problem-solving leadership

The world is becoming increasingly complex, and coming to us with ever greater rapidity.

No individual can solve every problem.  To solve the big problems, you have to lead others—and do while maximising their performance, and to the mutual benefit of everyone involved.

That is the essence of leadership. Using the latest research in cognitive science we unearth how humans think. You can then use this insight so you and your team can be more successful, at lower stress

chapter 1: defining leadership and re-defining creativity

Download Chapter 1 Learning Points

  • We all solve problems therefore we are all creative. What differs is the thinking style we apply to the problem and intellectual capacity we have available.
  • Leaders decide which problems to solve and recruit other problem-solvers to help them—for mutual benefit

Chapter 2: Problem-solving is key to life, success and leadership

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  • Creative adaptors build on past experiences. Their proposals are likely to work with the minimum of fuss.
  • Creative innovators will generate ideas which are novel or radical—but may not be efficient in the short term.

Chapter 3: Linking Job, Style and Personal Performance

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  • Certain jobs are better suited to certain problem-solving styles
  • We perform better when the needs of job match our preferred problem-solving style 
  • To excel you have to work well with other styles 

chapter 4: Idea Generation, drive for efficiency, desire for structure

Download Chapter 4 Learning Points.

  • Comparing differences in the way adaptors and innovators approach problems
  • Innovators swarm around it with volume and energy
  • Adaptors laser in with pin-point thoroughness and tenacity

chapter 5: Separating Style and Intellectual Capability

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  • There is no link between a persons preferred problem-solving style and intellectual capability
  • People who don't value style diversity confuse it with differences in IQ
  • To succeed, innovators & adaptors need each other

Chapter 6: How Adaptors and Innovators see each other

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  • Adaptors seems themselves as organised and efficient
  • Innovators see themselves as imaginative and visionary
  • Adaptors see Innovators as disruptive and flighty
  • Innovators see Adaptors as unimaginative and stuck in the past

Chapter 7: problem a, Problem b - the essence of leadership

Download Chapter 7 Learning Points

  •  A gap between preferred and displayed style is fuelled by motivation and is expensive to maintain
  •  Good leaders ensure that team energy and expertise are focussed on Problem A, and that Problem B is minimised

Chapter 8: There is no such thing as 'resistor-to-change'

Download Chapter 8 Learning Points

  •  Adaptors are best at resolving spin-off problems to Innovative solutions and vice versa
  •  There is no such thing as a  “resistor to change.” However, I might resist the change you are proposing to me—and for good reason