A framework for dealing with opportunities and problems

As a general rule I categorize my working world into two "buckets" — one filled with Opportunities and the other filled with Problems. I will admit it's an oversimplification but I've found it's a great way to ground myself when I have to deal with things.

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op·por·tu·ni·ty [ˌäpərˈt(y)o͞onədē] NOUN — a set of circumstances that makes it possible to do something:

prob·lem [ˈpräbləm] NOUN —a matter or situation regarded as unwelcome or harmful and needing to be dealt with and overcome:

Along with my oversimplified view of things, I have also developed a simple framework of thinking which has increased my probability for success when dealing with "Opportunities and Problems" — see my finely crafted illustration.

At its core, this framework does two things — 1) ensures I consider what's important for my thinking and 2) ensures everything that is actually done stays aligned to address the problem (or opportunity).

There are five considerations that make up this framework, and the result can be as simple or as complicated as you would like to make it (or need to make it).

1. Identify and understand the "Opportunity or Problem" you are faced with — it is important to understand the situation involved and never underestimate the complexity of what you are dealing with. 
2. What are your goals to exploit (if it's an opportunity) or solve for (if it's a problem)? You should have no more than two goals, and preferably only one because there is the chance you may spread your efforts too thin, or even miss the mark. If you have too many goals, maybe you have more than one problem or opportunity you have to deal with.
3. What are the objectives needed to meet your goal(s). Remember objectives need to be SMART (Specific, Measurable, Achievable, Realistic, and Time bound) —  I suggest that you have no more than five objectives (three is preferable). If the project is big and gnarly, it may require a few more; I suggest you prioritize them, and as you achieve one objective remove it from the list and add another. 
4. The activities you need to initiate to achieve the objectives. This could be a laundry list of activities, and they definitely need to be prioritizes because some may build upon each other. Activities, like Objectives, need to be SMART, and are really a tactical subsection of an objective. This sub-sectioning keeps everything you have to do in a manageable form, and helps identify the last consideration.
5. Resources — nothing gets done without people, money, systems, and time. Rallying the resources around the activities ensure things get done and helps prevent reallocation of your resources somewhere else if scope creep comes into play. Depending on the complexity of the goal and associated objectives, having a resource allocated to act as a project manager or "facilitator" may make sense. Sometimes all of this can get very, very complex and fall off the rails very, very quickly if someone isn't looking at the big picture. 

The order of things I've outlined just reflects the planning process you should go through so you can articulate what you need to do and get approval to proceed — or get the green light as we like or say in the business.

Once you get that... well... then it's just a matter of rallying the resources to get the activities going to drive your objectives forward; in turn meet your goal(s) to solve the problem (or take advantage of the opportunity).

Easy Peasy — then again, I may be oversimplifying.

iamgpe

Moments — Are we letting people do too much for us?

If you ever get to drive a Subaru BRZ you will find it is a very tight car to drive — the steering responses quickly and so do the brakes, and the clutch is nice and smooth.

So when it isn't, you should appreciate something is wrong.

Recently I was driving along minding my own business when suddenly the steering wasn't as tight, and the brakes were just a little off — and at that moment, in classic guy style, I kept driving with the working assumption it would self-correct. As my tolerance waned for the "self-correcting to happen" I finally pulled over (just in case there was actually something wrong). I suppose in hindsight I really wasn't surprised I had a flat rear tire because as I said, BRZ's are tight driving cars. What surprised me was what happened next.

As I was assessing my options I said to myself, "I guess I should call a tow truck" — a moment later, I physically stopped myself and started an internal discussion that went something like this.

• Why would I call a tow truck when I don't need a tow?
• I have a spare and all the tools to change the tire myself.
• I can do it in a tenth of time it will take someone to get here.
• Other than laziness, is there any reason not to do it myself?
• I'm glad it's not really cold and it's sunny.
• It's a pain in the ass to empty the trunk.

It had been a while since I had changed a tire so I wasn't very efficient but it was changed in twenty minutes; I then headed off to track down a new tire. It's a fun little story to be sure, but what really resonated with me is why my first reaction would be to call a tow truck (when I obviously could do it myself)?

I appreciate the premise of "why do it yourself, when you can get someone else to do it?", and I also understand that it is "impossible to know how to do everything so you will need people's help"...  as well as the argument regarding opportunity cost and "how net/net it'll be more profitable to get someone else to do it".

But now I can't help ask the question, "When does it actually become detrimental to have someone else do it for you?"

I'm not suggesting I have any answers to this question (and frankly I only thought of it because I got a flat tire), but is does create the opportunity for a fine discussion (particularly if there is wine involved) —

• Are you getting someone else to do it because you're lazy?
• Is it something you just can't do or learn to do?
• Are you spending money you "can't afford to spend" to have someone do it?
• Are you denying your own development by letting someone else do it?
• Are you simply concerned with the consequences?
• Et Cetera, et cetera...

For me the biggest consideration is about "waiting". Are you putting yourself on hold because of someone else? 

Waiting is not active, and if you are not active, you are not getting things done. And if you aren't getting things done, you are not going to reach your goals. The waiting place is the worst place to be, and even a worst habit to develop because in the end you will find yourself always waiting to get something done (and in the end accomplish nothing).

As I mentioned I really don't have any answers to this other than it seems I hate to wait.

iamgpe

"In God we trust, everyone...

... else bring data."

I think the only reason I even bring this up is because I've been looking at many, many spreadsheets lately — and with that, an awful lot of data.

This pithy term comes to me honestly because many years ago I was developing my function excellence skills and participated in Six Sigma Black Belt training. This humbling affair still resonates when I think about the onslaught of statistical and functional excellence models, playing with toy catapults (and the statistical analysis behind what was seemingly child's play), and my disheartenment when I watched people much smarter than myself in a daze after class. In the end I completed my project and because of the experience carry the following three truths at my core when it comes to how I need to think about things.

Truth 1. "In God we trust, everyone else bring data" — it's a reminder that only data offers an objective view of things.

Truth 2. The DMAIC model is very useful when you want to improve something — Define, Measure, Analysis, Improvement, Control

Truth 3. What we "subjectively believe" tends not to be the same as what "objectively is" — and sometimes it's worlds apart.

I'm hard wired to be subjective, figurative, and broad thinking (and I suppose I'm really an artist stuck in a scientist's body) and because of this, I hold these hard earned truths with passion and appreciation. 

Data is the currency of real understanding and it trumps words like "I think", "I feel" and "I believe" and enables you to use the words " I know". Data brings objectivity to the understanding of a situation, what's really happening, and helps you drive better decisions and actions. While I'm thinking about this, here's another pithy saying that warrants consideration, "Lies, damn lies, statistics" — it's a reminder that even numbers need to be vetted and confirmed for accuracy because, although data is objective, it still needs to be validated.

It seems there is actually a fourth truth that I almost forgot about —

Truth 4. When you bring data make sure you aren't bringing data for data's sake but for reasons associated with an objective (hopefully to move your goals forward.)

Forgive me for not remembering it sooner but the training was a while ago, and as you may appreciate, a little traumatic.

iamgpe