Hello and welcome to Business 300.

My name is Philip Kulenshov and this is 300 seconds about business.

We're all a busy people, so I have five minutes or less to get my point across.

Short and thorough, like a Business 300 episode. Whether its personality, experience,

competency, or any mixture of factors, business managers have different approaches to solving problems. Sometimes they're effective, other times not so much. Of course, we want to be

effective all the time, so to that end, here are a few thoughts.

There are business managers who default to treating all problems with off-to-cuff solutions, whatever the issue.

They have an immediate resolution ready to go.

Sometimes it works, but most of the time, their quick-fixed predetermines to bring the issue back to the top in a month or two.

Like pushing boiling potatoes

down in the water, the heat makes it float back up as soon as the spoon lifts. I understand

this approach. There are a lot of problems to solve. There are things to get done. Nobody

has time to linger on an issue. Let's find the Quirka solution and move on. It's one thing

to have a sporadic and hasty approach to problem solving when you're a one-man show.

At that point, you're just frustrating yourself.

Well, and your customers.

But it's another thing if you're leading a team of people who are relying on your stable and substantive moves.

After a few months of back-and-forth sporadic circus juggling, trust in you as the decision maker is shaken up. Any future decisions

are questioned and looked upon with suspicion. With a damaged trust, it's more difficult, if not

impossible, to lead the team forward. In trying to solve the problem quickly, this sort of manager

has created more problems to solve. The other approach some managers take is tinkering away with details that may or may not be

relevant or necessary in order to install a reliable solution.

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