1. PROBLEM SOLVING PROCESS

Step 1: Identify the Real Problem (Cause vs. Effect)

Most people confuse the effect with the actual problem.

• The cause is the real problem.

• The effect is the symptom.

Example:

• Cause = Stone in left shoe

• Effect = Sore right leg

The challenge is to understand the root cause, not just react to symptoms.

Step 2: Determine Solution Alternatives

Always list multiple options.

Include:

• Do Nothing (this is always an option)

• Option B

• Option C

• Option D

• Etc.

Important:

• Don’t limit yourself too early.

• Avoid self-imposed constraints (money, talent, time, skills).

• Think broadly before narrowing down.

Step 3: Analyze Alternatives (Pros & Cons)

For each option, evaluate:

• What?

• Why?

• How?

• Who?

• Cost?

• Risks?

• Expected outcomes?

Be objective. Compare trade-offs.

Step 4: Decide & Build an Implementation Plan

This is where most people fail.

You must define:

• What will be done

• Who will do it

• By when

• Desired outcomes

• How success will be measured

Ideas are useless without execution.

2. SITUATIONAL LEADERSHIP

(Management Style vs. Employee Readiness)

Core principle:

Effective leaders adjust their style based on the employee’s readiness level.

“Readiness” = Ability + Motivation

Ability Includes:

• Experience in the task

• Specific training

• Understanding of the task

• Understanding that it is their responsibility

Motivation Includes:

• Confidence

• Attitude

• Willingness to take responsibility

• Desire to achieve

• Incentive to complete the task

3. EMPLOYEE READINESS LEVELS

R1 – Low Ability / Low Motivation

Low skills. Low confidence. (Rookie)

R2 – Low Ability / High Motivation

Low skills. High confidence. (Eager beginner)

R3 – High Ability / Low Motivation

High skills. Low confidence or inconsistent drive. (Capable but hesitant)

R4 – High Ability / High Motivation

High skills. High confidence. (Pro)

4. LEADERSHIP STYLES

Leadership style must match readiness level.

S1 – Directing (Show & Tell)

High Task / Low Relationship

• Provide clear instructions

• Closely supervise

• Define rules and standards

• Maintain tight control

Fits: R1

S2 – Coaching / Guiding

High Task / High Relationship

• Provide direction

• Encourage involvement

• Answer questions

• Explain decisions

• Teach and correct

Fits: R2

S3 – Supporting / Participating

Low Task / High Relationship

• Collaborate on objectives

• Ask: “What do you think?”

• Encourage participation in decisions

• Provide support and confidence

Fits: R3

S4 – Delegating

Low Task / Low Relationship

• Give responsibility

• Let them decide outcomes

• Provide space

• Stay available if needed

Fits: R4

5. Critical Reminders

• Never mix leadership style and readiness level.

• R2 and R4 can look similar — don’t confuse enthusiasm with competence.

• Delegating is not abandoning. Stay engaged without micromanaging.

• Everyone starts at R1 when learning something new.

• The goal is progression from R1 → R4.

• Some people may never reach R3 or R4 in certain roles.