#68 - The Power of Book-Ending!
2 Jul 25
It can be uncomfortable to find a problem land in your lap for which you do not have the requisite knowledge to formulate a workable solution.
However, the trick is to harness the power of Subject Matter Experts (SMEs) and sub-contract out the problem-solving to them. But it has to be done in such a way that gives the perception that you remain in control and retain ownership at all times.
The technique to deploy is called 'Book-Ending'. Used correctly, it is a very powerful way to retain your credibility!
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#68 - The Power of Book-Ending!
What?
Sometimes you are presented with an intractable problem for which you don't necessarily have all the answers.
Generally this is not because you are incapable in any way. But rather because any solution requires some form of deep knowledge that can only be attained through the accrual of experience.
An example would be knowing key personnel in another part of the business, or having a good understanding of Governance in that area. This has normally been gained perhaps through working there previously.
The problem cannot be solved unless you enlist key stakeholders who do have that knowledge. Effectively you are at the mercy of other people.
Why?
So why is this such a problem?
Well, you own the problem and whilst you may be able to articulate what that problem is, and be able to bound it, the issue is that you will need to cede control or leadership of the solution formulation to others.
This may serve to undermine your confidence, or make you feel like you aren't really in control. This may, in turn impact your credibility in some people's eyes.
It's completely unfair of course since it is impossible for leaders to know all the answers. In fact, one of the techniques that great leaders' use is to gather the Subject Matter Experts (SMEs) and just ask them questions to elicit the information that you require to make a decision.
How?
But how does a leader formulate a solution in this instance, through reliance on others and yet still keep control?
The answer lies in a technique which I call 'book-ending'. Books on a shelf rely on a book-end at each end of the shelf to prevent the books from falling off. But in this scenario, book-ending refers to how a leader opens and closes a discussion and yet still gives the perception that they are in control, without actually being a major participant in the solution formulation.
Here's how to do it:
- If you are hit with a problem that requires specialist or experiential knowledge to formulate a solution, then invite the key SMEs to your meeting.
- Open the meeting by welcoming everyone and introducing them by name and role.
- Start by describing the problem that needs to be solved, and give a precis of what has been done so far to solve it.
- Then invite one of the SMEs to speak by saying something along the lines of, 'Bob, having talked through the issue prior to the meeting, you mentioned a good point about......, perhaps you could expand on that as we try to agree a solution.' This is the first book-end.
- The conversation then jumps to Bob as he launches into his view. Other SMEs in the meeting are then highly likely to contribute, and converse directly with Bob thus releasing you from the prime position.
- You then remain engaged and chip in every now and then to add your (limited) value, showing everyone that you're contributing.
- The SMEs should then formulate an agreed solution.
- It's now time for you, as the leader, to regain control. Do this by wrapping up the meeting by summarising what has been agreed as a way ahead. This shows that you understand what has been discussed and are able to pull out the salient points and actions.
- Round off the meeting by thanking them all for their contribution.
- Present the collective solution and receive the plaudits!! This is the second book-end! Job well done!
In Summary
I hope that you enjoyed reading this newsletter and that it has given you food for thought.
Calling a meeting and inviting SMEs into it to solve your problem using their in-depth knowledge is undoubtedly a master-stroke of great leadership. But being able to be identified as someone who has made that happen through careful management to arrive at a successful conclusion even more so.
You have sub-contracted out the problem-solving, but ultimately retained ownership and control of the solution.
Try this technique it works really well!
Have a great week!
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