When we run our IDS® sessions, we find ourselves resolving the same operational issues week after week because we are only tackling the symptoms. How do we train our leadership team to dig past the immediate noise and identify the actual issue behind the issue?

Question

Tyler Smith · Accepted Answer

Solving the same issue repeatedly is a clear sign that you are treating symptoms rather than curing the disease. To break this cycle, you must slow down during the Identify phase of IDS® before rushing to discuss or solve the problem.

When an issue is raised, the person who brought it must state the problem in one clear sentence. Once stated, the leadership team must ask clarifying questions to peel back the layers. Do not allow anyone to offer solutions yet. Ask why the breakdown occurred, who is accountable on the Accountability Chart™, and what specific process failed.

Often, an operational issue is actually a people issue, a process definition issue, or a resource allocation issue. For example, if the issue is missed project deadlines, the root cause might be a vague hand-off process between sales and operations, or a seat owner who lacks the GWC™ for their role.

Use objective yardsticks to assess the situation. Is there a clear, documented core process that was not followed, or did we fail to train the team on it? Once you identify the true root cause, the solution becomes obvious, and you can solve it forever. If you find yourself discussing the exact same issue next month, it means your previous identification was wrong. Go back to the whiteboard, examine the Accountability Chart™, and ask the hard questions again.