Marla Gottschalk

When Settling Cross-Functional Concerns — Lay the Cards on the Table

October 20, 2014January 4, 2019by Marla Gottschalk4 Comments

amanda-c-1132282-unsplash — Photo by Amanda C on Unsplash

When different functions within our own organizations aren’t seeing “eye to eye”, we tend to shy away from bringing them together. We don’t intend to prolong the conflict — but, in reality, that is what occurs. Our instincts are often to act as an intermediary and settle the issue calmly and quickly. But, that is likely not in the best interest of the organization.

Digging into the concerns is often the best route, especially if the conflict directly affects your clients or customers. Often it’s time for things to change — yet we’ve ignored the signs or haven’t had the opportunity to address the issues.

It’s best to lay the cards on the table and expose the root of the problems, even when this is an extreme challenge, as quickly as possible. Hopefully, exploring the developing issues wards off delivery problems related to products and services.

When I’m called in to sort out these types of situations (often at an off-site), my first instinct is to get everyone in the same room and lay the cards on the table. I often couple this with a process exercise that models work flow, that illustrates how their work crosses paths with other functions to deliver great products and services. Of course, I have the benefit of a lowered emotional investment. That’s often what is needed the vet the issues and move forward.

Here is an exercise to try on your own. (I suppose it is a modified “War Game” exercise.)

Start with your functional groups intact. Initially, place contributors in groups sorted by their source function (No more than 6-8 per group. Utilize round tables). Place index cards on the table. Each group will identify key cross-functional issues that are obstacles to delivering the best products or services to customers. (Include two colors of index cards, one for urgent and non-urgent issues. Have each team record 5 issues. One index card for each. Teams can identify 2 issues as urgent.)
Record the issues. Instruct the functional teams to discuss and record the toughest issues they face in relation to interfacing or coordinating, with the other functions. Instruct them to keep customer or product and service delivery in mind. Keep the description as brief as possible and include one example that occurs in practice.
Collect the recorded issues. After issue identification, offer a coffee break. Have leadership sort the issues by content area for distribution. Select a set of cards, with key topic areas represented, for consideration by the re-convened teams.
Mix-up the teams by functional area. Re-convene teams as multi-functional groups for the solution phase. Allow the “solution” teams to choose, then attack 2-3 of the problems, time allowing. They should develop solutions for each that will be presented to the larger group. Each team will work on the issues selected. (30-45 minutes or so.) Then break once again, there will be serendipitous conversation.
Present proposed solutions. Re-convene. The teams should select two presenters. One presenter should be a member of a functional team that hasn’t sourced the issue being addressed.

I’ve never seen a group that didn’t learn something critical from the challenge. There will be more than a couple of heated exchanges, but it is all in the name of progress. Data can be added to the equation after issues are identified. If there is time, the group can identify metrics that can track progress, as time goes on.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto. She is also serves as an Influencer at LinkedIn.

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Losing Talent: Go Ahead, Tell Yourself It’s Mutual

October 3, 2014November 22, 2014by Marla Gottschalk4 Comments

I’ve recently published a post at Linkedin entitled, How Not to Manage a High Performer. (The comments are worth a look.) In the article, I discuss all of the ways we, as managers and organizations as a whole, shoot ourselves in the foot where top talent is concerned. We rely too heavily on their collected experience when things become hectic, and essentially drain them dry. We fail to offer them real challenge. Then we somehow forget to say thanks — for a job truly well done.

The employee-employer relationship may have started out on the right foot — and good intentions were plentiful. However, as time marches on another troubling story emerges. We drop the proverbial “ball”, so to speak and the tenor of the relationship devolves. Then — without fail, the inevitable moment finally arrives when your high performer makes the decision to move on. We’ve forced their hand in many cases, and in truth we’ve actually limited (not energized) their careers.

We’d like to tell ourselves that the feeling is “mutual” — that as an organization we’ve done all that we could. They’ve “outgrown us” or were somewhat “hard to please”. However, that’s likely a little whit lie, we tell ourselves. Organizations can find themselves on the wrong side of that argument each and every day.

The decision to leave is often not mutual or well-timed (we’ve forced their hand), and organizations lose for a numbers of identifiable reasons — most of which are well-known and preventable. (Take a look at the concepts of the Psychological Contract and “Tours of Duty” in The Alliance).

So, I say hooray for talent. Move on. Jump off. Find an organization that is willing to take a moment to learn who you are and what you need to excel. I’ve seen talented, good-hearted, motivated employees suffer at the hand of a completely clueless organization, yet thrive at another. That difference is the responsibility of organizations to affect.

So tell yourself it’s mutual — and that the next employee is simply one click (through ATS) away. Go right ahead.

But, it’s not.

You lose.

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When You Arrive at Your New Job — You Are Still There

September 5, 2014September 6, 2014by Marla Gottschalk2 Comments

My first full-time role after earning my master’s degree, literally imploded one afternoon in a matter of minutes. Not that my relationship with the organization had any indication of going sour — it was a great entrance into the world of work — and began gloriously. Over my tenure, I was offered increased responsibility, earned a promotion and worked with a lot of great people. I felt it was my dream role.

However, there was one colleague in particular, determined to make my ride a very bumpy one. (I was entirely unaware of the brewing competitive dynamic.) When all was said and done, I was left standing in front of my car, at 4:00 PM on a Friday with a box of my personal belongings. It was awful. I cried quite a few tears over that weekend. It took time (and work) to move through that experience.

I listen to stories of work and career nearly every day — and if you listen closely, trends do begin to appear. One that I often see, is “leftover” emotions or associations from previous job experiences. Like other negative experiences outside of our work lives, you have to work through completely them before you can offer the next experience a fair chance. If something is left unresolved (whether related to a person or experience), it may rear its ugly head once again.

Consider the following:

Note the trends. If you find yourself getting tripped up in the same general area where you have experienced issues previously, acknowledge the pattern. For example, you find you lack trust in your co-workers/supervisor or you patently avoid presentations.
Reflect. Be mindful and take a moment to see where the pattern may have originated. What negative experiences are re-surfacing? Were you criticized when making presentations and this now deters you from speaking in front of others? Were you treated unfairly in another role?
Keep things in their place. As human beings we tend to draw similarities between situations and individuals that we meet. However, that dynamic can backfire. Your boss from your role 5 years ago may seem much like your current supervisor — however, they are not the same person. You can create new problems, by treating them as such.
Share your concerns. Talk to your supervisor, mentor or trusted individual about your concerns. The only way to process the “leftovers” is to acknowledge the situation and speak of them openly. Make every effort to move through your obstacles — it is worth the time and trouble.

Of course, we are all individuals. So, be patient with yourself. Hopefully as time goes on, you’ll find your career is back on track.

Have you had this experience? How did you address it?

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Is Loneliness a Growing Factor When We Work Remotely?

August 20, 2014June 3, 2020by Marla Gottschalk17 Comments

thomas-litangen-92623-unsplash — Photo by Thomas Litangen on Unsplash

To be honest, I’ve really never been a “joiner”.

In college, I didn’t feel the need to belong to clubs or pledge a sorority to feel connected. The everyday bustle of college life was more than enough stimulation. I’m not one to spend every weekend night out for dinner — or some kind of gathering. Yet, in an office environment, I did enjoy conversing with other like-minded individuals. Meetings never seemed to be much of a chore, and as long as discussions of challenges and engaging projects were on the docket, I was good.

However, even knowing my ambivalence to social endeavors, I never dreamed I’d miss face-to-face interaction as much as I do.

I’ve been working remotely for years and I’ll freely admit it has its lonely moments. Certain aspects of working from home are fantastic. But, somehow all of the journal articles, posts and projects just aren’t the same, without a work group nearby.

I often wonder if my coaching clients who work remotely, felt the same. (Turns out, many of them do.)

This week I had the chance to read an eye-opening piece at Slate, concerning the stigma associated with an admission that we feel lonely (even if only from time to time). In it, the author describes the immediate inclination we have to connect loneliness with being “less than” or dare I say “loser”. That has to stop, because it’s simply not true.

Research completed by MIT Sloan, has explored this as applied to our work lives, discussing the isolation (and lack of visibility) that may come along when working remotely. These negative by-products won’t affect all of us equally, as we are individuals. However, potential issues should always be on the radar. Discussions are sadly incomplete, if we fail to address the common by-product of even occasional loneliness.

Even with all the available social networks, we need to feel real connection — not simply an increase the amount of ambient chatter.

I have a couple of ideas for this. Here are a few for starters:

During our current crisis:

Check in frequently. Make a concerted effort to speak with someone in your office daily. Whether this is your manager, mentor or colleague — this will help retain a sense of belonging.
Create more opportunities for 1:1s. This doesn’t need to be the typical manager/employee scenario. Encourage more off-line conversations as well.
Acknowledge uncertainties. Life is stressful now. Hiding our concerns about life and work, will only exacerbate issues.
Grieve what has changed. Letting your team commiserate on how work life has changed is a healthy discussion to begin now.
Identify what we can control. With instability, comes the need to discuss what we can control. This includes how we process our own experiences. Explore avenues to help yourself (and other) do this.

Post-crisis:

Visit your home office. Even if you are fully enjoying your remote work life, make plans to visit your home office as time and travel allow. If you are already feeling disconnected and you are within a reasonable distance, get there once a week. If possible, attend meetings that reinforce how you — and your work — fit into the larger picture.
Facilitate “on-site” sabbaticals. If you are affiliated full-time, you might consider spending a couple of weeks a year at the home office. Beyond the challenge of organizing proper a work space, this could allow far-flung colleagues to interact in-person for an extended period of time. This could do wonders for both team-building and strategy concerns.
Join a co-working space. Co-working is the perfect solution if you miss the “goings on” of office life. Most cities have at least a couple to choose from, so visit them and get a sense of the vibe. Sites such as WeWork and the Bond Collective, cater to those who need a place to land for work & meetings.
Schedule “meet-ups”. With differences in location and time zones, in can be difficult to get on the same schedule as your home office. This limits communication and the feeling of being connected. Identify a time of day, when you know you can intersect “time-wise” and speak — and hopefully a ritual will develop.

Do you work remotely? Share your strategies to limit remote loneliness here.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist advisor and coach. She also serves as an Influencer at LinkedIn.

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The Epic Fail: It Happens to the Best of Us

August 16, 2014January 3, 2019by Marla Gottschalk3 Comments

downtonindex

I’ll have to admit, after seeing the above photo plastered across social media — I couldn’t help but feel sorry for the unfortunate employee (intern perhaps), who left the less-than-period-proper water bottle on the set of Downton Abbey. I also thought this might be a great time to have a brief refresher on the topic of workplace mistakes.

A few thoughts:

It happens to the best of us. As the above photo attests, even consummate professionals have their moments. In many cases we are too tired, stressed or rushed to do our best work. (A classic work life scenario.) If we can learn anything from this, it is to pace ourselves and recognize when we are fading.
Have the courage to own it. Have you ever had a discussion with an individual who just would not admit they had anything to do with a snafu? Do you recall just how frustrating that was? Many of us feel that we must be perfect at all times — and this is entirely unreasonable. (We cannot prevent re-occurrences if we do not understand what really has happened. Remember this the next time around.) It’s human to make a mistake. However, the first person you must forgive is yourself.
If possible, turn things around. After the shock of the moment has passed, if you can possibly see the humor (or an opportunity) in the error — change the vibe completely. In response to their error, the folks at Downton published this photo, recognizing that indeed they are not perfect — while making the most of the moment to draw attention to a worthy cause.

How have you handled work life mistakes? Share your strategies.

Photo: @DowntonAbbey

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I’m Glad I Took That Vacation. Take Yours.

August 1, 2014January 3, 2019by Marla Gottschalk1 Comment

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I’ve always been a “staycation” advocate. Alright — I’ll be entirely honest, I really love to hang out in my home office and work. Personally, I have found that vacations away from home, can actually become stressful. There are routes to to decipher, planes to catch, maps to re-fold, thunderstorms (and hail) to contend with and new routines to master. (Might I add, leaving my trusted coffee maker behind).

However, these are not satisfactory excuses. We all need a break. We likely feel this deep in our bones.

Whether you can devote an entire month, a couple of weeks or just a couple of days, a break should become a priority. (Preparation is important.) Even if you qualify as a die hard “staycation” addict — there are advantages to planning a vacation away from your usual milieu.

Here are just a few:

You’ll catch a glimpse of you. Somehow when your surroundings shift, you become “louder”. (What is that inner voice muttering?) With the ambient noise of your work life absent, you’ll hear yourself much more clearly. Trust me, your work will benefit from this kind of clarity. Knowing yourself is step one toward a healthy, and productive work life.
Nature can take over. I am officially obsessed with changes in scenery. A new scene through my viewfinder, provided by the power of mother nature — recharges my mind (and soul) in a manner that I cannot even begin to describe. This time around I requested “a room with a view” (and got one) — Grand Traverse Bay was a breathtaking part of my morning routine. Work rarely entered my mind.
Your metrics shift. It may take a couple of days to get into the groove — but, once over the hump — your days will be measured in a very different manner. The places you’d like to visit and the people you haven’t had the time to really connect with in ages, become your focus. Other priorities do begin to fade.
Time slows. For the first time in quite a long while, the passage of time wasn’t quite as fast. Time away from work allows you the luxury of savoring the moment. My only regret? I wish the break lasted just a tad longer. Next year I’ll be sure to make the effort to extend the time frame.

I would love to hear your vacation experiences. Share them in comments.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto.

Photo Credit: M. Gottschalk – Chateau Chantal Winery & Inn, Traverse City, Michigan, USA.

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Making Sense of Metrics

July 24, 2014December 23, 2018by Marla Gottschalk5 Comments

miguel-a-amutio-426624-unsplash — Photo by Miguel A. Amutio on Unsplash

Most of us utilize metrics in one form or another.

For better or worse, they potentially become the focus of our day-to-day behavior.

However, when metrics begin to conflict with our core values and long-term sustainability — it is time to rethink their power to drive your organization. In many cases, chosen metrics can develop a “dark side” that can spell trouble for your organization.

As reflected in this post at HBR, “…the wrong performance metrics will undermine good intentions every time.” In that regard, consider how your team utilizes them. Do the metrics you monitor offer the information your team requires to move forward? Are they pulling their weight?

On a very basic level, metrics should reflect key facets of performance, while supporting both mission and vision. However, they can fail to help us identify developing issues.

Let me offer an example.

Recently, I spent time with an organization that was grappling with metrics that was not helping them to evolve and secure market share. While they kept a close on eye on sales data and leads funneling into their system — there were relevant performance criteria not captured in their set of monitored metrics. (Here, late project changes occurred months after the original contract.)

When they pulled back “the curtain” on sales performance, it was clear that this information had not been actively acknowledged. As such, the team was not alerted to the pattern of costly fixes that would develop down the line.

An oversight such as this develops when performance effectiveness is not fully considered as metrics are chosen. Identifying facets of successful performance must occur first — then the metrics to parlay that information are identified.

We often become comfortable with aging or incomplete set of metrics, because they are available. However, these choices are critical, because ultimately what is measured — is valued organizationally.

The simple act of choosing a metric can ignite a cascade of behavioral expectations, which may or may not contribute team success or the benefit customers. (For example consider the goal of closing sales quickly or monitoring the length of a customer center call, etc.) Furthermore, if metrics are chosen without considering the impact upon product or service delivery systems, serious ramifications can arise. (More on metrics and “performance perversity” at the VA, here.)

Reviewing the usefulness of your metrics at regular intervals is key.

Ask these questions:

Are the metrics robust? Ideally, a set of metrics should represent the dynamic nature of the work that you complete. Ensure that all facets or your work are represented and that your collected numbers offer a broad view.
Are they “change worthy”? As discussed here, data is often prevalent — but insights are rare. We might collect endless numbers (at a high cost in both time and resources), which actually offer few clues as to help us improve. Remember that data and metrics are two very different things.
Do metrics direct behavior? Metrics are only as useful as the behavior they energize. When considering a metric, reflect on its power to truly impact behavior across functions. Be wary of “Vanity Metrics“, that can pack a powerful marketing message — yet do little to guide behavior.
Are the metrics meaningful? While information needs to be readily available — it also must must capture something vital about your organization. For example, do metrics help your team connect with their work?
Where are metrics focused? “Lagging” metrics report on states that have already occurred (lost customers, for example). “Leading” metrics, on the other hand, might help predict a developing problem and offer an opportunity to change a process mid-stream.
Are the metrics dynamic? Metrics should evolve with the changing focus of your team. (You might utilize the 80-20 rule; where 80% of your metrics represent your current focus, 20% represent areas of needed future performance emphasis.) Outdated metrics can “muddy the waters” and cause a good deal of confusion concerning valued behaviors. Metrics can have an “expiration date” — when they lose their value to promote performance excellence.

Other considerations:

Avoid the “single number” emphasis. Any construct worth measuring (such as sales effectiveness or customer service), is likely multidimensional. Ensure that your metrics reflect this.
Consider who utilizes the numbers. The heaviest, most demanding users must be carefully considered when developing metrics. Discuss the needed information required to monitor the health of a department or function, frequently.
Measure what matters, yet ensure they are easily understood. Metrics can become complicated quickly — but ultimately must be easily grasped. Your metrics should be informative and allow you to explain the crux of your business easily.
Refine them. No single metric is a perfect representation of performance. Attempt to factor out “white” noise, that might limit real-time use. You might also consider combining leading indicators to form a clearer picture of performance.
Share them. Metrics can help motivate others within the organization — so share the numbers with those whom might benefit the most. This will help team members align with the larger goals of the organization.
Add a qualitative component. You cannot measure something that is completely out of your purview. Keep abreast of developing areas that affect performance and ensure you have a handle on the leading edge.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Organizational Development at Allied Talent.

Leadership, Organizational Culture

What We Can Learn About Leadership From Comcast’s Nightmare Customer Service Call

July 17, 2014January 6, 2019by Marla Gottschalk3 Comments

pawel-czerwinski-784154-unsplash — Photo by Paweł Czerwiński on Unsplash

Wow. Don’t get me started. My son has just spent the last 4 weeks trying to force Comcast to keep their promises to him. As a recent college grad, money really matters — and they really couldn’t care less. Getting his business was the only goal. Keeping him as a customer going forward — well that seems to be a message entirely lost on them. If he had another viable choice for high-speed internet (he’s a gamer), he we would take it. Immediately. He cannot stand them.

To tell you the truth I thought my family’s collective experiences with Comcast were simply random. (We recently discovered that we were being charged for a year’s worth of a router we did not have on premise.) However, after doing a bit of digging, I’m now convinced there may be serious problems lurking there. This week, Comcast’s darker side was fully exposed in a viral call center exchange that really is more than unbelievable — it’s ominous. Comcast, is now one of the two most hated companies in the country. As a leader, I would be very, very concerned.

We can learn from their uproarious blunder. In particular, quite a lot about leadership. Here we go:

Don’t close your doors. Ultimately, this rarely occurs within an organization where positive leadership has a strong, visible presence. This isn’t one incident, there is a pattern here. Yes, you may be an industry monolith. But that doesn’t absolve you of the responsibility to be front and center — driving home key messages that will sustain your business long-term. Don’t lock yourselves in an office — light years away from your customers.
Talk is cheap, but your actions really speak. I don’t think the mission of Comcast is “Irritate Customers Beyond Belief”. However, the behavior of the company is certainly communicating that message to us. Communicate the mission/vision within your organization completely. If not well understood, everyone will have their own ideas. Leaving something so critical to chance is very, very unwise.
Listen, listen, listen. Then listen again. Do you recall when customers would be required to wait all day to have someone hook up their service? Comcast adjusted this policy (and even offered $20 if they didn’t hold up their end of the bargain). Talk to your customers often. Are service plans confusing? Is your pricing structure likened to hieroglyphics? Do you fail to reward long-term customers for their patronage? Be aware.
Your people are a reflection of your brand. How did that call center representative come to believe that he should never, ever allow a customer leave of their own free will? I’m sorry, your employees often reflect leadership’s take on customers. He thought that was OK. It wasn’t.
Your company is at risk. When leadership fails to communicate the very core of a service organization’s creed (which would include exhibiting basic respect toward customers), it shows something vital. That, at the end of the day, you may not really care. That undoubtedly spells trouble for your business when viable competition shows up…and of course, it undoubtedly will.

What advice can you offer Comcast? Sound off here.

Dr. Marla Gottschalk is a Workplace Psychologist, speaker and coach You can also find her on Twitter and Linkedin.

Career

Want to Launch Your Career? Try These Strategies

July 7, 2014January 3, 2019by Marla GottschalkLeave a Comment

william-494556-unsplash — Photo by William on Unsplash

With all that is written about how organizations are evolving to engage today’s employees, I can’t help but think about the opportunities that we have as contributors to transform those very same organizations. Our own actions shape our careers, and the fact remains that workplaces are built upon a two-way partnership — where both employers and employees contribute to eventual success.

I would venture to say, that the dynamic between the two becomes more vital with each passing day. Yes, the door swings both ways.

To consider this, we should examine the unspoken “organizational contract” that we make with our employers. What should we (as employees) do to maximize our contribution? I’ve talked to supervising managers (from sales to consulting) to get a handle on the attributes they often see in their high potential contributors.

Here’s a list based upon that feedback:

Strive to be industry savvy. If your are not keeping up with the current “hot buttons” in your industry, you are probably letting yourself and your employer down. The internet offers endless possibilities to tackle industry specific topics. (You can have a brief chat with an in-house expert as well.) Get up to speed as quickly as you can.
Bolster your level of business acumen. Not sure how your role affects the bottom line? What your boss really does? Do you understand exactly how your organization makes and loses money? Devote an hour a week to develop this business “muscle”.
Take a broader view of your work. When completing an assigned project, try not to simply just check off tasks on your “to do” list. Always focus on the end-user — whether it is an outside client or someone within the organization. How can you craft your work so it becomes more valuable to them?
Work with a sense of urgency. High potential employees see the necessity to build a clear road map and stay on task. As one Senior Vice President described, “They get up in the morning, have a plan, and want to accomplish their goals”.
Ask about company initiatives. Be as concerned about your organization as you would like them to be about you. Inquire about current challenges and initiatives. Offer help where appropriate — you’ll be the better for it.
Know your fellow team members. Are you assigned to a team? Being a team member is an art form — and an important part of work life today. So, do your research. You’ll be more invested in your team if you know the backgrounds of your fellow team members. If you have a tendency to “turn off” opposing opinions, you may look at things quite differently, when you know a little more about the source.
Don’t play the career comparison game. Career progress is an individual process. It may be frustrating when a fellow employee climbs the career ladder more quickly than you — but there may be a perfectly good reason. Don’t “abandon ship”. Trust in your value, and have confidence that you will also excel.

Dr. Marla Gottschalk is a Workplace Psychologist, speaker and coach You can also find her on Twitter and Linkedin.

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Why K.I.S.S Doesn’t Always Work

June 30, 2014January 15, 2019by Marla Gottschalk1 Comment

andre-robillard-2114-unsplash — Photo by André Robillard on Unsplash

There is an iconic urban myth about interviewing for a role at IBM.

The story goes something like this: You are taken to lunch. Present at this lunch are you — and of course a couple of powerful hiring managers. You all chat, you order lunch, it arrives. What are the managers attending to during this interview? Your skill set? Your previous experience? No. They are observing whether or not you salt your food before you take the first bite. What might this tell them about you and your future at their venerable organization? That you are open to experience? That you possess an “open-mind”? That you are a perfect fit for their team? Uh — not so fast.

I’m all in for an easily grasped explanation, but sometimes we go a bit too far. As a psychologist, my work focuses upon understanding workplace experiences — and I’m certain that the K.I.S.S. was originally coined to describe systems, not human behavior. However, there has always been a powerful “push-pull” operating. Human behavior is stubbornly complicated — but, we would like to make it appear simple. (As the legendary job interview illustrates.) Instead we might consider erring on the side of complexity, but concentrate on communicating the expanded theory effectively. We shouldn’t fear complexity. It doesn’t have to be viewed as the threshold of our “undoing”.

It is, in fact, the “secret sauce”.

There is no single behavior or question to accurately predict future workplace performance during an employment interview. (An “elevator pitch”, is a fantastic staple — yet it’s brevity does not always suffice.) As such, a reasonable balance of structured exploration is likely more preferable. Ultimately, we have to be willing to take that “deeper dive” into certain challenges — and look beyond the hype and “buzz words”.

Where human behavior is concerned — oversimplification can be dangerous. If you are solving a challenge (for example, high turnover in one job category, difficulty recruiting), be sure to embrace a broad perspective of the issue. Take the extra time to look beyond the obvious. Include those nuances, even if they slow you down temporarily.

However, here is the start of a brief guide. (Please share your thoughts, as well.):

Capture the relevant variables. When all is said and done, be sure that all of the important elements are at least considered. Workplace issues are often multifaceted. That’s OK. Treat them as such.
Consider what (and when) to share. Communicating a concept is critical step — and what you share can make or break its power to change opinion. Take note of what an audience is likely to absorb at one sitting, but push the envelope and keep the essence of the concept intact. Focus on inspiring both thought and action.
Indulge your curiosity. Taking a deeper look at an issue, is often worth the investment. If you have an indication that something is “off” or appears unexplained, take that side path to fully explore it. There is likely more under the surface.
Limit assumptions. We often view workplace behaviors with previous biases intact. I’ve made the mistake of jumping to a conclusion much too quickly. Try to avoid that scenario. Biases can mask complexity.

Do we over-simplify the workplace challenges we face? How does that affect our proposed solutions?

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and speaker.