have been informed? In what ways did he interact with those who needed to know? Top executives are masters at making the most of their time and energy by directing the efforts of others. Here is a chance for you to strengthen your company's management team.
7. Put it into action: The candidate should talk about who really put the plan into action and keep an eye on how things are doing. For what aspects of the solution was responsibility assumed? How did things turn out if the plan wasn't met? Attempt to ascertain: How "hard on the issues and soft on the people?" the prospective manager is likely to be.
You can learn a lot about a candidate's problem-solving abilities by looking at their past work. Consider the solutions' prices, consistency, and quality. Asking candidates to describe their problem-solving experience in detail is an important part of the interview process. Reduce the possibility of being fooled by having the person rehash the events of a specific incident with great detail.
Remain childlike: Always be curious and ask "why?" or "how?" when they say something. Failure to question their assumptions throughout the interview process 

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