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1. Reframe the problem. Start by stepping back and clearly defining the problem. Identify the variables contributing to it and articulate the desired outcome. This clarity provides a solid foundation for innovative problem-solving. 2. Encourage experimentation. Foster a culture that celebrates experimentation and sees failure as an opportunity to learn and grow. This mindset shift is crucial for fostering creativity and innovation. 3. Promote collaborative problem solving. Foster an environment where team members can share ideas and work together on solutions. Encourage cross-functional teams to bring diverse viewpoints and expertise to the table, enhancing the quality and creativity of problem- solving efforts. 4. Recognition. Acknowledge and reward innovative ideas and successful outcomes. Recognizing contributions reinforces the value of a results-focused approach and motivates continued innovation. Sure, change is tough. But just like that kid who kicks the ball straight toward the goal, sometimes a little spontaneity and a focus on the end game can score big. So, let’s shake things up, embrace a results-focused approach, and watch as innovation and engagement take us to new heights. After all, who doesn’t love a good success story with a few surprising twists along the way? Greg Sepeda was formerly chief engineer and vice president of operations at Sigma Consulting Group, Inc. (a Waggoner Company). Connect with him on LinkedIn.
GREG SEPEDA, from page 3
■ Engaging younger staff. Younger employees bring fresh perspectives and are not as entrenched in old ways of thinking. Why restrict that energy with a rigid process when we can harness their innovative ideas and foster their long-term engagement with the company. So, to that point, one of the most compelling reasons to shift our focus to results is the opportunity to engage younger staff more effectively. Our industry frequently highlights the importance of involving younger employees to ensure long- term engagement and succession planning. However, their involvement goes beyond mere participation. They want to make a difference. They are motivated by opportunities to contribute ideas, solve problems, and see the tangible results of their efforts. By engaging younger staff in a results-focused approach, we empower them to take ownership of their contributions, fostering a sense of purpose and commitment. Should we ignore all process? No. While there is a clear case for focusing on results, it is essential to recognize that standardization still has its place. In areas that require consistency, such as reporting and quality control, maintaining a standardized process ensures clarity and facilitates efficient information exchange. Watch out for the anarchy I cautioned against in a previous article. The key is distinguishing between tasks that benefit from standardization and those that thrive on flexibility and innovation. So, how can we encourage a results-focused approach? It requires an intentional effort:
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THE ZWEIG LETTER OCTOBER 7, 2024, ISSUE 1556
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