Well, is it a
Problem or Not? - PART I
By Larry
McGinnis
All businesses have
problems. Every office machine retailer has the same problems as any
other office machine dealer. Often a problem just seems to be a
problem. For example, equipment suppliers have quotas and financial
requirements. Is this problem? Machine break down? Is this a
problem? The first is a fact of life and if we want to represent the
OEM line as a full dealer then we have to play by their rules. The
second example is the reason we are in business. We are equipped to
deal with the issue, and have trained personnel, parts and tools to
handle the problem. But, what if a real problem comes up, what then?
Much of what managers and
supervisors do is solving problems. New managers and supervisors, in
particular, often solve problems by reacting to them. They are “under
the gun”, stressed and very short of time. Consequently, when they
encounter a new problem, they react by using a method that seemed to
have worked before. It’s easy, with this approach to get stuck in a
circle of solving the same problem over and over again.
So first, we must determine
if a problem truly exist. This is often where people struggle. They
react to what they think is an existing problem. Instead, they should
attempt to understand more about why they think there is a problem.
They can accomplish that by following the steps below.
1. Defining the Problem
(with input from yourself and others):
Ask yourself and others,
the following questions:
A. What do you see that
leads you to think there is a problem?
B. Where is it
happening
C. How is it happening?
D. When is it happening?
E. With whom is it
happening?
F. Why is it happening?
G. Write down a
five-sentence description of the problem in terms of “The following
should be happening, but isn’t ...” or” The following is happening and
should not be. As much as possible, be specific in your description,
including what is happening, where, how, with whom and why.
2. Defining Complex
Problems:
If the problem still seems
overwhelming, break it down by repeating steps A thru G of Defining
the Problem, until you have descriptions of several related problems.
3. Verifying Your
Understanding of the Problems:
It helps a great deal to
verify your problem analysis by conferring with a peer or someone
else.
4. Prioritize the
Problems:
A. If you discover that you
are looking at several related problems, then
prioritize which ones you should address first.
B. Note the difference
between “important” and “urgent” problems. Often, what we consider to
be important problems are really just urgent problems. Important
problems deserve more attention. For example, if you’re continually
answering “urgent” phone calls, then you’ve probably got a more
“important” problem, and that is to design a system that screens and
prioritizes your phone calls.
5. Understand Your Role
in the Problem:
Your role in the problem
can greatly influence how you perceive the role of others. For
example:
A. If you’re very stressed
out, it will probably look like others are, too.
B. You may resort too
quickly to blaming and reprimanding others.
C. You feel very guilty
about your role in the problem.
D. Or, you may ignore the
accountabilities of others.
Also, do not jump to “Who
is causing the problem?” Remember, when we’re stressed, blaming is
often one of our first reactions. To be an effective manager, you need
to address issues more than people.
You can’t make good
decisions about solving a problem if you don’t fully understand the
problem.
Now that you have learned
problem assessment, we will take on the action steps in the next
issue. u
Larry McGinnis brings
over 30 years of experience to the office machine business. His
Company TEC-AID markets a service department management program called
ServiceTrak and a sales aid program called
SalesBuilder Plus. He can be reached by
calling (866) 983-2243 or check out his web site at tec-aid.com
