When you coach others to describe a problem or opportunity, ask them to speak very factually at the beginning.  Have them talk about what they can see or hear.  Keep asking for visible evidence for their conclusions

Coach them to be specific. Keep asking for specifics such as “When?  Who?  How?  How often?  When they answer vaguely, follow up with more questions to get the specifics.  If they say, “Often,” you ask, “How many times last month?”

Naturally, you will ask about the causes of the problem.  See if there is an individual deficit or a systems problem.  In the case of an individual deficit, find out if the individual lacks motivation or skill.  If they lack skill, you can find training or information for them.  Often you think it is a skill deficit problem at the beginning.  Take your time to double check.  It may be a systems problem beyond their control.

In that case, you must define what systems are at fault and consider ways to fix them.  Do you need new software or a new procedure, etc.?

If you are not sure if there is an individual deficit or a systems problem, there is one technique you can use. Ask the person to pretend you have put a gun to their head and told them to do the task in question.  If this would cause them to do the task, they do not lack knowledge or skills.  They probably lack a good system or procedure.  You may need to solicit help from others to remedy this situation.

In this way you can get off to a good start at problem solving by first clarifying the problems and their causes.

You can improve your ability to solve problems through our individual and Group Executive Coaching – performance management is an entire Module (http://www.EmotionallyIntelligentLeadership.com ),

and Self-Study Program (http://www.EagleAlliance.com/services/gec/ssinfo ).

Copyright © 2009, by William R. Murray, President of Eagle Alliance Executive Coaching, LLC.  Reprint rights granted to all venues so long as this article and by-line are printed intact with all links made live.