Top of mind info lead to poor outcomes

People tend to engage with leaders as if they are prophets who know everything.

But here’s what I observed while working in startups, consulting firms, and large organizations

Whenever a project aims to solve a problem, improve a process, or introduce something new to a business function. Business leaders are responsible for identifying pain points, explaining the problem, and outlining their needs and goals.

The challenge is that these stakeholders provide surface-level information—typically whatever comes to mind first.

With their wide-ranging responsibilities and busy schedules. Senior management cannot delve deep into issues. This creates a disconnect from operational realities, and their preconceived notions or biases can further limit creative problem-solving

The challenges faced by business functions are often issues that leaders rarely deal with directly.

I’ve noticed that people often find it sensitive or difficult to question what business leaders provide. I recall a time when I explained why we needed to engage with those directly affected by a problem. The VP seemed uncomfortable, as if I was implying, 'You don’t know.' But that wasn’t the case. Leaders with significant responsibilities often share top-of-mind information, which tends to be surface-level.

This is a problem many overlook, yet it significantly impacts overall strategy and solutions. The risk lies in developing solutions that are not well-rounded, practical, or effective. It fails to address the real challenges the business faces.

In the UK’s National Health Service (NHS), a hospital trust faced major patient care issues. Senior management, focused only on high-level leaders, failed to consult doctors and nurses. This lack of ground-level engagement led to poor implementation. And worsened outcomes until they changed the approach.

Engaging with people in the field is a fundamental pillar of any strategy, yet it’s overlooked. As mentioned, this oversight has serious consequences for project delivery and outcomes. It’s crucial to involve those who face the challenge daily—those on the ground who understand the problem’s intricacies.

As a problem solver, you must understand the details of the challenge and its environment. Engage the right stakeholders. And ask questions to uncover their feelings, experiences, struggles, and desires.

Those who are directly involved in day-to-day operations. Have unique insights that management overlook. They are the best positioned to identify root cause and risks to avoid in the solution.

Here’s the process I follow to understand and address any challenge:

1. Identify the Problem: Clearly define the issue at hand and map out affected stakeholders.

2. Form a Diverse Task Force: Assemble a team with varied perspectives and expertise.

3. Engage and Gather Data: Consult with the impacted audience—those on the ground—to understand their realities.

4. Educate Leaders: Encourage leaders to prioritize diverse input before finalizing strategies.

5. Brainstorm and Prototype: Develop potential solutions collaboratively.

6. Engage Senior Leaders: Present solutions for feedback, leveraging their broader vision of the business.

7. Test and Refine: Pilot the solution, gather insights, and iterate as needed.

Toyota’s success with their lean manufacturing system. Stems from engaging employees at all levels, particularly on the factory floor. Their Kaizen (continuous improvement) philosophy. Encourages input from frontline workers, leading to operational excellence.

Prioritizing engagement with people on the ground. Enable companies to create dynamic, responsive, and successful problem-solving environment. And benefit all stakeholders.

When you involve employees in the problem-solving process, they are more likely to feel a sense of ownership over the solutions. This increased buy-in leads to better implementation of changes and a higher likelihood of success.

If you want successful solutions, dive deep to those who actually run the show.

When asked a surprising question, 99% you default to, “off the top of my head, it’s this.”

Remember solving a problem isn't casual podcast chit-chat.

P.S Do you solve your own problems with whatever comes to mind?

Thanks for reading, we will talk in the next letter.

Ahmed

By the way, here is:

1. A fun way to connect with people that leads to opportunities Toilet Mind

2. A new way to innovate and solve business challenges Neo Strateje