How to Recognize a Problem Solver

 How to Recognize a Problem Solver

In my role as an executive recruiter, I do a lot of interviews. Furthermore, even though the majority of applicants manage to look impressive on paper, their resumes frequently conceal their true problem-solving abilities. Nevertheless, every one of my clients wants to work with problem solvers—individuals who can enter their business and instantly address all of its issues.
This makes sense. Of course, issues are at the heart of business. In actuality, issues will arise whether your company is expanding or contracting. Furthermore, it is the management's responsibility to either find the solutions or appoint others who will. The latter is the topic of this article.

How We Acquired Knowledge of Problem Solving
Most of us have learned in traditional classrooms that there is either a right or incorrect answer to an issue. Because of this, we often approach our most important business problems as though they were arithmetic problems where we need to solve for a single "right" answer. However, in the world of business, a lot of issues remain unclear the more we try to solve them. Rather, they might get bigger and more jumbled. Complicated issues with a variety of personalities and shifting markets can be particularly frustrating.
Hiring managers would naturally find it challenging to locate someone who can handle their business challenges if they do not comprehend the nature of such problems.
How to Solve Problems Successfully in Seven Steps
Whether tackling issues in real life or during a job interview, it's critical to adhere to a methodical approach. People often fail to identify the "real problem" precisely, which prevents most business challenges from being solved. Therefore, by guiding a job application through the following seven-step structure and asking them to describe how they handled a real-life problem in their previous position, one may assess the quality of the applicant's problem-solving abilities. When talking about a challenge they resolved in a prior position, the candidate should show that they can:
1. Describe the issue: Ask the candidate to explain what went wrong by defining the problem they solved and providing a cause and an effect.
2. Identify the goals: Ask the applicant to describe the result he hoped to attain after resolving the issue.
3. Provide alternatives: To what extent did the candidate provide alternatives? Did the choices differ significantly in quality? Did the hard (and soft) expenses connected to each proposal differ significantly? And so forth. This is where the applicant can show off their originality and resourcefulness in solving problems.
4. Create an action plan: Ask the applicant to summarize their thorough action plan. For complex challenges, most action plans call for a series of steps to be taken over time. Does the candidate say who did what in his summary? By what dates, too? Since the devil is in the details, those who handle problems in-depth typically outperform generalists.
5. Troubleshoot: Here is where the applicant can rehash the most dire circumstances. How could his strategy have gone wrong? What adverse effects might have occurred? How did the applicant make sure this strategy will succeed? Were there any unforeseen repercussions?
6. Communicate: Getting the right individuals informed is essential to winning their support and making the project successful. Ask the candidate to list the people or organizations that impacted his action plan's effectiveness. Does he elaborate on who was affected and who needed to know about it? How did he get in touch with the right people? Executives that can make the most of their time and abilities by using others to complete tasks are the most successful. This is your chance to develop the management pipeline for your business.
7. Execute: Ask the candidate to identify the people who carried out the strategy and to oversee its execution. Who was responsible for each component of the fix? What were the repercussions if the plan was not met? Attempt to ascertain: Will the applicant be "hard on the issues and soft on the people" in their role as manager?
You may get a decent sense of a candidate's problem-solving style by focusing on their past problem-solving experiences. Consider the cost, regularity, and quality of their offerings. You need to get specifics from the prospect regarding their experience fixing problems throughout the interview. Reduce the likelihood of being tricked by having the person explain in vivid detail what transpired in a particular circumstance.
Think like a young child: Question whatever they say by asking "Why?" or "How?" You could pay a heavy price for your lack of tenacity if you don't push them during the interview process.
ZZZZZZ

Location:

Share :