10 questions that help you solve the right problem

In the course of our workday we all face different challenges and problems that require effective solutions — from dealing with an unhappy customer to executing a major strategic initiative and getting desired results. Problems will always be there. We cannot completely eliminate them from our lives, but we can have a different approach to dealing with challenges and solving problems more effectively.

The difference in approach lies in asking the right questions. Effective leaders ask the right questions before making a major decision or solving a problem. Asking the right questions provides the right answers. Having the right answers saves time and leads to the most effective solution.

It’s very easy to start doing things without first understanding the problem — only to discover later that you worked on solving the wrong one. Sometimes we don’t have enough time to pause and reflect in the midst of distractions, speed, and intensity of a modern workday. But the cost of skipping that pause is almost always higher than the cost of taking it.

“It’s not that they can’t see the solution. They can’t see the problem.” — G.K. Chesterton

A problem-solving framework for leaders

Here is the list of 10 questions that will help you solve problems more effectively and get better results. They’ve helped me, my teams, and my clients for many years. This framework is adopted from Leading With Confidence by Bobb Biehl.

Whenever you deal with a major problem or challenge, work through these before moving to solutions.

1. How would I prioritize the problems I face today?

Don’t try to solve all problems at once — prioritize. Whether you face 3 problems, 30, or 300, make them stand in line so you face only one at a time. The act of prioritizing problems is itself clarifying — it forces you to decide what actually matters most right now.

2. In a single sentence, what is the problem?

This is harder than it sounds. Keep in mind the difference between solving a problem and making a decision. A decision is a choice between two or more alternatives: “Should I fly to New York or Chicago?” A problem is a situation counter to your intentions or expectations: “I meant to fly to Chicago, but I ended up in Dallas.” If you can’t state the problem in one sentence, you don’t understand it yet.

3. Am I emotionally or physically fatigued?

If so, it may take you hours of struggle to find a solution that you might otherwise discover in minutes. This question gets skipped almost universally — and it’s one of the most important on the list. Most leaders make their hardest decisions at the worst possible time. Name the fatigue before you try to solve anything.

4. What are the facts related to this problem?

Peter Drucker put it plainly: “Once the facts are clear, the decisions jump at you.” What do you actually know — not assume, not fear, not suspect — about this problem? What are your most realistic options for solving it based on those facts alone?

5. Why does the problem exist?

What caused this problem — and how can we keep it from ever happening again? Most problem-solving stops at resolution. The leaders who build better organizations spend time on this question after every significant problem, not just the recurring ones.

6. What are the 3 greatest resources I can bring to bear on this problem?

The best resources might be other people, data, tools, relationships, or budget. Write them down before you start. Leaders who skip this step routinely underuse what’s already available to them.

7. Who can help me solve this problem?

An expert might be able to help you. Or perhaps simply finding someone with an objective viewpoint, someone who sees the situation differently from those involved in it day to day. The instinct to solve problems alone, especially at senior levels, costs more than most leaders recognize.

8. Should I spend more money to reduce the time needed to solve this problem?

If you have the money, you can typically buy the tools or hire the people to shorten the time it takes to find a solution. Some problems are so critical they must be solved immediately — and the cost of delay far exceeds the cost of resources. Other problems can wait. And of course, some problems take a certain amount of time regardless of resources. As Biehl notes: to make a baby takes nine months, regardless of the number of mothers you assign to the task. Knowing which category your problem falls into is a judgment call — and it’s one worth making explicitly rather than by default.

9. Of all the potential solutions to this problem, which one has the greatest potential to be right? And which one involves the lowest risk?

Weigh all possible solutions before deciding, then commit fully to the single best one. The instinct under pressure is to go with the first workable solution. The better discipline is to surface two or three, stress-test them briefly, and then move decisively.

10. What policy would keep this problem from recurring?

Few people can give a clear definition of the word policy. A working definition for a leader’s purpose: a policy is something we always do, or something we never do. In the process of solving the problem, learn what you can to help you avoid a recurrence. Every significant problem contains a lesson about a system, a process, or a decision pattern that needs to change — extract it before you close the problem out.

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