Problem Solving (Part 8): Decide, Communicate, Implement, Monitor

You’ve done the work.

Photo by AbsolutVision on Unsplash

You:

• Gathered information

• Identified the real problem

• Developed criteria

• Generated options

• Analyzed them

• Compared them

Now comes the part that separates thinkers from leaders:

Make and implement the decision.

Because disciplined analysis without action is just theory.

---

Step 1: Identify the Preferred Solution

After comparison, leaders determine the optimum solution.

Not the easiest.
Not the loudest.
Not the most popular.

The best fit based on:

• Screening criteria

• Benchmarks

• Weighted evaluation criteria

• Alignment with mission

Clarity at this stage builds confidence in the decision.

---

Step 2: Coordinate Before You Present

If someone else owns final approval, leaders prepare to present their recommendation.

But before presenting:

Coordinate with those affected.

In civilian life, this might mean:

• Talking to department heads

• Checking with HR or finance

• Aligning with assistant coaches

• Informing school administration

• Consulting stakeholders

Uncoordinated recommendations create friction.

Strong leaders prevent surprises.

---

Photo by Brett Jordan on Unsplash

Step 3: Present Clearly and Persuasively

A great solution can fail if it is poorly communicated.

Doctrine makes an important point:

Problem solving requires both a solution and the ability to communicate it.

Whether verbal or written, leaders must:

• State the problem clearly

• Explain the criteria used

• Summarize the analysis

• Justify the recommendation

• Articulate expected outcomes

In business, this may be a decision brief.
In schools, a staff presentation.
In coaching, a team meeting.

Communication skill can be as important as analytical skill.

---

Step 4: Refine Based on Guidance

Once the decisionmaker provides final guidance, leaders refine the solution.

This may include:

• Adjusting timelines

• Modifying scope

• Clarifying expectations

• Updating responsibilities

Strong leaders treat feedback as refinement—not rejection.

---

Step 5: Issue Clear Implementation Instructions

Execution requires clarity.

Formal settings may require:

• Policy letters

• Written directives

• Memorandums

In civilian settings, this might mean:

• A written implementation plan

• A clear email outlining steps

• A rollout meeting

• Assigned responsibilities and deadlines

Ambiguity kills good solutions.

Specificity drives success.

---

Step 6: Monitor Implementation

Problem solving does not end at decision.

Leaders:

• Monitor progress

• Compare outcomes to benchmarks

• Measure against the desired end state

• 

  Photo by Jon Tyson on Unsplash

  Identify unintended consequences

If adjustments are necessary, they make them.

---

Build Feedback Into the Plan

Every implementation plan must include:

• Timely feedback

• Periodic review

• Flexibility to adjust

Without feedback, leaders cannot:

• Confirm success

• Detect failure

• Improve execution

The goal is not blind execution.
The goal is adaptive execution.

---

Avoid Creating New Problems

One of the final cautions in doctrine:

Leaders must avoid creating new problems through uncoordinated implementation.

In business, that may mean:

• Rolling out a policy without informing affected departments

• Changing compensation structures without consultation

In schools:

• Adjusting schedules without considering transportation

In coaching:

• Changing strategy without aligning assistant coaches

Good implementation is synchronized implementation.

---

Why This Step Matters Most

Many leaders enjoy analysis.

Fewer enjoy accountability.

But leadership requires both.

Decision and implementation:

• Demonstrate ownership

• Build credibility

• Establish momentum

• Reinforce trust

The discipline of the earlier steps protects this final one.

---

Final Thought

Problem solving does not end when the “best” solution is identified.

It ends when:

• The decision is made

• The plan is communicated

• The solution is implemented

• The results are measured

• Adjustments are made

Leadership is not just thinking well.

It is executing well.

And that is where trust is earned.

Teach it. Coach it. Lead.

JVD 

---

Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding making and implementing decisions within the Army problem-solving process.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.