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14 | forwardHR • Sp r i n g 2021 CONTINUING EDUCATION B eing a manager is hard. You're responsible for your own work and making sure your team has what it needs to be successful. ere are countless things to prioritize, conversations to have and you are expected to execute your role while both coaching and managing your team. Much of what your team is struggling with right now is likely connected to problem solving. Working in a remote environment makes it harder to know what's expected of you and what problems you can solve on your own. Being able to develop your team so they're confident problem solvers is an asset. Here's what you need to know: Good problem solving Great managers appreciate the different perspectives their team members bring to the table and create balanced workspaces. e best problem solvers are patient, creative, thoughtful and strong listeners. ey are truly willing to solve the problem at hand and are invested in thinking about solutions. ere are generally two categories of problem solvers: analytical and intuitive. Analytical problem solvers act with certainty. ey recognize that a problem could be at hand and review the information available to them to define the problem before defining the root of the problem. ey compare the benefits and risks that each potential solution brings with it and then act to implement the appropriate solution. Intuitive problem solvers act with speed. ey rely on past experiences and gut feelings to identify problems quickly. ese workers see the likely outcome of each possible response and then act without deliberation. When you can recognize which of these categories your employees fall into and what the balance looks like for the team you manage, you'll know how to help them adapt and thrive. The solving spectrum Even in remote environments, managers can find effective ways to encourage team members to solve problems. Team members who have been around for a while should be encouraged and pushed to solve their own problems. Always ask questions first that raise awareness of the problem. When a directive is needed with new employees or in new situations, you can make suggestions, give feedback, offer guidance or flat out give them instructions on how to proceed. In non-directive situations, you need to help them solve the problem on their own. at might include summarizing the problem at hand or reflecting on it together. Your best workers will love this as they'll feel encouraged to be creative in solving the problem the way they want to without being micromanaged. When employees feel confident in their ability to solve problems, as well as their manager's confidence in them, the organization and the individual benefit, and you have more time to work on what you want to get done. You can refine and expand your management skills in Manager Boot Camp, now in-person and online. Find out more at www.uwcped.org/ manager-boot-camp-online ■ Becky Kirgan is an instructor at the Wisconsin School of Business Center for Professional & Executive Development. She empowers and teaches individuals and teams to improve processes that result in significant financial impact through effective people management, innovative thinking and lean idea generation. Finding an answer How to help your employees solve problems By Becky Kirgan, Instructor, Wisconsin School of Business Center for Professional & Executive Development