Resign Today as Chief Problem Solver
Keith Rosen
We’re always being encouraged
not to quit. But not today. There’s one role I’d encourage you
to walk away from right now.
Your role as Chief Problem Solver and Decision Maker.
Enhanced Video
Transcript: This is a video clip from a keynote Keith Rosen delivered in
March
of 2014 to an audience of
approximately 700 sales managers from around the world.
It’s time to abandon toxic
thinking. It’s time to look at the inner game of coaching. Not just what we do
when we’re engaging with a customer or one of our direct reports, but how we
need to think. Holistically, this is what creates a true champion. Because if
you’re only focusing on developing the skills needed to become a
champion and you aren’t focusing on the inner game; that is, how you think, your mindset,
then you’re only developing half of the champion you can be.
So, to coach effectively,
there is one thing, there is one role that every leader
truly needs to abandon. And
that is the role of Chief Problem Solver.
I don’t suppose there are any
Chief Problem Solvers here today? Is my sarcasm translating?
Why do we as leaders and
salespeople feel that we must have all the answers?
That we must solve all of the
problems coming at us?
For one thing, the majority
of people leaders, regardless of geographic location or industry,
would agree that the value
they feel they bring to their team and to the company is being the Subject
Matter Expert. After all, that’s why you were hired to be a manager in the
first place, right?
Let’s explore this at a
deeper level and walk through this line of thinking in order to identify
the greater cost here. For
example, if I was your manager and you came to me looking for help
and every time you come to
me, I provide you with the answers or solutions or share with you all
of my worldly experience and
expertise; and you get that solution from me. What are you thinking?
“Wow boss, you’re so awesome!
That’s so great! Thank you so much for helping me!
And thanks for continuing to
solve all of my problems for me so that I don’t have to think
on my own or be accountable
for the solution!”
We feel the love! We feel
included. We feel special. We also believe that it’s expected of us.
“Well I’m a leader. I’m a
salesperson. My customers, my direct reports they expect me
to have the solutions.” But
clearly, this comes at a great cost.
We learn the wrong lesson
here. We learn that my value is being a subject matter expert.
That’s part of your value.
That is not all your value.
After all, is it truly
empowering to give the answer or provide solutions to someone?
No. Here’s the definition of
empowerment. To give strength or power to.
When you’re giving the
answers, you’re not empowering someone.
You’re dis-empowering them.
Another coaching paradox
exists here. We create what we want to avoid.
We create the very problems
and challenges that we want to avoid.
I have yet to meet a manager
who doesn’t want a team of highly independent,
accountable salespeople. But
think about this. If I’m a manager and every time to come to me
with a problem I give you the
answer, what message am I sending?
That every time you have a
problem, come to me, I’ll fix it for you.
And here’s the real irony, if
the answer or solution I give you doesn’t work, whose fault is it?
It comes back to me. And now
my salespeople get to come back and say, “Hey boss.
You know that solution you
shared with me? Well, it didn’t work. It’s not my fault.
I was just doing what you
told me to do. My hands? They’re clean on this one.”
We’re actually robbing our
people of the very accountability we want to instil,
while making them more
dependent on us.
Remember, what people hear,
they resist but what they tell themselves they believe.
If you want people to take
greater ownership around their roles and the daily objectives
and challenges they face, let
your question be the answer they need to further develop
and refine their skills.
Otherwise, if you continually solve all of your direct reports problems,
their problem now becomes
YOUR problem,
and you just made yourself
accountable for the outcome!
The most effective managers,
coaches and leaders realize the importance and advantages of taking a stand for
their team. In my world, in the spirit of simplicity, these words are
synonymous to me. After all, if you want to build a team of champions, it
begins by making your people leaders world-class coaches.
So, it’s not that your job
description as a people manager has changed. What has changed
is the way you engage,
communicate, coach, empower and support your people.
That’s the language of
coaching. It’s the language that creates the impact every leader wants.
After all, when you change
the conversation, you change the outcome.
http://keithrosen.com/2014/08/video-resign-today-as-chief-problem-solver/#sthash.7Sec8hNI.dpuf
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