1. Define what a real problem is.
Philosopher Abraham Kaplan makes a distinction between problems and predicaments. A problem is something you can do something about. If you can’t do something about it, then it’s not a problem. It’s a predicament. That means it’s something that must be coped with, endured.
When people treat a predicament as a problem, they can become frustrated, angry, or depressed.
P redictors—helping to mold our future.
R eminders—showing us that we cannot succeed alone.
O pportunities—pulling us out of ruts and prompting us to think creatively.
B lessings—opening doors we would otherwise not go through.
L essons—providing instruction with each new challenge.
E verywhere—telling us that no one is excluded from difficulties.
M essages—warning us about potential disaster.
S olvable—reminding us that every problem has a solution.
2. Anticipate problems.
Al Davis, owner of the NFL’s Oakland Raiders, says, “A great leader doesn’t treat problems as special. He treats them as normal.”
If you’re working, expect problems. If you’re dealing with family, expect problems. If you’re just minding your own business and trying to relax, expect problems. If everything goes according to plan, then be pleasantly surprised. If it doesn’t and you’ve planned accordingly, then you won’t get so frustrated. A problem not anticipated is a problem. A problem anticipated is an opportunity.
3. Face the problem.
Author and former economic planner John Perkins believes, “There are three kinds of people in our society: those who can’t see or refuse to see the problems; those who see the problems and because they didn’t personally create them are content to blame someone else; and those who see the problems and though they didn’t create them are willing to assume personal responsibility for solving them”
In my decades of experience working with people, I’ve found that when people face adversity, they make one of these four decisions:
Flee it—they try to get away, but problems always follow.
Forget it—they hope the problem will go away, but problems left alone only get worse.
Fight it—they resist, but the problems still persist.
Face it—they look at the problem realistically.
People who face their problems understand that the first step in solving a problem is to begin.
4. Evaluate the problem.
If a serious problem doesn’t cause you to pause and take stock, then you probably haven’t evaluated it properly. And that will create difficulties for you down the road, because if you’ve misjudged the size or scope of a problem and try to deal with it anyway, you will have to stop in the middle of trying to solve it, reevaluate, and start all over again.
Mike Leavitt, United States secretary of health and human services under President George W. Bush, says, “There is a time in the life of every problem when it is big enough to see, yet small enough to solve.”
The trick is to find the right timing and then to be patient when implementing the solution.
5. Embrace each problem as a potential opportunity.
President John F. Kennedy was once asked how he became a war hero. His response: “It was quite easy. Somebody sunk my boat!”
Problems are wake-up calls for creativity. If we choose to wake up and get up, problems will prompt us to use our abilities, rally our resources, and move us forward. When a person has the difference maker, adversity causes him to draw on and develop greater strength.
6. Think of people who have bigger problems.
How big or difficult our problems appear to be is often a matter of perspective. Most difficulties we face are pretty insignificant in the big scheme of things.
7. List all the potential ways to solve the problem.
Author and speaker Grenville Kleiser stated, “To every problem there is already a solution whether you know what it is or not.”
I would take that another step further. I believe every problem has many solutions, and no problem can stand the assault of sustained thinking.
To solve problems, we need to fire up our creativity, apply sustained thinking, and pull together our resources. Included in those resources are people. The problems that surround us are not as crucial as the people around us. As you think about solutions, consider the people of your acquaintance who might be able to help you.
8. Determine the best three ways to solve the problem.
Good thinkers always have more than one way to solve a problem. I believe people make mistakes when they think there is only one solution to any problem. If you identify the three best solutions to any problem, you give yourself options—and a backup plan in case the first solution fails.
9. Refocus on the mission.
Ralph Waldo Emerson observed, “Concentration is the secret of strength in politics, in war, in trade, in short, in all management of human affairs.”
Where should you focus that concentration? On the mission. And when you make a mistake, don’t chase after it. Don’t try to defend it. Don’t throw good money after it. Just refocus your attention on the mission and then move on. You must always keep your eyes on what it is you desire to do. I have yet to meet a person focused on yesterday who had a better tomorrow.
