How the CEO of Zappos Solves Problems

Your worst problem is believing you know the problem, when you don’t. The next is solving it.

Procter & Gamble set out to design new soap for cleaning floors. It’s a challenge because strong soap cleans dirt but it also strips finishes and irritates skin.

After years of failed attempts, P&G came up with the Swiffer – paper towel on a stick. Mopping was the problem, not soap*.

One word:

The CEO of Zappos, Tony Hsieh, finds the “right” problem with one word, “Why.”

“The one thing that Tony is really good at, that I’ve learned, is to always ask why. … If you ask why enough, you can turn, even the most complex problem into its simplest form.” Jamie Naughton

Problems first:

Use curiosity to explore problems before seeking answers.

Simplify before solving.

Rush to problems; don’t rush to solutions. Answers become complications when they solve “wrong” problems.

Simplify complexity by asking why.

1. Why are we doing this?
2. Why do we need to do this?
3. Why do we keep things in place if they aren’t working?
4. Why is this a problem?
5. Why do we care?

“It might be ten why’s, it might be three whys, and then you can say, “Ok. Let’s fix that.” Jamie Naughton

Simple problems have simple answers.

Speed:

Speed problem simplifying - Slow solution finding.

Go slow to go fast.

Solving the wrong problem slows or stalls progress.

Example:

Problem: I’m stressed.

Fast solution: Massage.

Explore the problem:

I’m stressed. Why? I have too much to do. Why? Because I can’t say, “No.” Why can’t you say, “no?” And so on…

What if stress isn’t the problem? Fix the simplest problem. Then get a massage just for fun.

How can leaders slow the solution finding process in order to find real problems?

How do you find solutions?

_____

*(There’s debate concerning the origin of the Swiffer. Regardless, P&G found the “right” answer when they identified the “right” problem.)

Connect with Jamie:

Jamie Naughton works directly with Tony Hsieh as the Speaker of the House for Zappos.

LinkedIn

Twitter: @Jamstar

In her own words (1 min.)

Related: The Surprising Path to Happiness at Work

The Surprising Path to Happiness at Work

Image source by Petr Kratochvil

You enjoy work but hate the paperwork. If paperwork isn’t sapping your joy, it’s the people.

Jamie Naughton, Speaker of the House for Zappos, told me she used to think, “Happiness at work was more in your job duties.”

We wrongly believe happiness at work is exclusively about what we do.

Doing your duty isn’t enough.

The path to happiness at work:

Jamie said, “People are really, really bad at predicting what will bring them sustained happiness.” She said we wrongly believe a new job, promotion, or getting a new boss will make us happy.

The Zappos path to happiness at work includes:

1. What you do.
2. How you do it.
3. Who you do it with.
4. How the environment supports your work.

My experience shows, who you work with has greater impact on job happiness than what you do. You enjoy ho-hum work if you love the people. On the other hand, you hate your job if the people drive you crazy.

Core ingredient to happiness at work:

“[Happiness at work is about a number of things] and one of them is connectedness.”

“Having best friends at work is really important. And having an environment where you feel like people support you and they’re more like family will make you happier.” Jamie Naughton

Jamie Naughton

Connecting:

I asked Jamie how leaders create environments where people feel connected. She explained that it’s about knowing people beyond their jobs.

1. Know your team outside of the work they do.
2. Treat co-workers like family.
3. What’s important to them has to be important to me.

Successful leaders create environments
where people connect.

Jamie Naughton works directly with Tony Hsieh, CEO of Zappos. She lives the connection message when she says, “Tony is my friend.”

Four minutes with Jamie on happiness at work.

Connect with Jamie:

LinkedIn

Twitter: @Jamstar

Related: How the CEO of Zappos Solves Problems

How are you connecting?

How are you helping people connect?

If I started over …

Joel Garfinkle’s response to, “If I started over, knowing what I know today,” took a surprising turn. He said, I would…

“Realize I can’t do it alone.”

I expected Joel to explain a group of personal advisers and mentors. After all, many of us act independently far too long.

Instead, Joel described an advisory group consisting of peers who gather to, “build community and share knowledge.”

Community:

“I’d create or join an advisory group of thought leaders. As peers we would come together to:

1. Share best practices.
2. Help meet challenges.
3. Be there for one another.

Qualities:

Joel went on to say that key success factors for members of his thought leader group include:

1. Trust.
2. Confidentiality.
3. Generosity.
4. Transparency.

Secondly, If I started over, knowing what I know today, I would …

“Leverage the raving advocates.”
Joel Garfinkle

Who:

Raving advocates are people who have been most impacted by my work (clients, readers, seminar audiences and business leaders).

Slow:

Joel continued, “I was slow to recognize their appreciation of my work. I would never ask them to share my work with others.”

But now:

Today, I ask them to make connections to opportunities that I would never have been exposed to in the past. As advocates, they value and believe in what I do. By asking them to share my work with others, I’m making them feel valued and providing them with a greater opportunity to make a difference.

Joel on Leadership Freak:

May Boss is an Insecure Jerk – Do Over

How Leaders Shoot Themselves in the Foot

How to Brag without being a Braggart

Joel’s book: Getting Ahead (Highly Recommended)

How might you ask people most impacted by your work to connect you with opportunity? (Colleagues, clients, vendors)

How would you invite a group of peer-advisors to begin gathering to build community and share knowledge?

Seeking and Seeing Breakthrough Moments

Hate surprises? Plan on staying the same.

Surprises propel into the future or drive into the past.

Problem is, surprise signals uncertainty. Organizations hate uncertainty. Extraordinary leaders realize surprise is a catalyst not an enemy. Reject surprises to your own peril.

Surprise energizes innovation.

I asked the “expert on surprise,” Soren Kaplan, “If you could start over, knowing what you know today, what would you do.”

Soren replied:

1. Embrace uncertainty rather than fight it.
2. Use the natural paradoxes of life as a source of creativity.
3. Seek out surprises to challenge assumptions.
4. Never settle for incrementalism but rather always go for the breakthrough.”

Soren’s response helps me understand why organizations like Cisco, Colgate, Disney, Medtronic, and Visa consult with him.

Incrementalism or breakthrough:

I think breakthroughs are often the result of a series of incremental advances. But Soren said, “Never settle for incrementalism.” I called him to explore.

Soren doesn’t reject the power of incremental advances. He imagines, however, a life of maximum impact. He dreams of making a big difference, of breaking through.

Seek:

Seek breakthroughs. Don’t wait for them to find you.

You may see breakthroughs coming. It’s more likely they’ll surprise you. One morning you’ll shield your eyes from their awkward glare.

Whether you see breakthroughs coming or they surprise you, seek them.

1. Embrace uncertainty.
2. Use paradoxes.
3. Seek surprises.
4. Never settle for incrementalism.

Sadly, breakthrough moments are missed because you don’t seek them or you don’t see them when they arrive.

Breakthroughs happen when:

1. Frustration outweighs satisfaction.
2. Someone believes in you more than you believe in yourself.
3. Fresh eyes observe stale attitudes.
4. Someone courageously names the elephant in the room.
5. New faces cross your path.

Listen in: Soren talking with me about surprise.

Soren’s book: Leapfrogging. (A favorite of mine)

Soren on Leadership Freak:

• The Cure for Pessimism
• How to Find Your Breakthrough
• Finding Your Future Failure

How can leaders see breakthrough moments?

How can leaders seek breakthrough moments?

How to Get What You Want

It takes conviction, candor, and, most importantly, courage to push against the boss or the board.

Managers who can’t stand up and push back are inevitably pushed around and down.

Yesterday, I talked with the President and CEO of Hewlett-Packard Financial Services, Irv Rothman. He leads 1,500 employees in over 50 countries. His book, “Out-Executing the Competition” gave me the impression he was a great collaborator.

More than that, he’s great at standing up, pushing forward, and pushing back.

Getting what you want:

I asked Irv, “So, why is it that you are so successful at getting people to do what you want them to do?” He chuckled, paused, and said,

“ I’ve never been afraid to fail.”

Courage is the fuel that moves you and your organization forward. Fear is the snare that pulls you down and holds you back.

“Playing safe is probably the most unsafe thing in the world.
You cannot stand still. You must go forward.” Robert Collier

Roots of courage:

Courage is not a product of wishful thinking. It’s the result of careful preparation. Irv said, “If you want to be successful you have to be rational but you can’t be afraid to fail. The rational part of courage is preparation, testing assumptions, and proving your case.

“Present your case in a non-emotional, rational way.”

Who wins:

Irv continued by explaining that it’s not enough to make a rational argument. You have to get them excited by, “Showing them what’s in it for them.

“If you don’t manage up you get managed down.”

Bonus:

Before we left the topic, Irv added, “You have to be a consistent guy from the stand point of your behavior.” And finally he said,

“You have to give respect to get respect.”

*****

All profits from, “Out-Executing the Competition” go to: Room to Read.

See how Facebook contributors push back: Leadership Freak Coffee Shop

Hear 2.5 minutes of my conversation with Irv Rothman:
Getting What you Want

*****

How can managers and leaders manage up?

6 Ways Successful Leaders Think

Only fools plan to fail. Leaders always plan to succeed.

Working on plans is working to anticipate
and nullify reasons for failure.

But, failure happens in spite of plans. There’s more to success than hard work.

The uncomfortable truth is sincere, smart,
hardworking people fail all the time.

Success demands hard work and right thinking.

Learning from failure helps you think right.

Lessons from failure:

Alan Wurtzel, former CEO of Circuit City, spent three years exploring the rise and fall of his company. He offers twelve habits of mind – ways of thinking – as a result. Read them in his new book, “Good to Great to Gone.”

Wurtzel writes: “Habits of Mind are not situation-specific, but ways of thinking about one’s organization in relation to the world in which it exists.” He brings inward thinking together with outward thinking. One without the other is unbalanced foolishness.

Right thinking makes hard work effective.

6 Habits of Mind:

1. Be Humble; Run Scared. Constantly doubt your understanding of things. Say, “I may not be right.”
2. Curiosity Sustains the Cat: Answers end curiosity. Keep curiosity alive by saying, “That’s a great answer are there other options?”
3. Confront the Brutal Facts: If you don’t confront the brutal facts now, they’ll confront you later.
4. Boldly Follow Through: Big ideas require bold leadership and attract loyal followers.
5. Mind the Culture: Create a caring and ethical culture where employees can make mistakes without fear of adverse consequences.
6. Encourage Debate: Encourage and learn from dissent.

There are six more Habits of Mind listed in Wurtzel’s book, “Good to Great to Gone.” Each chapter ends with habits of mind that apply to the rise or fall of Circuit City.

I’m thankful for the conversation I had with Alan and recommend his book.

Which of these habits of mind are your favorites? Why?

What other habits of mind help leaders and organizations succeed?

10 Reasons Leaders Fail, Plus One

“The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.” William Pollard

10 reasons leaders fail:

1. Stop learning.
2. Don’t build the team.
3. Can’t collaborate.
4. Won’t adapt.
5. Won’t delegate.
6. Assume.
7. Blame.
8. Lack focus.
9. Don’t communicate.
10. Don’t plan.

Adapted from contributions on Facebook (10/16/12). See more.

Learning from failure:

I talked with Alan Wurtzel, former CEO of the now defunct Circuit City Stores, Inc., yesterday. (From more than 500 stores and 10 billion in sales to nothing.) He’s also the son of the founder, Sam Wurtzel.

Jim Collins chose Circuit City Stores, Inc. as a “great” company in, “Good to Great.” What happened?

Alan’s book, “Good to Great to Gone,” is his personal journey to make sense of what went wrong. Its part history, part explanation, and most importantly, filled with powerful leadership lessons. I loved reading it.

Plus one:

Arrogance is the main reason leaders fail.

You could say there are many reasons leaders fail. I’ll say arrogance is behind most. How many of the 10 reasons listed above are expressions of arrogance?

Circuit City thrived when its leadership acted humbly and died because of pride. Wurtzel didn’t say that, I am. You might suggest they failed to adapt. I’ll say pride prevents leaders from adapting. Arrogance destroys.

Four Symptoms of leadership arrogance:

1. Focusing on short-term success.
2. Over concern about the opinion of others. Arrogant leaders are controlled by public opinion. Fear, not confidence, drives arrogant leaders.
3. Unwillingness to admit mistakes; lying to save face.
4. Blaming rather than taking responsibility.

Five powerful words from Wurtzel:

“I may not be right.”

Wurtzel’s five simple words answer arrogance. The greatest power of humility is it makes room for doubt. The most deadly power of pride is it prevents it.

How can leaders address the challenge of arrogance?

How have you seen arrogance hurt organizations and leaders?

The Seven Powers of Powerful Questions

Questions are the most powerful statements you make.

1. Questions expose. Your questions tell me who you are.
2. Questions invite thought. Answers end thought.
3. Questions enlighten.

   “It is not the answer that enlightens, but the question,” Decouvertes.

4. Questions overcome resistance. People naturally question statements. On the other hand, ask an honest question and people lean in.
5. Questions enable ownership. When I tell you the answer, I own it. If you arrive at the answer, you own it.
6. Questions reveal what matters.

   Ask about what you care about.

7. Questions establish focus.

More on focus:

When I started riding motorcycles, I learned they drifted in the direction I looked. A dangerous thing if you like to look around.

Focus establishes direction.

What you persistently ask about gets done.

Illustration:

An organization that believes in relationship before opportunity could ask their employees for the names of the people they met that day.

Questions express values.

Big question:

During a recent conversation with Scott Cochrane, Executive Director of the Leadership Center Willow Creek Canada, I heard a question that sent chills up my spine.

Scott went to a meeting and asked this compelling, outward facing question, “What do you need to see for our country to change?” I feel purpose behind his words.

Good but not great questions:

1. Declining companies asking, “How can we stop our decline?”
2. Failing leaders asking, “How can we better lead?
3. Inefficient organizations asking, “How can we increase efficiencies?”
4. Financially strapped businesses asking, “How can we make more money?”

If you or your organization is falling short, you may be asking questions that fall short. Ask questions with purpose.

Try asking, “How can we best bring value to those we serve?” for example. You won’t get the right answer until you ask the right question.

Follow Scott Cochrane on twitter: @WScottCochrane

What are the great questions leaders ask?

How a Director at P&G Turned Failure to Success

Dissatisfaction indicates potential if you’re willing to adapt, grow, and learn. Apart from adapting, dissatisfaction is the path to paralyzing despair.

Failure works when it changes us for the better.

Paul Smith, author of, Lead with a Story, felt like a failure after giving his first presentation to then CEO of Procter & Gamble, A.G. Lafley. Interestingly, the Global Executive Leadership Council that Lafley led adopted his recommendations. But, he still left feeling he failed. Why?

Paul arrived early to set up. When Lafley arrived, he walked around the room greeting Council members and finally sat with his back to the screen. Ugh!

While Paul presented, Lafley never looked at the screen, not once for 20 minutes. It freaks me out just thinking about it. That’s why Paul felt he failed. What was missing?

Everyone loves a great storyteller.

Paul concluded that Lafley was looking, “… to engage someone in dialogue… to share a brilliant idea… to ask for his help. In short, for someone to tell him a story.”

During our conversation Paul said, twenty years later, he’s a better leader because he’s a better storyteller.

“The ability to tell stories makes leaders more influential.”
Paul Smith

Paul says stories have:

1. Context.
2. Action.
3. Result.

Context includes important questions like:

1. What does the main character want?
2. Who or what is getting in the way?

Paul believes storytelling is one reason for his career success at P&G. His book shows readers how to use stories to, energize, educate, empower, and more.

One thing is certain. He transformed failure to competence.

What failure have you transformed into competence?

What makes a story great?

More: The Untapped Secret of Leadership Success

Paul Smith is director of Consumer Research & Communication at Procter & Gamble

Follow Paul on twitter: @LeadWithAStory

The Untapped Secret of Leadership Success

Jack K. is one of the most popular and well-known guys in my community. One reason, he tells stories. He has a bucket of stories that I’ve heard several times and want to hear again. This morning, I’ll see Jack and ask him to tell what I call the, “Two Invoice Story,” again.

Stories:

1. Inspire.
2. Instruct.
3. Enlighten.
4. Encourage.
5. Entertain.
6. Connect.

Paul Smith, director of Consumer & Communications Research at Procter & Gamble, believes storytelling is central to his success. We talked yesterday. One thing I took from our conversation:

You may have the world’s greatest vision, product,
or innovation but you’ll probably languish
if you can’t tell a story.

Instruct:

“Most successful organizations on the planet intentionally use stories as a key leadership tool: Microsoft…Disney…Costco…South West…Procter & Gamble,” Lead with a Story.

“Experience is the best teacher.
A compelling story is a close second.” Paul Smith

Connect:

It was years before Paul Smith told his wife he’d been fired twice. He told me in a matter of minutes. Why? He’s learned the power of stories. I immediately connected with his authenticity.

Inspire:

My wife has begun telling me her story in new ways, after 36 years of marriage. It’s so powerful I weep when I hear it.

Practice:

If you’re afraid to tell stories, begin by listening to them. The next time you’re at lunch with colleagues, ask them to tell you a story from their youth. Tell yours. Make storytelling part of your world.

Develop:

Paul Smith’s book, “Lead with a Story,” shows readers how to tell stories that build bridges into their future. If you want to go far, combine your competence with storytelling.

How have stories affected you?

How have you used stories to impact others?