FIRE

I have this insistent need to focus on the future by reviewing all the options before making a decision and then I will evolve outcomes within the broad goal, instead of plotting an exact end point. This method of getting things accomplished has been labeled everything from indecisive to vague. I am always asked to lead strategic planning conversations but have been challenged with implementation. Eight years ago, I learned and became a certified specialist in the science behind what I teach to other leaders. My strategies do one thing that I challenge everyone to consider; don’t develop business processes from your own method of problem solving. This is a sure-fire way to kill productivity and increase time and frustration among your team. Leaders know how you get things done, and since you are particularly good at what you do, it seems only logical that others should take action in the same way. While demonstrating a solid example of problem solving may be a good thing, it is also likely to be against the grain for many of your people. The methods of your team that are different may seem less effective, but forcing one method of operation means some will have to switch problem solving gears and do things differently than they would naturally. Working against your natural strengths causes you to race the clock, collaborate less effectively and suffer from flat-lined energy by the end of the day. A problem of time persists until leaders take a close look at differing methods among the team!

FUEL

Putting your natural problem solving strengths into your pocket, so-to-speak, will make the clock tick faster than ever! Do you struggle with deadlines? Do you wonder why your team of skilled and experienced managers can’t seem to make ample progress? A leader once relented; “every member of my C-suite executive team sets a goal and then revises it several times before they can commit!”
 
Upon working with the executive team, we learned that they did not have the freedom to take action according to their natural strengths and they were plagued by constant overuse of time. They were not confident in their actions and it showed in their inability to commit to goals. To beat the clock, you must have a clear perspective of the strengths of your team and their use of time. Each insistent need to use time in taking action causes your team to spend time in a different way. You may be mandating how time is spent by forcing methods instead of blending them, resulting in time that is maximized or lost.
 
Consider this; some on your team will gage how much time something will take through experience and expertise; putting events into a historical perspective. These team members will need time to consider what has previously been accomplished, how is something utilized today, and how can it benefit our work tomorrow. Others will need to sequence events and provided continuity. They will pace themselves, set a rhythm for efforts and coordinate with others. Some will focus on the future by forecasting what could be, and anticipate change, and others will be grounded in the here and now; create quality products that will endure through time. Each use of time will be beneficial if arranged properly.
 
It takes twice as long to get things done if you are not free to act according to your natural use of time. If you are caught in a time warp, there is a way out; determine the use of time by everyone on your team and arrange your efforts in a blend of problem solving actions to meet the goal. Contact us at Firepower Teams – We are here to help you start the process!