Tag Archives: firefighting

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small fires

Small Fires and Your Workplace Success

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Managing small fires is much easier than dealing with a full-blown blaze. What are your habits for the metaphorical, workplace fire management?

Managers are often in place to solve problems. They’re also in place to execute strategy. Which activity consumes the most of your time?

Fixing a problem sooner, when it is smaller, seems to make sense.

If that is true, why do so many start burning out of control?

Is it a systems problem?

Systems Problem

If there is a system in place, does it help?

When the process starts to slip out of tolerance is it corrected?

Systems are often created to build something. They are also created to prevent something.

Too much production time and not enough preventative maintenance and you may have a break down.

It is true for production machinery and it is true for customer satisfaction, brand reputation, and marketing.

It might also be true for organizational culture and leadership.

Should you fix it before it grows?

Small Fires

How long has the problem been a problem? The longer it goes, often the worse it gets.

Your job likely includes putting out some fires. The smaller the fire the easier it is to manage.

When you put a system in place, you should adhere to the specifications.

If the check engine light comes on, check the engine.

Low tire pressure or low on fuel, resolve it before it becomes a bigger problem.

You should do that for your car. And if you don’t, you’ve probably already had a small fire turn into a blaze.

Small fires are easier to manage and faster to resolve.

That allows you to spend more time with strategy.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.


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strategic plan

A Strategic Plan Means You Won’t Get Lost In Tactics

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Do you have a strategic plan? Are you really just pushing through each moment of each day by responding to situations with tactical approaches?

In the workplace, tactics sometimes become a form of organizational firefighting. Whatever the emergency is, people jump in to solve the problem.

Jumping in to solve the problem is important, it is also valuable. Does it connect to strategy?

A quick reaction might be, “Of course it does.” Yet, does it really, or is it taking away from the strategic focus?

Solving a customer problem might be considered a tactical approach that is consistent with strategy.

The strategy is, delight the customer, the tactic is, solve the problem.

However, delighting the customer should be a strategic focus that means you don’t have to resolve a breakdown in order to provide delight.

Strategic Plan

A good strategic plan includes goals and objectives. The goals and objectives are pursued relentlessly through tactics.

Tactics may need to be adjusted, but it is not as common to throw away the strategic plan and start over.

The confusion seems to set in when the focus of the why seems to get overrun by the how.

Delighting customers through never ending problem solving is not a good strategy. It is a tactic, overrun with the mechanics of how.

Tactics often become reactionary. They are thrown in motion because something unexpected popped up. In some cases, people and organizations pride themselves on tactical firefights.

The ability to be responsive and solve problems is important. In some industries, that is the service model. For everyone else, allowing tactical firefights to consume your day probably means you need to take another look at your strategy.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.


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urgent problems

Urgent Problems Use The Most Energy

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Do you have some urgent problems in your workplace? Maybe you haven’t started your day yet, or maybe you’re starting your day earlier than the most and haven’t encountered any, yet?

Ask a group of managers if they ever feel like they spend most of their time fighting fires and you’ll likely have a lot of agreement in the room.

Metaphorical firefighting is a common workplace tactic. A tactic deployed day-in and day-out. The phrase, at the end of the day, has a tiring feeling associated with it for the firefighter.

There is also another type of manager. The manager who believes he or she shouldn’t really have any problems. Things should be quiet, work alone, work for yourself, think for yourself, and a lack of questions or challenges means that you’re doing a good job.

Perhaps.

Yet, most managers are in place to react to and solve problems in their immediate area of responsibility.

What type of problems seem to get the most attention?

Urgent Problems

A challenge or problem that isn’t urgent might never be fully addressed. The reason is simple. There is always something more urgent or more costly affecting the business or organization.

How do you know it is urgent? How would you prioritize it, or is it all about the squeaky wheel?

When you enter the meeting what is the small talk?

Hey, how’s it going?

What’s new?

What’s happening today?

Even meeting agenda’s often start with addressing problems. In fact, one of the biggest reasons a meeting is schedule is to tackle some problem, challenge, or to become more prepared.

It seems that most problems are labeled as urgent problems when they first emerge. After some assessment, action is taken, or tackling the problem gets delayed because of complexity or needing additional analysis.

Small fires (metaphorically) are more easily put out while larger ones may continue to rage.

It might be important to consider the use of your energy. Fighting a bunch of small ones may leave the bigger challenges festering and never being fully tackled or resolved.

You need a good strategy first. Then use tactics.

It doesn’t work so well the other way around.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.


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problem fixers

Problem Fixers Are Proud Contributors, 10 Questions

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Are you in the group of problem fixers? Problem fixers are important but are they stuck in the mode of tactical assault or productive for the team?

Many workplace employees take great pride in being a problem solver. In fact, they may boast that they spend their day fighting the metaphorical fires.

Problem solving is a good and important skill but is it the answer for strategic momentum?

Unlikely.

Problem Fixers

I still remember the CEO of a group I was working with several years saying in a brainstorming session that, “We’re too big to fail. We have too much history and too much momentum to ever worry about that.” (Yes, he was serious and, yes, this did actually happen.)

Things changed for that organization on a dime about 18 months later. I’ll spare the details but it got really messy fast.

That same group took great pride in the concept that they were expert problem solvers and often spent their days tackling whatever problem popped up at the moment.

They were problem fixers.

Strategic Questions to Ask

Absolutely, problem solving skills are something that every person, especially leadership team members, need. However, when you don’t really have a strategy and you’re only executing tactically, you probably are headed for some problems you didn’t expect to find yourself trying to solve.

The questions you need to ask are the ones that are often hard to answer.

Teams should consider questions like:

  1. How long has this problem existed?
  2. Are we trying to fix the problem at the root?
  3. Are there similar problems popping up and we aren’t even aware?
  4. What is this problem costing us?
  5. Are these problems hurting our brand, image, and customers?
  6. What are we overlooking?
  7. Is this problem unique to our organization?
  8. What is this problem costing in productivity and efficiency loss?
  9. What is the specific challenge about this problem?
  10. Is the problem causing other problems?

Perhaps the best way to solve problems is to incorporate strategy so that the problem is eliminated and will not happen again. Drama filled problems or problems not solved at the root create an endless cycle of firefighting.

Be proud that you can solve problems but execute strategy every day. Firefighting is a tactical approach that should be used in emergencies.

If your day is filled with emergencies you probably aren’t being strategic.

-DEG

Small non-profits to large for-profits, do you want to think differently about strategy? Contact me to start a discussion.

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.


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