Option Solving Blog

During a recent client meeting the President was ruminating over the possibility of her company losing a good customer due to misunderstandings and mis-perceptions, rather than lack of competence. She had reviewed the whole situation with her VP Sales and they were about to visit their customer’s decision maker to see if they could turn things around. I introduced the President to option solving as a mechanism to understand their possibilities at such a meeting.

She initially worked with me to develop a rational question and considerations – the first step of option solving – so as to spark likely possibilities. After some discussion her question looked like this: “What are our options if our latest proposal is turned down: considering 1) we’ve developed a reasonably positive relationship, 2) felt our last activity went well, 3) have repaired relations with a detractor, and  4) there’s still good work to be done?” Note that I encouraged her to restrict the number of considerations to 50% of our list, so as not to make her question overly complex.

Now her question was in place, we created two appropriate likely yin and yang “bookends” to aid forming a framework for her to produce viable options. These bookends were as follows: “Walk away with bad feelings” and “Offer to do another pro-bono assignment.” These were the least likely possibilities, for reasons indicated – go to our Latest Worked Example – but they would do the job of stimulating my President-client to come up with more likely options.

Normally option solving requires participants to come-up with a minimum of five options, in order to glean the minimum number of helpful options. My client and I produced a sixth option to allow any of her team to inject its proposal(s).This would help pull her players into their decision process. You can see these six alternatives in our Latest Example – click on that tab – where one is: “Option D: Continue activities with other executives within customer’s organization.”

I encouraged my client to take this pictogram back to her team and get their buy-in and input before requesting team members to put the pictogram aside for some emotional distancing. Emotional distancing is time where they focus on other issues for a while as they allow their powerful intuitions sub-consciously mull over their options. At an appropriate moment, they would reconvene, reconsider their options, and then anonymously – via paper ballot – put in their vote. (NOTE: Anonymous voting is important to encourage objective responses). Which option would you choose if you were one of her team?

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Choosing an optimum picture for an article?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

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We were going to focus on another business issue, but the current moment in the NBA 2015-16 playoffs provided an interesting dilemma for GSW’s coach, Steve Kerr, in such a precarious must-win situation.  Thinking through what I would do, if I were in his shoes, I would expose the team to an option solving exercise; on the basis that, the more they are part of the key playoff decisions, the more they are likely to fight for making those decisions become a reality.

Once I’ve helped Kerr understand the principles of the option solving approach, he can then apply his rational expertise to build an appropriate question and considerations, to help get the team on a roll when the time comes. He should not share it with his players until the last reasonable moment, to avoid the possibility that any outcome decision could leak out. His team question could look like this: “What is GSW’s best moment to make a major push against Oklahoma City in Game 6: considering 1) already down 3 games to 2, so face elimination, 2) won’t have home-court advantage, 3) the Warriors are probably exhausted from their record regular season run, and 4) they will need to keep the game score close?” Note how we encouraged him to restrict his considerations to four, despite there being others, in order not to make the team’s question overly complex.

With his question in place, we now set about creating appropriate likely yin and yang “bookends” to form a framework for the team’s possible viable options. These could be as follows: “Accept what will be will be” and “Bring in a whole new team with fresh legs.” Since these are both untenable for team morale, despite being valid, you can see from our Latest Worked Example why he or his team are unlikely to seriously consider these two bookends. Even so, such improbable options would act as valuable prompts for his team’s intuitive minds, when members contemplate their final “pictogram”: to elicit an optimum choice.

You will see where I’ve created a minimum of five options, in order to glean the minimum number of helpful options. I’ve introduced a sixth option for allowing the team to inject its proposal(s); which would help pull Kerr’s players in their decision process. You can see these six alternatives in our Latest Example – click on that tab – where one is: “Option E: Combination of periods.”

I will now do my best to pass along this scenario to Steve Kerr, although I should probably do my own option solving exercise to figure out the best way to do that considering how difficult it is likely to reach him. If he latches onto it, I would encourage him to pursue as much emotional distancing time as is possible for his team member’s to utilize their intuitive minds and tap into their playoff experiences and relate them to these options. So, which option would you choose if you were in the GSW team’s position?

If nothing else, we will see after the game whether the whole franchise made the right plays and choices.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “What’s our best option if our current proposal is turned down?” Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

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While in Florida working with a client sometime back, she pointed out some of the relationship difficulties she was experiencing with a key product executive. He had been in her company for quite some time and had done some great things, but the two of them were increasingly at odds over the corporate culture and progress. She didn’t want to lose him, owing to his talents and creativity, but their difficult relationship was having an increasing impact on other key players.

Once she understood the principles of the option solving approach, she participated in applying her rational thinking to put an appropriate question and considerations together; as if acting on his behalf. It came out like this: “What is executive’s best business option going forward: considering 1) could consider giving a stake in a new product area, 2) complete the transaction asap, 3) continuing as we are makes everyone feel uncomfortable and , 4) retain a solid working relationship throughout?” Note how we contained her to four considerations, even though there were others, in order not to make the question overly complex.

Now she had this question in place, she set about anticipating her executive’s likely yin and yang “bookends” to form a framework for possible viable options. These transpired as follows: “Remain as current Head of Product Sales” and “Find another position elsewhere.” Since these were both probably untenable for her executive, you can look at our Latest Worked Example to see why he probably wouldn’t consider these two bookends. Even so, they would act as prompts for her executive’s intuitive mind, when he reviews the resulting “pictogram” so as to produce more viable options.

You will see where she subsequently created six options on his behalf, instead of the strongly recommended five as a minimum, which included space for him to suggest his own option(s) when the time came. Such an activity would help pull him into the process. You can see her/his (?) six alternatives in our Latest Example: where one is: “Option B: Work from separate office away from HO, while considering options.”

However, the intention was for this business owner to have a quiet discussion with her executive about their impasse, let him produce his own sixth option, or more, and encourage him to pursue some emotional distancing overnight to allow his intuitive mind to contemplate his life’s experiences and relate them to these options. So, which option would you choose if you were in this executive’s position?

The woman owner was briefed on how to handle the situation, when her

executive came back to her the following morning, with a decision on his preferred option. In essence, this would then give them the opportunity to work through a likely action initiative, while the whole thinking was still fresh in his mind. Despite any drawbacks, he should be encouraged to move ahead, since his intuitive mind had helped him pick his best option based on his known personality and circumstances.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “What’s our best option if current proposal is turned down?” Let’s have your COMMENTS or go to peter@ ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

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Two weeks ago we saw some of the options that this intern had as his internship was coming to an end. After some emotional distancing, where his father allowed his son’s intuitive capabilities to reflect on the “pictogram” of six options available to him. He slept on them overnight and when he awoke, looked at his choices, and felt his best option was C) –Keep my fingers crossed for sales or mktg. position at company A.

Following our advice on “Peeling the Onion,” his father had his son figure out what his next step would be. To assist him, he decided to use the “Peeling the Onion” approach to look at his sub-options before moving ahead. With this in mind, he and his son set about creating a fresh question, which looked like this: “What is my best option is to pursue Option C and keep my fingers crossed for securing a sales or marketing position in company A; considering 1) short-on-time as internship finishes end of April, 2) believe my personality suits a sales/mktg. role, 3) I’m doing what I can to be respectful of senior managers intents, 4) and my current leader continues to be supportive of my career wishes?”

With this question in place, his son could now find appropriate yin and yang “bookends” as a framework for likely viable options. His peeling the onion bookends came out as “Leave to pursue a sales & mktg. position elsewhere” and “Accept what company A gives me” – the latter the same as before. See our Latest Worked Example to see why these two bookends, although both viable, were unlikely to stand. Even so, they were most useful as prompts for my friend’s son’s intuitive mind, when considering his final options.

He and his son subsequently produced six options, instead of the strongly recommended five as a minimum, so he was in good shape. You can see his six alternatives in our Latest Example: where one is: “Option D: Ask to spend a week with sales/mktg. team to convince them of my talent.”

Again, he encouraged his son to pursue some emotional distancing over a couple of hours and then revisit his new pictogram for a further decision point. So, which fresh option would you choose if you were in the son’s position?

As soon as a decision was made, my friend should encourage his son to put together an action initiative, while his decision issues are still fresh. Once that initiative is set, he should move forward without hesitation; despite any set backs or hesitations because his intuitive senses are more likely to be right than wrong.

If you have an example of your own, please share it with this blogger, through the

COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “What will be an executive’s best business option going forward?” Let’s have your COMMENTS or go to peter@ ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

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Not so long ago a friend informed me about his son’s precarious internship situation. After a successful MBA his son had been recruited by a large industrial company as an intern with the likelihood of a more permanent position if everything went well. Unfortunately, the fortunes of his new prospective employer changed with almost non-existent sales in his division, so a moratorium was placed on any further hiring.

Now he was left with a career dilemma. Either he finds a position in another division or go elsewhere. In short order he was offered a position X within an adjacent area, but he had already held such a position before and didn’t enjoy it. That’s why he went back to business school for his MBA.  The division executive was not happy about this at all and felt the internee was making a mistake by not accepting the position. His father was concerned as to how his son would satisfactorily solve his dilemma.

Once his father came to understand the option solving approach, he thought it was worthwhile thinking through his son’s options and then discuss them with him. He was challenged to develop an initial rational question with consider-ations, which turned out to be: “What is my best option for securing the right position at company A; considering 1) short on time as internship finishes end of April, 2) my X qualification is more of hindrance than help, 3) I’m being bamboozled into a role I’m not interested in, 4) the local culture is somewhat restrictive, and 5) my current leader has been my best help to date?”  He looked at other several other considerations but chose to draw upon the most important ones. It was pointed out to him not to place too many considerations into any picture, so as not to overly complicate matters.

Now that his question was posed, he could now find appropriate yin and yang “bookends” as a framework for likely viable options. He would use his bookends for framing his chosen options and then jolt his own experiences to arrive at a minimum of five alternatives. His bookends came out as, “Leave as soon as possible” and “Accept what company A gives me.” Look at our Latest Worked Example to see why these two bookends wouldn’t stand. Even so, they were most useful as prompts for my friend’s intuitive mind, when considering his son’s final options.

He subsequently produced six options, so was in good shape. You can see his six alternatives in our Latest Example: where one is: “Option C: Keep fingers crossed for sales or mktg. position at company A.”

Based upon his “pictogram,” I nudged him to present and discuss it with his son

to determine what he saw as his best option through  the emotional distancing  technique. That is, either taking some time-out or sleeping on it. Which option would you choose if you were in the son’s position?

In two weeks, we’ll see what his son’s outcome was.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Outcome of son’s choice: A corporate intern has to reconsider his options?” Let’s have your COMMENTS or go to peter@ ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

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We were recently made aware of a sizeable, growing company whose aspiring VP Sales was lured away into a different career role by a major organization. The package, new career role and associated prestige was tough for this former, aspiring executive to resist. This left the owners challenged with finding a replacement, where their sales benchstrength is not strong, they aren’t  in an easy industry to find talented sales leaders, and their position could be potentially rewarding in so many ways.

Since the owners were already pretty familiar with option solving, it didn’t take them long to start formulating an appropriate rational question: “What is our best option for installing a new VP Sales; considering 1) short on in-house sales leader candidates, 2) not an easy industry to find potential competent candidates, and 3) a potentially rewarding career position for the right person?”  There were understandably several other considerations but these were the most important ones. It’s important not to place too many considerations into the picture, so as not to overly complicate matters.

Once they had this question available, they could now produce suitable yin and yang “bookends” to set a framework for their forthcoming viable options. These bookends would frame any final choices and jolt their imaginations for producing at least five alternatives. Their bookends turned out to be, “Leave position open  until someone is groomed from within” and “Try to lure prior person back.” Our Latest Worked Example shows why these two bookends were the least appropriate. Even so, they served the useful purpose of sparking more realistic alternatives..

Now they were positioned for deriving their at least five realistic options. However, you will see they were able to produce six. You can also see these six alternatives in our Latest Example: where one is: “Option F: Bring in experienced, temporary sales leader until a fresh person is groomed.”

Based upon this “pictogram,” we encouraged them to take some time-out so as to subconsciously reflect on their options. They turned to emotional distancing  to allow their experienced minds to trawl their countless life and business experiences, and chew over the alternatives. Within hour or so they would be ready to revisit their options and choose. Which one would you choose if you were in their position?

The moment they have made their choice, they should then develop an appropriate action initiative to move forward, while it’s still all fresh in their minds.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “A corporate intern has to reconsider his options?” Let’s have your COMMENTS or go to peter@ ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

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When I caught back up with the executive charged with merging his business unit  into a close, synergistic relationship with another subsidiary, he informed me that he’d decided to go with ‘Option D: Guide, negotiate and set in-place new joint activities by mid-year and then exit the organization by year-end.’ With this decision, he then realized he had to make another key decision on how to play that scenario. So we immediately reverted to the Peel the Onion approach to achieve that.

With his pre-existing know-how around option solving, he was immediately able to formulate an appropriate rational question: “Option D: What is my best sub-option for ‘Setting things in place and exit by year end’; considering 1) need to hold my decision close-to-vest, 2) whether parent group will be respectful of my decision, 3) remain loyal to my team to the end, and 4) will it undermine my relation with current boss?”  As is usual with this approach,  there were several other considerations but these were the most pre-eminent ones. The others were set aside for the time being, so as not to over-complicate any decisions at this juncture.

Now he had this question in place, it was time to explore the most appropriate yin and yang “bookends” – see our worked example. Such bookends would frame any final choices and nudge his creativity for producing an optimum number of alternatives. His final sub- bookends  were, “Not hang around come mid-year” and “Seek lesser position within parent organization at year end or before.” Take a look at our Latest worked Example to see why these two bookends were the least practicable. At the same time, you will see why they sparked his creative juices for developing interesting, practical alternatives.

He then set about producing at least five realistic alternatives. Five being the minimal number required for him to shoot for, so as to stretch his mind as much as possible in order to identify his optimum sub-option. You can view his five alternatives in our Latest Example: one of them being: “Option E: Announce desire for a key role within parent org. before year end.”

Based upon this “pictogram,” I encouraged him to take another time-out so asto subconsciously reflect on his sub-options. Again, he turned to emotional distancing. A couple of hours later he was back to share his sub-option preference, but we’ll leave that for you to surmise Again, he took advantage of his rational mind to ask the question and his intuitive mind to generate the optimal option.

It is more than possible that he could repeat and contemplate a sub-sub-option to further delineate his optimum path forward. Even so, at this juncture he decided on his best sub-option, relative to his rational question and considerations; and then put together an action initiative, while things were still fresh in his mind.  Which sub-option would you have chosen in the circumstances?

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Hiring and introducing new VP Sales?” Let’s have your COMMENTS or go to peter@ ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

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A highly successful client over many years was facing a transition to restructure his enterprise to be more integrated with his parent company: all designed to generate some sizeable efficiencies, and bolster parent’s “bottom-line” and business needs. His career had successfully evolved with the company’s success and he had just completed another successful, profitable year to benefit the parent.
Due to the nature of some of its specialized contracts, there would be difficulties in maintaining business effectiveness with this restructuring. There would also be great challenges in avoiding any upset of their major customer: as well being personally tough to reorder something that was working well.
He was already well aware of the option solving approach, so it wasn’t difficult to encourage him to utilize this technique to develop an optimum strategy. After due thought, he came up with the following rational question: “What is my best leadership option; considering 1) have relatively short window to complete; 2) somewhat dismembering an effective team; 3) possible historical “get-even” issues; and 4) how it affects my future career prospects?” As is usual with this approach, there were other considerations but these were the most important ones. The others were set aside for the time being so as not to over-complicate things at this juncture..
With his question in place, he now had to determine the most appropriate yin and yang “bookends” – see our worked example. These bookends would frame his eventual choices and challenge his imagination to produce the optimum number of alternatives . The resultant bookends were, “Resist changes at every turn” and “Throw myself in to do owners’ bidding.” Our Latest worked Example shows why these two bookends were the least practicable, but, at the same time, sparked his creative juices for producing interesting, pragmatic alternatives.
Once his bookends were figured out, he was then encouraged to produce at least five, practical alternatives. This is the minimal number you should shoot for. Such a number goes a long way to ensuring we stretch our minds as much as possible in our desire to identify our optimum option. You can view the client’s six alternatives in our Latest Example: one was: “Option C – Guide, negotiate and set-in-place by mid-year; then exit deal.”
We invited him to take some time -out to subconsciously reflect on his “pictogram:” what we call emotional distancing. He was expected to reflect upon it while the pictogram was not in his view and he was engaged in other activities. This is possible while his powerful intuitive capabilities and experience subconsciously aid him to make an optimum choice. Our instincts and inherent experiences make our decisions and not our rational logical capabilities.
Once he decided which was his best option, relative to his rational question and considerations; he would then either put together an action initiative OR peel the onion . Peeling the onion allows the decision maker to search for sub-insights or strategies, and we will look at what he decided in our next option solving session in 2 weeks. Which option would you have chosen?
If you have an example of your own, please share it with this blogger, through the COMMENTS area. Thanks Option Solving. (NOTE: Next posting in 4 weeks due to intervening vacation by author: “Peel the onion: How Executive Handles Restructuring?” Let’s have your COMMENTS or go to peter@ ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

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Dilemma over existing travel plans and looming winter storm: using Option Solving?

We were away at a conference and other business in Florida during January and winter struck with a vengeance back home in the North East. Suddenly the airline was pressing us to make flight changes to cope with likely cancelations. It wasn’t an easy call because the weather patterns were still unpredictable and our plane might still fly.

So, being the author of option solving I sat down to consider our options with my wife. It’s not always an easy task with one’s spouse, since the two genders often have different mental approaches toward resolving issues. Anyway, after due discussion, our  question evolved as follows: “What is our best option for a return trip home; considering 1) major winter snowstorm looming, 2) airline giving no-penalty window to adjust flight plans, 3) need to return to work and pets, and 4) our house cleaner already scheduled?” Our considerations turned out to be the most important ones, so we left the minor ones out of the “pictogram” so as not to overly complicate matters.

Now our question was in place, we had to figure out the most appropriate yin and yang “bookends” – see our worked example – that would frame our eventual choices and challenge our imaginations to produce the optimum number of alternatives . These bookends  were, “Ignore everything and go to airport as already planned” and “Go by boat or train instead.” When you go to our Latest Example you will see why these two bookends were the most impracticable, but would serve the purpose of stirring-up our creative juices to produce more reasonable, pragmatic alternatives.

With our bookends figured out, we then set-about deriving at least five, practical alternatives. This is the minimal number you should shoot for. That number would go a long way to ensuring we would stretch our minds as much as possible in the expectation of unearthing our optimum option. You can view our five in our Latest Example. One of these was: “Option D – Wait until Sunday before making any changes .”

We then decided to sleep on the “pictogram” we produced, with its five realistic alternatives, and then agreed to review it on the Wednesday morning, prior to the weekend. This overnight activity is called emotional distancing. We did in fact opt for choice D, with E as a caveat option if needed, and got to travel home two days later than planned. By shifting to another airline, we got home a day earlier than by sticking with our scheduled airline. Which option would you have chosen?

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 4 weeks due to intervening vacation by author: “How Executive Handles Restructuring?” Let’s have your COMMENTS or go to peter@ ileadershipsolutions.com to connect with the blogger. Also consider buying the book: “Smart Decisions: Goodbye Problems, Hello Options” through amazon.com)

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