“The word ‘good’ has many meanings.

For example, if a man were to shoot his grandmother at a range of five hundred yards,

 

I should call him a good shot. But not necessarily a good man”. G.K. Chesterton

When it comes to being good at something, it's useful to get very specific about what we’re talking about.

Being good at one thing doesn’t necessarily mean being good at all things. Which skills should we prioritise?


The most important skill for managers is Complex Problem Solving.

 

In 2016 The World Economic Forum, in it's 'Future of Jobs' report, stated that the No. 1 skill for managers in 2020 would be Complex Problem Solving. Little could they have known how crucial this skill would become.

 

In the post-pandemic world, the ability to adapt to new situations and resolve issues with confidence is vital.

 

The work environment is now so volatile, and issues so pervasive, that critical thinking and creative problem solving are no longer the sole remit of senior leaders - everyone must be able to act decisively on behalf of the business when it comes to nipping problems in the bud. The only way to ensure this is to train everyone.
 

Problem Solving skills are no longer a 'nice to have'.

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Problem Solving is as much a mindset as a skill. My training workshops gradually lead participants through a series of iterative techniques that enable them to assimilate the concepts into a fully personalised approach.

 

There are three one-day workshops, each with many of the same elements but with a slightly different slant: 

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• The first is a workshop aimed predominantly at Operations staff. Alongside the core elements common to all three workshops, it discusses the importance of asking 'What is the standard?' and emphasises an  operational approach using techniques such as 8D, Ishikawa and PPS, but with an unconventional twist.

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• The second workshop includes the same core modules but focuses on improving the problem solving capabilities of Sales and Marketing staff. The emphasis is on the ability to solve problems for the client and engage in a consultative dialogue that makes fact-finding an integral part of the sales conversation.

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• The final workshop acknowledges the fact that not all problems come neatly packaged with clear goals. Aimed at those tasked with Strategic Problem Solving it asks: 'How do you resolve a problem you don't know you have?'. We focus on systems thinking and attack a specific issue that you are struggling with.

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Click on the link below to arrange a brief discovery call to discuss your issue or arrange a presentation.