Simple Solutions

Define the problem clearly, address its cause, and stop repeating the same fix.

You solve the same problem every Friday. A deadline gets missed, you rush to catch up, and you promise next week will be different.

Then next Friday arrives.

You may be very good at fixing an immediate problem while leaving the process that creates it untouched. In this episode of The Life Coach School Podcast, I teach a four-step way to look beyond the latest emergency and consider a simpler solution.

Step one: Define the current problem

Start with one sentence. Describe the issue you are dealing with now, rather than every consequence, interpretation, and previous conversation about it.

“The report was not submitted by Friday’s deadline” gives you something specific to examine. “Everything is a disaster and nobody ever follows through” makes the problem larger and harder to understand.

Defining the issue is different from repeatedly discussing how frustrating it is. You can acknowledge the frustration and still bring your attention back to a clear description.

Ask what happened, what was expected, and where the difference lies.

Step two: Identify the cause

The current problem and its cause are different. A late report is the problem. An unclear owner, missing information, or an unrealistic schedule might contribute to the cause.

Investigate before deciding. A convenient explanation is not necessarily an accurate one. Ask questions, look at the process, and separate what you know from what you assume.

When you understand what contributed to the issue, you can choose a response that addresses it. When you skip this step, you may keep treating the most visible symptom.

Some problems have several causes. The exercise is to make your understanding clearer, not to force everything into a single explanation.

Step three: Fix what needs attention now

There may be an immediate issue to handle. The late report still needs to be completed or its delay communicated. Addressing the cause does not remove today’s responsibility.

Ask, “What needs to happen right now?” Decide on the practical response and who will take it.

This step may be familiar because many of us are skilled at responding to urgent situations. The important distinction is recognizing that immediate relief and lasting improvement are separate pieces of work.

Once the current situation is handled, return to the process that produced it.

Step four: Find the simplest workable solution

Ask how you could address the cause in the easiest, clearest way that fits the situation.

For the report, that might mean assigning an owner and arranging access to the information earlier. Another reminder would not solve a problem caused by missing access.

A useful question from the episode is how you would approach the situation if you were starting fresh. That perspective can help you stop defending a complicated process simply because you have always used it.

Write down several possibilities. Some will not be appropriate. Evaluate them for practicality, responsibilities, and likely consequences before choosing one.

Watch the thinking that adds complexity

“This always happens” can create defeat. “I need to understand what is happening here” can create curiosity. Those feelings lead you toward different actions.

In the self-coaching Model, thoughts create feelings, which drive actions and results. Your thinking is part of how you approach a problem, even when the problem also involves practical constraints.

Notice whether you are spending your energy describing the issue again or investigating a solution. Repetition can feel productive while keeping you in the same conversation.

Simple does not mean every problem is easy. It means looking for unnecessary complexity and removing it where you can.

Use the four questions this week

Choose one recurring problem. Write a one-sentence description. Then identify what you know about its causes and what you still need to learn.

Decide what needs immediate attention. Finally, ask what change could reduce the chance of the problem recurring.

Try the change and review what happens. If it does not work, use the new information to refine your understanding.

The goal is to spend less time repeatedly repairing the same issue and more time creating a process that works.