Option Solving Blog

Recently I had lunch with the President of a successful, growing business. However, his owner-shareholders are anxious to sell, despite his success – possibly to get their best price – and there is already a serious bidder in the picture. He has done a good job and should do what he can to leverage that situation.

I familiarized him with the option solving approach, which brought him to develop the following rational question: “What is my best leadership option regarding our company; considering that current owners are determined to sell, we only have one serious bidder so far, desire to leverage an equity position, and time is running out?” Although there were other considerations these were the key ones that came to his mind.

Now his question was in place, I encouraged him to formulate least likely Yin and Yang “bookends,” which would provide a solid framework for his issue and help stimulate the most plausible options. These “bookends” came out as follows: “Just keep working current growth strategy,” at one end, with, “Come up with own equity funding for a bid” at the other. If you can now look at our Latest Example, you will appreciate why these two were least likely options.

I encouraged him to now come up with at least five plausible options so there’s a good range of options for his enormous intuitive capabilities to consider. It would also challenge his creative thinking to produce possibilities that may never have occurred to him without the use of option solving. One of the options he produced was: “Go seek other partners for a personal bid (or share of equity) “… which was Option C. You’ll see this in our Latest Example. Which one would you consider in the circumstances?

However, he stalled at four options, so I had to allow him time to think of another interesting option. He was back in a short while, but we’ll let you contemplate his fifth option over the next two weeks and then also “Peel the Onion” to consider deeper possibilities.

If you have an issue example of your own, please share it with this blogger, through the COMMENTS area.
Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Complete my five best leadership options regarding myself and our company?” We’re always interested in your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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As a professional association moves toward a change of leadership over the next year, its leader successor has already been chosen to prepare for the change-over. However, owing to the significant challenges ahead for the association to assume its full role within its field, continued effective leadership is going to be of vital importance. To give him a head start, it was proposed for him to work with an objective leadership expert as a means of appreciating his current leadership talents. From there he would be able to make whatever adjustments were necessary to bring the right association leadership to bear.

Unfortunately he didn’t bite at that moment in time, since he wanted time to think about it. So the designated leadership expert was left to ponder what options might be available to get him to reconsider. So the related question turned out to be: ““What would be the best argument for encouraging this executive to participate in a leadership appreciation session; considering the person has reservations about such activities, it’s not easy to arrange, it could have an important bearing on his forthcoming leadership stint, and his future team has high expectations?” These considerations were around 50% of the key ones that came to mind and clearly the most important ones.

With an appropriate question in place, the leadership expert put together the least likely Yin and Yang “bookends,” which would form a solid framework for this issue and stimulate more plausible options. These “bookends” came out as follows: “Break-off all contacts,” at one end, with, “Pay him to complete the session” at the other. If you now look at our Latest Example, you will realize why these two were least likely.

Our leadership expert now had to produce at least five plausible options so as to open up a range of the most creative options. Doing this really stretches the mind and possibilities that would never have been considered without the use of option solving. One of the options he produced was: “Provide a list of advantages for such a session”… which was Option C, which you’ll again find it in our Latest Example. Which one would you choose in the circumstances?

A few hours later, the leadership expert returned to the option solving “pictogram” created and allowed his intuition to pick the best option for moving his case forward. Over the next few weeks he will get an opportunity to test it and see if he can encourage the executive concerned to reconsider.

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

Thanks Option Solving. (NOTE: Next posting in 2 weeks: “My best leadership option regarding myself and our company?”  We’re always interested in your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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Not so long ago, I was discussing with an executive his/her imminent assignment to assume leadership of a worldwide team. We were discussing what he/she would focus on at the outset to set the right leadership tone.

Once (s)he was fully briefed on the option solving approach, (s)he set about producing a rational question to prompt the right thinking and outcome. This turned out to be: “What would be one of my first activities to be focused on, as I take on the top leadership role; considering our organization is still finding its way, the leadership team is spread out, it still needs strong central leadership, and team members have strong ideas of their own?” The latter considerations were about 50% of the key ones listed. (S)He introduced positive and less positive considerations which were incorporated to take a balanced approach.

Now this question was in place, I encouraged him/her to create the least likely Yin and Yang “bookends,” which not only formed an outer framework for the issue but were sufficiently extreme to stimulate his/her imagination into producing more plausible options. These “bookends” came out as follows: “Take a passive approach ,” at one end, with, “Take a commanding position” at the other. Take a look at our Latest Example to compare why you think these were least likely.

(S)He was challenged to come up with at least five plausible options so as to consider the most creative options. Such an approach really stretches the mind to come up with possibilities that otherwise would never have been considered without option solving. One of the options (s)he produced was: “Work on building close ties with current top team members”… which was Option B. Again, you’ll find it in our Latest Example. Which one would you have chosen in the circumstances?

We then broke off for a couple of hours to talk about other issues in his/her new assignment and then returned to revisit the option solving “pictogram” we had created. Within a short space of time, (s)he chose the one that (s)he felt would work best in his/her circumstances. From there, I encouraged him/her to develop an action-initiative to implement it, while it was still fresh in his/her mind.

If you have an issue example of your own, please share it with this blogger, through the COMMENTS area.
Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Encouraging an executive to participate in a leadership appreciation session?” We’re always interested in your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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Less than three weeks ago, I was sitting with two family members who were contemplating whether to sell their business to an unsolicited buyer of considerable means. Although they had been invited to sell their business on several occasions before, mainly to competitors, the price either wasn’t particularly enticing or they feared for what would become of their hardworking , if their company was indeed purchased by someone within their industry.

This time around those particular barriers did not exist to anywhere near the same extent. It was a surprise discussion between the three of us, although quickly evolved into a natural option solving exercise. At that particular moment, they were only considering maybe two or three decision options.

Fortunately the two owners were already familiar with the technique, so it required minimum discussion to move them toward coming up with a comprehensive question.  After some deliberation and drawing up a listing of considerations, it turned out to be: “What is our best option relative to a recent purchase offer: considering we have a tempting number, are too young to retire, it should be beneficial to our people,  the number is not sufficient to make investment plays, it  presents an opportunity to do something different, and due-diligence is not yet done?” These were about 50% of the key considerations listed. Both positive and less positive considerations were incorporated so as to take a balanced approach.

With this figured out, we threesome then turned to creating the least likely Yin and Yang “bookends,” which not only formed an outer framework but were far-fetched enough to stimulate our creative intuitions into producing more plausible options. “Bookends” produced by our threesome were: “We become part of the acquired executive team,” at one end, with, “Continue with building the company and hand over to the next generation” at the other. In our Latest Example you can see why the family members thought these were least likely.

As a threesome, we were now in the position to derive-develop at least five plausible options and, as you can see, we ended up with eight. This really stretched the possibilities that the two family members would probably  have never considered, if they hadn’t called on option solving. One of those options was: “Postpone decision with purchaser for 2 yrs to strengthen hand – give offer of 1^st refusal at that time”… which was Option G, again, in our Latest Example. Which one would you have chosen in the circumstances?

I left them to sleep on their options. I encouraged them to look at the Latest Example pictogram before they went to sleep and then revisit it as soon as they woke up. Whichever option they were drawn to, should be up for serious consideration. If they came up with two options, then they were to discuss-debate these for some time and then sleep on those two choices again. Once more, when they awoke, they would choose between the two. From there they would probably reach a consensus.

At this point, it was key for them not to change their minds or second-guess themselves. If they were to do that, they would not only be over-riding the precious intuitive decision making gift that they have, but they will also then be back in a full, never ending quandary. Once your intuitive mind is made up, it’s important to stick with it, even if it’s far from a perfect solution. It will be one that you will learn to live with and, over time, you will feel that you made the optimum decision.

Once they reached that consensus choice, they should consider whether to “peel the onion” for further sub-options to their choice, or set about producing action steps while the exercise was very much in the forefront of their thinking?

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

Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Assuming the leadership: what should I focus on?”  We’re always interested in your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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

Thanks Option Solving. (NOTE: Next posting in 2 weeks: “Assuming the leadership: what should I focus on?”  We’re always interested in your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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Once our friends had decided to spend their anniversary at the New Jersey shore, they then had the dilemma of how to spend their time. Such a step was known as ‘Peeling the Onion;’ in other words peeling back the sub-layers of their dilemma until they had a clear game plan.

As they were now fully familiar with Option Solving, they immediately dove into articulating a new question, which turned out  to be: “ How could our friends best celebrate their XX wedding anniversary at the New Jersey shore, considering it’s a fairly significant milestone, tougher economic times hold back the scale,  hotel is in a pretty conservative town, and trying to make it as special as possible?” This, you can see, was pretty close to their initial question, although it was becoming even more targeted, and they chose a around 50% of their total considerations once more. Again, try not to make these more than 4 or 5, so as to not complicate things too much.

Once they had figured this out, they immediately generated two “bookends;”  to another framework for their subsequent range of options. Again, these bookends were designed to indicate extreme options; that is, ones least likely to be chosen. These two bookends turned out to be, as a “Yin” and “Yang” combination, were: “Do nothing special” at one end and “Have a raucous party with friends.” at the other. Look at our Latest Example and you will see why they weren’t chosen.

With these bookends in place, they could now figure out their range of appropriate  options. (Note: It’s always advisable to come up with a least five options, will challenge your creative brain as much as possible.)  You can see in our Latest Example “pictogram” their six alternative options. By producing this pictogram, it enabled them to use their intuitions to absorb the alternatives and then pick their optimum option. (Note: Your intuitive mind responds much better to pictures than words, when making decisions.

They then gave themselves some emotional distancing time, to think through their options and allow their intuitive minds to consider their alternatives relative to all their life’s experiences. Again, they were encouraged  to sleep on it and wake up with their choice the following morning. One of their six options was: “Local shopping and  movies “…Option D. What do you think they should have done or chosen?

We then encouraged them to spend some quiet time to work out an appropriate action initiative, while the whole issue was still fresh in their mind. That way they wouldn’t have to come back to it and wind up their thinking all over again.

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: “Based upon popular interest from more than a year ago – Shall we sell our business?” 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.”)

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It was one of life’s ironies. Two weeks ago I was thinking through the dilemma of how to spend our XX wedding anniversary. Because it was top of the mind, we were discussing our potential options with friends, when, out of the blue, they started sharing they had the same dilemma for their  imminent anniversary, too. So, I switched to talk about their situation because it could well have an outcome on our choices.

Having explained to our friends how option solving works, which intrigued them no end, I nudged them into formulating an appropriate question to get their creative intuitive juices going.  The outcome of their deliberations proved to be: “What is their best option for celebrating their XX wedding anniversary, considering it’s a fairly significant milestone, tougher economic times hold back the scale, need to avoid weekday business interruptions, and trying to make it as special as possible?” You can see their  four considerations at the back-end of this question. There were others, but these seemed to be the most important ones…around 50% of the total. Again, try not to make these more than 4 or 5, otherwise you may unnecessarily complicate things.

With their question now in place, they then had to generate two “bookends”  so as to create a constructive framework for any subsequent range of options. These bookends are designed to indicate extreme options; that is, the ones least likely to be pursued before denoting more practical options. The two bookends they produced for their situation, as a “Yin” and “Yang” combination, were: “Do nothing special” at one end and “A week in Europe” at the other. By taking a look at our Latest Example, you will see their impracticalities for not choosing either.

Once they had set these bookends in place, it gave them a framework for figuring out a range of options. (Note: It’s always advisable to come up with a least five options, so as to challenge your creative mind as much as possible.) In their case, you will see our Latest Example “pictogram” of their six alternative options. By producing this pictogram, it gave their intuitions a much better chance of absorbing and enabling them to pick their optimum choice. (Note: Your intuitive mind responds much better to pictures than words, when making decisions.)

We then gave our friends some emotional distancing time to think through their option: to allow their intuitive minds to do what they were built for…consider the alternatives relative to all their life’s experiences. In fact, we encouraged them to sleep on it and come back with their choice the following morning. When they did, they came back with: “New Jersey shore”…Option F… again, see our Latest Example. What option would you have chosen in their shoes?

We then encouraged them to take it one step further by “Peeling the Option Solving Onion,” so they would come up with their best choice at the New Jersey shore. We will share the outcome of their next deliberations at our forthcoming blog in two weeks.

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: “Peeling the Onion – How could they best celebrate their XX wedding anniversary at the New Jersey shore?” 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.”)

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What will be my Wife’s Best Surgery Option: using Option Solving?

Over recent months my wife has been consulting with a specialist to determine how to overcome some ligament damage in her lower left leg. She experienced some excessive leg swelling and cramping of her toes several months previously. Following an additional MRI and other consultations, it came down to deciding on her best option relative to certain considerations. She was experiencing too much discomfort and inconvenience by not doing anything.

When we got to the surgeon’s office, we nudged him into making a clear cut proposal based upon the several options that he put forward. So our question was put as follows: “What is my wife’s best toe-leg surgery option, considering she wants to put the discomfort behind her, lose minimum time away from her practice, have her life inconvenienced as little as possible, wants recovery time to be short, and minimize the surgical procedures?” There were other considerations but these seemed to be the most important ones; which were around 50% of the total – try not to make these more than 4 or 5.

Once the question was agreed, we now had to generate two “bookends”  for the purpose of framing any subsequent range of options. These bookends would denote extreme options, least likely to be pursued, so as to initiate a number of more practical options. The two bookends we came up with for her situation, as a “Yin” and “Yang” combination, were as follows: “Leave things as they are” at one end and “Complete foot and leg ligament realignment” at the other. If you take a look at our Latest Example, you will see why neither were likely to be chosen.

Now that these bookends were set in place, we had a framework for the surgeon to propose a range of options. Her surgeon then began describing my wife’s various options. The given  “pictogram” in our Latest Example shows her six options, bearing in mind with this decision technique it’s important to come up with at least five; so as to flush out a good range of alternatives. By producing a pictogram, it gives our intuition a much better chance to help us; since it responds much better to pictures rather than words.

I then encouraged my wife to sleep on those options and when she woke the following morning decide which might be her best bet. Being a veterinary surgeon herself, it gave her the extra insight to consider these possibilities. One that caught my eye was: “Large toe surgery only”…Option C… but the choice was to be hers, as it was her body… again, see our Latest Example. What option would you have chosen in her shoes?

I’ll find out from her soon enough. Once she’s taken the decision, helped by her/our tremendous intuitive capabilities, she will then work out a practical approach with her surgeon.

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: “On a personal note – How could we best celebrate our XX wedding anniversary?” 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.”)

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I was recently reading an article about a senior  corporate sales executive who was in a dilemma about his next career move, bearing in mind his current company situation and relationship with its principals. He didn’t give us many clues about the market he was in, other than it was  more of a strategic sell. This means the ticket price is probably pretty high and it usually takes a lengthy period of time to orchestrate each sale. He clearly has a smallish sales team to help with securing company sales objectives. However, his strained relationship with the firm’s principals have not helped his financial circumstances, as well as general tightness in the marketplace.

Out of interest, I was tempted to contact him and introduce him to option solving, but needed to convince myself of his likely options first; based upon what I could determine from the article. So, moving ahead with my option solving expertise, I set about producing an appropriate question, if I were in this senior sales executive’s shoes. My question was formulated as follows: ““What is my best company career option; considering a challenging relationship with the principals, don’t particularly enjoy my colleagues, it’s tough to maintain a good lifestyle, and am not especially appreciated for my efforts?” I produced other considerations but have shown the most important ones; which were around 50% of the total – a good technique to use with option solving, rather than make it too complex.

With my question in place, I now had to generate two “bookends”  for the purpose of framing any subsequent range of options. Bookends denote extreme, least likely  options, so as to stimulate a range of more practical options. The two bookends I came up with for him, as a “Yin” and “Yang” combination, were as follows:: “Leave as soon as possible” at one end and “Join a major competitor” at the other. Our Latest Example shows why neither were likely to be chosen.

Once these were in place, I had a framework to devise a range of options, based upon the bookends.  I knew I had to produce at least five or more alternatives to be sure I had flushed out an optimum range of real possibilities. That would test his and my intuitive creativity to be reasonably sure we had covered all reasonable  options. The “pictogram” I created is now available for you to see… see Latest Example. A pictogram helps to stimulate our intuition, since our intuition responds much better to pictures rather than words.

One of my proposed  options turned out to be: “Build 1-2 new business initiatives into profit centers, while acting as senior seller”…Option D…  again, see our Latest Example.

This would have been my preferred option, if I were in his shoes. He could then still leverage the hard work he’d put in over the past 5-6 years. Mind you, I came to that conclusion after an hour long emotional distancing stint. This allowed my intuitive instincts to subconsciously  churn over this range of options, while I went about doing completely different things. When I reviewed the pictogram after an hour, I went for Option D. I pretty much went straight into producing an action initiative while things were still much in my immediate thinking.  What option would you have chosen?

Maybe I’ll still try to contact the magazine author and share what I came up with?

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: “On a personal note – What will be my wife’s best surgery option?” 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 Option

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A while back, an executive group met at a retreat to put their strategic thinking back on track. Unfortunately, one of their senior colleagues was not enjoying good health at the time and was finding it difficult to stay involved and to contribute at key moments. While that person’s colleagues understood and did their best to make allowances, there was a degree of disappointment all round. Following some rehab time after the retreat, this senior colleague was clearly conscious about potentially losing a degree of credibility within the group and wanted to make up for lost ground.

As an outsider, I contemplated that person’s various options on how that could be accomplished. Drawing upon my option solving expertise, I took the first step of formulating a question, as if I were in this senior colleague’s position. That question turned out as follows: “What is my best option for re-establishing my leadership team credibility; considering I was not my usual self at our recent  strategic retreat,  I wasn’t well enough to fully participate in its conclusion, my colleagues continue to wonder about my health, and I felt somewhat out of tune with many things at the time?” I did come up with other considerations but these seemed to reflect the most important ones; about 50% of the total.

With this question now in place, I now had to come-up with two “bookends”  for the purpose of framing my ultimate range of options. Bookends establish extreme, unlikely  options, so as to stimulate a range of more practical options. The  two bookends, as a “Yin” and “Yang” combination, I finalized were as follows:: “Step down from the group forthwith” at one end and “Request another Strategic Session as soon as possible reestablish my credibility” at the other. It is clearly evident in our Latest Example why neither are likely to be chosen.

As I set about producing a range of options, based upon these bookends, it was very important for me to keep going until five or more emerge, so as to be sure I had flushed out an optimum range of options. That tests your intuitive creativity. I have shared the “pictogram” I developed… see Latest Example. A pictogram is important to help stimulate our intuition, since our intuition responds best to pictures rather than words.

In this example, I came up with a sixth ellipse with “Other ideas?” This is designed for the person concerned to propose another option or options when the time comes. One of my proposed  options turned out to be: “Revamp my credibility with each  senior team member over time”…Option C…  again, see our Latest Example.

If this individual steps forward for a discussion on this dilemma, I will be ready, Before any  emotional distancing I will encourage them to add their own ideas, set the entire pictogram away for at least 15 minutes – to allow their intuitive mind to contemplate the alternatives -, and then encourage them to make their best choice. They should then trust their instincts and get serious about  working through an action initiative that will bring that option to reality. What 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 2 weeks: “What should be my next company career step?” 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.”)

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Not so long ago, a family firm was struggling to keep all the key players on the same page, regarding the company’s future. There were naturally different points of view, although one member in particular was playing a ‘cat and mouse game’ in terms of a constructive role. Fortunately, the key players were already familiar with the option solving approach, consequently we were able to go straight for formulating an appropriate question.

It was agreed to work out initial, likely options with certain family members, minus the current outsider,  and then have a subsequent meeting with the outlier. So, after a certain amount of debate, the initial group devised the question: “What is our best option for unifying our top family team onto the same page; considering we all bring important expertise to the party, we have much to gain from unity, our opportunities for growth are exciting, and it would aid the company harmony?” The considerations indicated, reflect the most important ones, although there were others, too..

Now that their question was in place, they knew they had to propose two “bookends”  for the purpose of framing their range of options. Bookends are used as extreme options, so were the least likely to be chosen. Nevertheless, they would be important for instigating more realistic options at the right moment. The starter group’s two bookends, as a “Yin” and “Yang” combination, were finalized as:: “Sell our business as is” at one end and “Merge with a major competitor” at the other. You can see how these were most unlikely to be chosen in our Latest Example.

The initial group were now ready to consider their most realistic options, although they knew they had to come up with at least five for exploring their most likely possibilities. It’s very important to keep going until five or more emerge, to be pretty sure you have flushed out a good range of choices. That helps imaginative thinking. Their “pictogram” started to take shape… see Latest Example. A pictogram is important to help stimulate their creative intuition, since our intuition responds better to pictures than words. Also, it is their intuition that will respond with all sorts of creative options.

As you will see in our Latest Example, there is a sixth ellipse with “Others?” This is to allow the outlier family member to propose another option or options when the time comes. So now the family participants were left to find an opportune moment with their outlier member, to share this pictogram, and then request that family person reveal any other hidden possibilities. One of the options turned out to be: “Pursue a David and Goliath expansion strategy”…Option D…

 see our Latest Example.

Once all is revealed  and the additional family member puts in their option(s), then everyone can take some emotional distancing, by shutting the picture out from their view for at least 10-15 mins, prior to testing the entire  family’s  joint best option. By working this way, the outlier is given the chance to reveal their possibilities and feels fully included in the final decision. Maybe more of us should take this approach, even with non-family outliers.

Once the joint option is revealed, family members can then work-out an action initiative to implement.

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: “Best option for re-establishing my leadership credibility ?” 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.”)

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