Page 91 - Becoming a Successful Manager

82 ESTABLISHING A SOLID DEPARTMENTAL FOUNDATION

Remember that a problem is a deviation between what hap-
pened and what was desired or expected. So the fi rst step is to
encourage Harry to present the symptoms with the intent of
understanding the root cause and the deviation. If Harry is upset
about an incident, ask him to describe it in concrete terms; the

more specific the better. Second, he already said he has a problem.
He owns it. So, given the symptoms, help him frame his problem
using positive terms.
Once you understand what the problem is, you can help him
assess options. Ask what he might do to solve the problem. Dis-
cuss alternative solutions with him, and, if necessary, bring some
options to his attention and then discuss with him the pros and
cons of each. Through this process you are modeling problem-
solving strategies and thereby creating a path for success.
Remember the well-regarded company president who was
asked to explain the secret of his success? He said, “I remove any
excuses they might have for not performing well by giving them
everything they need to perform to the best of their abilities. I
don’t want to be anyone’s excuse for not fulfi lling responsibilities.
Without excuses, those who don’t have the desire to succeed will
leave.”
We have heard variations of this philosophy during our years of
consulting with companies whose managers succeeded in creating
problem-solving cultures. The main attitude each of them had in
common is a genuine regard for the people under their infl uence.
They want them to succeed. So they do whatever is necessary to
help them achieve their objectives. Their genuine caring attitude is
expressed in a variety of ways. With both their words and actions
they communicate that, as members of the team, employees are
vital and valuable contributors. These successful managers also