My Thinking Process
Understanding Before Recommending
Business requests often begin with a proposed solution. I begin by understanding the business objective, exploring the factors influencing the current situation, and determining whether the proposed solution addresses the underlying need. Curiosity helps uncover opportunities that might otherwise be overlooked.
How I think
I approach business challenges by first understanding what the organization is trying to achieve, what is influencing the current situation, and whether the proposed solution addresses the real problem. I look at the connections between people, structure, leadership, processes, and business priorities before making recommendations.
Identifying the Business Priorities
1. CLARIFY THE OBJECTIVE
3. CHALLENGE THE ASSUMPTIONS
What is the business trying to achieve and why does it matter?
Has the right problem been identified, or has the organization moved too quickly to a proposed solution?
2. UNDERSTAND CURRENT STATE
4. CONNECT THE FACTORS
What is happening today? Where are the barriers, delays, competing priorities, or unclear accountabilities?
How are structure, leadership capability, process, technology, and employee experience influencing the outcome?
5. RECOMMEND THE RIGHT NEXT MOVE
Develop a practical recommendation that addresses the need, supports operational priorities, and can evolve with the business.
IN PRACTICE
A request to add a Sales Manager may appear to be a headcount decision. Before recommending that step, I would look at sales expectations, workload, administrative demands, leadership capacity, role clarity, team capability, and the barriers affecting revenue. The right answer may be another leader, but it could also be redesigned roles, better support, clearer accountability, stronger coaching, or process improvement.
My goal is not to challenge decisions for the sake of it. It is to help the organization make thoughtful, practical solutions that solve the right problem and support sustainable performance
