People are sometimes surprised that I take the same approach to a business operations problem as I do to someone's personal financial decision. But the truth is, the type of problem matters less than the process you use to solve it. Here's the framework I rely on, regardless of what's in front of me.
Start by understanding, not solving. It's tempting to jump straight to a fix, especially when you can see one quickly. But the first step is always to fully understand the situation — the history, the constraints, the actual goal — before proposing anything. A fast solution to a partially understood problem usually creates a new problem later.
Separate the facts from the feelings, without dismissing the feelings. Whether it's a business dispute or a personal financial decision, emotion is almost always present, and it's not something to ignore. But keeping the factual analysis clear-eyed, separate from the emotional weight of the situation, leads to better decisions — and then you can bring the emotional context back in when it's time to actually choose a path forward.
Look for the root cause, not just the symptom. A recurring cash flow problem, a repeated miscommunication, a pattern of missed deadlines — these are usually symptoms of something underneath. Solving the visible problem without addressing the underlying cause means it will likely resurface.
Build a solution that's actually sustainable, not just immediately satisfying. The quickest fix isn't always the best one. A good solution accounts for whether it will still be working in six months, not just whether it resolves today's headache.
Communicate clearly, every step of the way. Whether I'm working with a business or an individual, confusion is one of the most common sources of frustration. Clear, honest communication about what's happening and why prevents a lot of unnecessary stress.
This framework doesn't care whether the challenge has a P&L attached to it or not. A problem is a problem, and it deserves the same rigor either way.
