Topics—Leadership

Problem—Who Has It?

The first step in problem solving is figuring out who's got the problem. That's tough. The next step is also hard, keeping the problem where it belongs—with the person who has it.

When you are looking for the person with the problem, ask yourself “Who is actually suffering physically, psychologically, or financially from the situation?” And suffering means really suffering. It is not enough to say, "We are losing money with this." If no one is in pain, there probably isn't a real problem, or at least not one that will mobilize energy, action, and commitment. A person with a problem is motivated to act. Finding that person can be difficult, as this example shows.

Who Has the Problem, The Company or the Truck Driver?

It was the monthly meeting of the Transportation Department, where the Director, managers, and supervisors discussed relationships, communications, and involvement. I attended these meetings, helping them focus on possible problem solving actions that could make the culture more open and participative. Each person discussed what they had done in the last four weeks to involve their people. Ted, a senior supervisor from Fleet Maintenance, said that the drivers were frustrated by the 30 minutes delay they had at the start of their shift. "It is a long walk from where they park to the trucks, and then they have to wait for their truck to be fueled, oiled, and checked out. They are anxious to get on the road."

“It’s The Truck Driver!”

Ted was very empathetic with the driver's frustration. "We are always looking for ways to involve people more in solving their own problems. Since the drivers are so frustrated, I'd like to see is some of them might like to see what they could do to make things work better. What do you think?" Ted asked the group.

Darlene, the Director, thought that was a good idea, but Joe, the Fleet Maintenance manager, cautioned, "Changing parking and maintenance procedures is complicated. It involved insurance liability issues and other departments. It's not really something the drivers should do."

The group reminded Joe that in previous meetings they had agreed that the person closest to the problem should be involved in solving it. As they discussed this issue more, they reached further agreement, that the managers aren't the ones closest to the problem; “It's the drivers who are. They are the ones who should be solving it.”

“It’s The Company!”

Joe objected one more time, "Yes but with 400 drivers that half hour costs the company a lot of money. That's a company problem."

I asked Ted. "Can we put a rough number on this, and see if it is worth looking into? You have 400 drivers. Are they each delayed a half hour a day?"

"On average that's about right."

"And what is their cost with benefits, overhead, etc.? Would you guess about $50 to $60 per hour? Shall we say $50? How many days a week are we talking?"

"Say 6.”

“So can we say the rough cost is 400 x $50 x 6 x 52 x 0.5 or about $1/2 million a year." I said as I wrote these figures on the board.

"Well you couldn't really save that. The drivers would probably do something else with that half hour. It wouldn't go directly to savings." Joe interjected.

"But even if only a fraction did, would it be worth having the drivers look into it?" I asked.

Joe said, "Yes". With that, the group agreed that Ted should work on this. After the meeting, Ted asked if he could call me to discuss next steps. He thought a small driver group would be keen to work on this, and he could help them.

The Manager Can't Let Go Of The Problem

Ted didn't call. Just before the next month's meeting started, I asked Ted why he hadn't called. Ted said that his boss, Joe, didn't really like the idea. I decided to let that sit. One of the rules of culture change is to go with where there is support, not push where there is resistance. (for more on this see Evolution of a Work Culture)

Two meetings later Joe proudly outlined how he was working on the parking issue and driver delays. (It was difficult for Joe to see that he could solve the problem, and engage the drivers, at the same time. He was so used to taking responsibility by himself.)

I used that opening to engage Joe and others in a discussion of the goals of the culture change process and the need to keep the person with the problem engaged. I could tell that Joe was thinking hard, perhaps that he didn't need to work directly on this problem, but could still keep it under control by being involved as the project developed.

With Darlene's help Ted was able to regain control of the process with the drivers, while Joe learned a little more about defining a problem and about letting go. This was the beginning of a real culture change in that division. Decision-making and involvement was being pushed down to the level where there was real energy for solving the problem.

A Postscript-Continental Airlines in Negotiations

Some years ago I read a Wall Street Journal article that first triggered my thoughts on "Who has the problem?" This is from my clipping.

"At a Houston meeting in late 1994, with Continental teetering on the brink of a third bankruptcy, eight major creditors began yelling at him (Mr. Brennenman, Continental's CEO) at which point he headed for the door, announcing that he was going home to watch television.

"They were screaming. 'How could you do that?' Mr. Brennenman recalls. "I just told them they were the ones with the problem, not me. The first step in problem solving is figuring out who's got the problem." Continental ended up with breathing room, and within 14 months those creditors were all repaid in full."

I think most people would feel that Continental's CEO, facing bankruptcy, had a problem. But as he saw it, it was those who would suffer from the bankruptcy who had the problem. His redefinition made the situation crystal clear to the creditors, and put the ball in their court, where they then crafted a solution.