A Letter from Chris Suarez

TO SOLVE OR TO RESOLVE?

Your biggest business opportunity is creating a simple solution to a complex problem. There are simple solutions all around you. Typically at the core of every successful business is a very simple solution to a complex problem. Think about some of your favorite companies. Jeff Bezos and his team at Amazon came up with a very simple solution to your complex problem called “a shopping habit”. Randolph & Hastings and the team at Netflix came up with a very simple solution to your complex problem called “an addiction to movies”. Brian Chesky and his team at Airbnb came up with a very simple solution to your complex problem called “needing a vacation”. Travis Kalanick and his team at Uber came up with a very simple solution to your complex problem called “getting somewhere quickly”. Adam Neumann and his team at WeWork came up with a very simple solution to your complex problem called “I need a place to work”.

Within our team and at almost any internal leadership meeting we hold, you will hear my ask “is there a simpler way to do this.” We are constantly looking for more simple ways to accomplish what we are doing. Simple is trainable. Simple is easily duplicated. Simple removes friction. Simple is predictable. Simple is scalable.  

Simplicity is the key to solving problems. And true leaders and CEO’s across all industries rise to the top based on their ability to solve key problems.  

The challenge is to choose the right problems to solve, in the way that they need to be solved, at the time they need to be solved. Why is that such a challenge?

Solving problems is an art and a science. Solving problems is a gift and a skill. Solving problems is the key to growth and success. But add just two little letters to that science, skill, and success and what emerges is a systemic problem that has the potential to destroy an otherwise incredible business. Those two letters? “R” and “E”.

That simple prefix “Re” changes that verb Solve to Resolve.

We solve problem. We resolve issues.  

And issues become issues only because we didn’t solve the problem the right way at the right time initially. If we tackle the real problems in our business and take the time to provide real solutions, we can move on to the next problem instead of finding ourselves constantly resolving the same issue in slightly different ways.  

In reality, our frustrations as leaders almost entirely stem from the sense or feeling that we are repeating ourselves. That we wake up each day, or each week, or each month, or each year, and are stuck solving the same problems we had the day before, or the week before, or the month before, or the year before.

Mark Miller, the VP of High Performing Teams at Chik-fil-A, provides some perspective on this when he says that “the gift we get for solving a problem is a bigger problem.” By nature of the fact that you truly solve one problem, your team or your consumer will bring you a bigger problem to solve. That is your gift. That is your reward. In essence you prove your skill and your value each time you solve a problem. You have proven yourself as a true problem solver. And as you solve bigger and bigger problems, your business and revenue will grow as a natural by-product.  

There is a true dividing line between problems and issues. Businesses have problems. People have issues.  

Issues arise simply because we have not created the systems to eliminate the problem. Dan Heath, in his book Upstream, says that “every system is perfectly designed to get the results it gets.” Are you currently getting the results you want in your business? If you are, then be looking for or prepared for your next challenge and problem to solve. If not, then what have you designed? If we find ourselves constantly fixing and resolving issues, we need only look “upstream” at the systems we have built to address the problem that we actually created our company or business to solve in the first place.

A bit more personally, if you find yourself frustrated by solving small problems, or even resolving the same problem over and over again, it is evidence that you have not proven yourself as as true problem solver. In fact, it is evidence that the original core problem you set out to solve remains unsolved.

I used to enjoy doing the Sunday New York Times crossword puzzle. Anyone who has attempted those know they are not easy. That puzzle is a challenge. Some would go as far to call it a real problem! A couple hundred thousand people enjoy solving that puzzle or problem every Sunday. But once solved, I have never decided to go back and solve it again. I have never erased all the answers and started over. The fun and energy you get while solving the problem is there only the first time through. Who likes to solve that puzzle twice? No one. The fun is gone. The mystery eliminated. The challenge is erased.  

Business problems are no different. Your energy and enjoyment can be sapped very quickly if you find yourself resolving the same problems and business issues without moving on to bigger problems that need solving.

Adding two simple letters to one word may seem like just a fine line. But in etymology and in practice, the difference between those two words is like crossing an eight lane highway.

We solve problems.

We resolve issues.

Two simple letters. Two drastically different outcomes.

Go solve complex problems with simple solutions.

Chris