So are you a ducker or diver?

Do you tackle problems head-on with your team or avoid confronting issues at all costs?

I have heard team members complain that managers never listen to their issues and do something, or managers don’t deal with team members who aren’t pulling their weight. It’s frustrating for the people involved and very disheartening. It doesn’t help create engagement with employees if you just let the problems carry on.   

Alternatively, I’ve seen managers rush into situations like a bull in a China shop. In my early days of management, I often did this, and the times it backfired. I soon learnt what worked and what didn’t when dealing with issues. There’s nothing like getting an egg on your face!

As a manager, especially a new one, it can seem daunting to tackle any issues, but by doing so, you help your team be successful. Taking action, even if you can’t tell them what you are doing, will build trust and create the sense that you genuinely care. It also creates employee satisfaction with you as the Employer.

Consider these tips to help you feel confident in dealing with issues. For those who rush in, they will make sure you have considered other avenues before doing anything.

1. Identify the root cause of the problem by asking probing questions.

Remember Rudyard Kipling’s six honest serving men – What, Why, When, How, Where and Who- and use these as the basis of your questions.

2. What evidence do you need to help you feel more confident in discussions?

Performance issues need specifics, such as productivity information or examples of behaviour that has not been up to the expected standard. Research is useful for discussions with teams, giving you the background and potential options for ideas. I can recall being told things by team members and charging in to discover I hadn’t been given the whole facts. You only do that a couple of times before becoming wiser.

3. Plan the meeting format, whether it’s with a team member or the team.

For individuals, the “Grow” model is a valuable tool for meeting planning. With teams, draft an agenda.

4. If it is a team problem, consider how to involve them in identifying solutions.

Through involvement, it creates buy-in, generates enthusiasm and creative ideas and develops individuals.

5. Consider your approach in the meetings.

Listen to your team members and observe their body language. What are they not telling you? Try asking in different ways to check your understanding.

6. Finally, make sure you devise and implement actions.

There is nothing more destructive for teams than spending time discussing issues, generating ideas, and then that’s it—nothing happens. If that happens too often, the team loses trust in you, won’t generate any ideas, and becomes disinterested. If an individual feels uncared for, they will feel that you don’t support them in the actions needed, and they won’t grow as individuals.

Do let me know whether you consider yourself a ducker or diver, what you have done to combat it and any tips you have picked up.

If you want to read more about creativity in the workplace, this blog will help, too. 

Struggling with problem-solving in your business Then book an exploratory call to see how I can help you.