Organisations are so dynamic nowadays; the modern manager is expected to be flexible and adaptable to whatever new situation arises. This means they need to possess the skills to handle any number of a wide variety of problems that are thrown at them.

Part of what separates a good manager from a great one is his or her ability to efficiently and effectively manage problems as and when they arise. This explains the upsurge in management training courses undertaken, as they equip the manager with tools and techniques to break down issues and solve them quickly.

It’s important to understand that all problems are simply indicators of something not happening as we’d like or expect. Finding or analysing the causes that have lead to this undesired outcome will make it much easier to rectify it. Ask yourself the five golden open words; Who, What, Where, How and When:

Who does this problem involve? Who is equipped with the greatest knowledge of its issues?

What actually is happening? What are the implications of it? What has changed to make this the case?

Where within or outside the organisation is this problem manifesting itself?

When does it happen?

How does it manifest itself? How does it happen?

We’ve often heard people describe effective managers as ‘problem solvers’. A typical day at the office may be littered with little problems, which leads to the feeling of ‘fire-fighting’. A manager may take quick and decisive action, only for a related issue to rear its head shortly afterwards.

The problem is, the problem is not always the problem! The term itself is a negative one, and can often misdirect the manager in trying to find a direct solution. Try to see a ‘problem’ as a piece of information which is trying to tell you why something is differing from the norm. Thereby, one needs to remember the cause and effect principle; what has changed or happened to cause this new development?

Every issue has a reason behind it, and often exploration of the foundation, or indeed the ‘roots’, can highlight a completely different area that requires your attention. Some of the benefits of management training are that a wide variety of analytical skills and techniques can be covered to help you.

In summary, the best method of solving ‘problems’ is to take a step back, and consider why something might be happening, and what it’s root cause may be. Become a manager that is great at ‘cause analysis’ not just a problem solver.

A common gripe one might hear from sub-ordinates regarding their managers, relates to hypocrisy. Staff or team managers are expected to be time efficient, and experts at prioritising their work according to management’s requirements. Can the same be said for you as a manager?

“Oh well, that’s different!” you might cry, “My job means I have to be totally flexible and re-active”. But does it? A manager is constantly expecting their staff to account for their time, and dish out tasks to be completed in time, but often doesn’t invest in his or her own personal development to improve efficiency.

One thing a manager would benefit from, is taking a long hard look at the work they do. Set out your tasks for the day, week or month, as they relate to your objectives. Keep a diary for a month, and detail exactly what you have done, and how long you spent on it. It’s time consuming, but it is worth it. Now, at the end of each week, or the month, compare what you actually did, with what you originally set out to do.

Look at the disparities, and group them (e.g. ‘Interruptions’, ‘impromptu meetings’ and ‘unforeseen phone calls’ etc.) Now, you should have a better picture of your real work. In future, you only have 8 to 10 hours in any given day, how much can you realistically expect to do.

Stop bringing forward tasks to the next day and the next, because you failed to analyse the time you really needed to do them. It’s critical that you really set out to do what you need to do, in the time it should take, and avoid any distraction. Delegate that which isn’t being done by you but that could be done by others. More importantly, plan for the unexpected, it’s normal so expect it.

You may work in a hectic organisation, in which demands come at you all through the day and in all different directions. This may result in the modern manager finding it a challenge to try and organise their day, their week, or even their month!

If you’re a manager that feels that you are constantly fire-fighting, or treading water, it’s time you invested in your own personal development and changed the way you work.

We are creatures of habit, yet the human being is incredibly adaptable to any situation. How quickly can an initial crisis, or stressful environment, which at first seemed insurmountable, become the norm? It time you used your adaptability to your advantage. The key is to create a routine.

Take a step back and look at your role and responsibilities. Consider the things each day, each week or each month that you simply have to achieve. Some of these tasks may be pleasurable, others won’t. Take charge! Schedule times in your diary to carry out specific and important tasks. Make tackling them a regular event.

As soon as your brain gets used to the new positive routine and stops associating important demands with the negativity of fire-fighting, you will have a much greater sense of achievement.

Plan out a regular routine designed to meet your important goals. Stick to it for 30 days. It will become the norm, and you will benefit greatly from it.