| As an executive recruiter, I interview a lot of people. | | | | difference in the hard (and soft) costs associated |
| And while most candidates find a way to look good | | | | with each idea? And so on. This is the area in which |
| on paper, their resumes don't always reveal how | | | | the candidate can demonstrate their creativity and |
| good of a problem solver they are. Yet all of my | | | | resourcefulness as a problem solver. |
| clients want to hire problem solvers - people who can | | | | 4. Develop an action plan: Have the candidate recap |
| walk into their operation and make their problems go | | | | their detailed action plan. Most action plans for tough |
| away. | | | | problems involve taking several steps over a period |
| This is understandable. Business, of course, is all about | | | | of time. In his recap, does the candidate specify who |
| problems. In fact, whether your business is in growth | | | | did what? And by what dates? The devil is in the |
| mode or decline, you will always have problems. And | | | | details, and detailed problem solvers are usually more |
| it's management's job to either come up with the | | | | effective than generalists. |
| answers, or hire people who will. This article is about | | | | 5. Troubleshoot: This is where the candidate can |
| the latter. | | | | recap the worst cases scenarios. What could have |
| How We Learned about Solving Problems | | | | gone wrong in his plan? What might have been the |
| Through conventional classroom education, most of | | | | side effects? How did the candidate ensure this plan |
| us have come to believe that there is usually a right | | | | would work? Were there any unintended |
| or a wrong answer to a problem. As such, we tend | | | | consequences? |
| to study our most pressing business problems to find | | | | 6. Communicate: Getting information to the right |
| a single "right" answer - as if we are solving for X in | | | | people is key for getting the buy-in to make it a |
| a math problem. Yet in the business world, many | | | | success. Have the candidate address which individuals |
| problems don't become clearer the more we study | | | | or groups affected the success of his action plan. |
| them. Instead, they may become larger and more | | | | Does he explain who was impacted by it and who |
| confusing. Problems involving a mix of personalities | | | | needed to be informed about it? How did he |
| and dynamic markets can be especially vexing. | | | | communicate with relevant parties? The most |
| Naturally, hiring managers who fail to understand the | | | | effective executives are those who can leverage |
| nature of their business problems will find it difficult to | | | | their time and talents by getting things done through |
| hire someone who can solve them. | | | | other people. This is your opportunity to build your |
| Seven Steps to Successful Problem Solving | | | | company's management bench. |
| When solving problems - whether in real life or in a | | | | 7. Implement: Have the candidate address who |
| job interview - it's important to follow a logical | | | | carried out the plan and monitor its implementation. |
| process. Most business problems are not solved | | | | Who was accountable for each part of the solution? |
| because people don't define the "real problem" clearly. | | | | What were the consequences for failure to meet the |
| Therefore, the strength of a job applicant's problem | | | | plan? Try to determine: As a manager, will the |
| solving ability can be seen by walking them through | | | | candidate be "hard on the issues and soft on the |
| the following seven step framework while getting | | | | people?" |
| them to describe how they solved a real life problem | | | | Drilling down on how a candidate has solved problems |
| in their last job. When discussing a problem that they | | | | in the past will give you a good idea of how they will |
| solved in a previous job, the applicant should | | | | solve problems in the future. Think in terms of the |
| demonstrate an ability to: | | | | quality, consistency, and costs of their solutions. |
| 1. Define the problem: Have the candidate identify | | | | During the interview, you must get the candidate to |
| what went wrong by including both a cause and an | | | | be specific about their problem solving experience. |
| effect in the definition in the problem they solved. | | | | Minimize the chances of being duped by getting the |
| 2. Define the objectives: Have the candidate explain | | | | candid to recap in vivid detail exactly what happened |
| the outcome he wanted to achieve as a result of | | | | in a given situation. |
| solving the problem. | | | | Think like a little kid: Ask "Why?" or "How?" to |
| 3. Generate alternatives: How many alternatives did | | | | everything they say. If you don't challenge them |
| the candidate generate? Did the quality of the | | | | during the interview process, you may pay a steep |
| alternatives vary greatly? Was there a significant | | | | price later for your lack of persistence. |