Find solutions
A memo to my team about getting the job done
Building and running a business fundamentally comes down to repeatedly identifying and solving problems.
The type of problems may vary - strategic, operational, financial, organizational, big or small, easy or difficult - but at every level of the org, no matter what your role, your core responsibility is to find solutions.
In the daily hustle, it's easy to lose sight of this. So let me clarify what 'finding solutions' really means and what I expect from each of you.
1/ Understand and define the problem
It is impossible to find a solution unless you know what you're actually trying to fix.
Get to the root of the problem - what is really being asked of you?
Example: 'Karan, the customer found black particles in their sample'
What is really the problem?: 'Karan, the customer is pissed off, we need to find out why it happened, and give them a clear, concise response, so that they don't think our processes are lacking'
(To be clear, Karan is great at finding solutions - this is just an example to elaborate my point)
2/ Own the problem and solution
The buck stops with the owner of the problem.
For customer facing problems that means customer service/sales; for production schedules that means PPIC; for dispatch that means warehouse/stores; for special projects, that means the owner of the project; for commercial trials at factory that means r&d; and so on.
No one cares what happened down the line, who messed up what, how many emails were sent. All that matters is that you own and solve the problem.
If you foresee a delay that's out of your hands, take it up the chain then, not after it's too late. If you're not clear who the owner of a specific problem is, say so upfront and I will clarify it for you.
3/ Pick up the phone
I don't like long email trails. 90% of the time their only purpose is to CYA (Cover Your Ass).
If you've reached the 3rd email in the chain, and are the owner of the problem, STOP. Pick up the phone, or get everyone required on a 10 minute call, and get the job done.
That's often all it takes, and will save you days or weeks of email back and forth.
4/ No CYA (see above)
We are not some slow, lumbering, 'corporation'. We are a rapidly growing startup that is going to own its category globally.
We do not have time for CYA, nor does anyone care.
'Sir but I had sent him in an email' - No. Your problem, your deadline - text them, call them, get in a cab and go to their office. But get the job done.
5/ Keep a todo list
(Perhaps obvious, but important)
There is just so much to do in any org, but especially in an operationally heavy early-stage manufacturing startup growing 100%+ YoY, that if you don't keep a to do list, you will simply not get >30% of your tasks/projects/solutions done on time.
I can (and will) write a whole other note about my own system of planning, actioning my to do list, but it basically consists of:
Making an annual plan at the start of every year
Reviewing that plan monthly to a) course correct and b) make my monthly action plan
Pinning up that monthly plan on my board and using to make my week's priorities
Based on my week's priorities, writing my day's todo list on a piece of paper so I only focus on those 3-5 items and getting them done that day
If you're a manager you not only have to do this for yourself, but also for your team. And it's crucial you have a review system with them.
Carry a notebook everywhere. If you're not noting things down, I will assume you have perfect memory and will therefore solve every single problem that has come across your desk by or before its deadline.
6/ Make decisions, and MAKE MISTAKES - IT'S OK
This business simply won't move forward if 2 people have to make every single decision. Nor do we want that to be the culture we build.
I am making it clear now that MISTAKES ARE OK because it means people are making decisions for themselves. Making a decision, EVEN IF WRONG, is better than no decision 90%+ of the time. Speed of decision-making will define the speed of growth and success of the org.
I want everyone to take ownership of their problems and find solutions by taking decisions and sometimes making mistakes.
Few notes:
Don't make the same mistake twice (i.e. learn from your mistakes)
Have some logic, cost-benefit to your decisions that you can show to your manager later
Ensure the cost of your mistakes is in line with your seniority in the org:
<10k mistake if you're in the executive +/- stage
<50k mistake if you're in the manager +/- stage
<2L mistake if you run a division
If bigger, then take it up the chain
I want to be told why you took a decision instead of being asked to make a decision every time.
7/ Keep things simple
The simplest solution is generally the best solution:
Don't write a thousand word email if one sentence will do
Don't take the batch at a third party if you can make it in-house
Don't add a new step in the manufacturing process if it isn't required
8/ Prioritize
There is often simply not enough time to solve all the problems we want to.
Prioritizing means:
Deciding what is most urgent/important and spending time on that first, but also
Saying NO or 'I need more time' if you simply don't have the bandwidth due to #1
If you're doing to do #2, do it AT THE OUTSET, so expectations are set. Otherwise you will be expected to get the job done in time.
9/ Sorry, this isn't a 9-5
This is not a cushy, GoI, paper-pushing job where you clock in and clock out.
We are building a global category leader, and we're doing it fast. We are going to win. It is not going to be easy.
Along the way, there are going to be problems that simply must be solved, now. The day is over when you solve those problems.
This reality will not be for everyone. We understand that. If it's not for you let us know and we will make a plan for you.
But if you stick with us, we will expect this, and we will reward you accordingly.
10/ Dig deep, get your hands dirty
Solving problems isn't always easy. In fact, the problems most worth solving are usually the hardest.
Get ready to spend time and effort, do unconventional things, think problems through deeply, and find solutions.
Look around you. The people who seem to be moving up quickly, getting more responsibility, and being rewarded often all share one quality - they embody the values above and relentlessly find solutions to problems (often before they've even become problems).
Everybody here has the ability to do this and I am always available if you have questions or need help.
It is only when every single person in the org lives by this approach that we will fire on all cylinders and achieve the goals we aspire to, at the pace we want.
Jaisal
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