Tips for Problem-Solving with Clarity

How I Drive Clarity on Ambiguous Projects as a Program Manager at Amazon Some programs start with a crisp brief. Others start with: “We think this is important…but we’re not quite sure how.” That’s where PMs earn their keep. Here’s how I drive clarity when the path isn’t clear: 1/ I define the problem before the plan ↳ “What are we solving for?” is always the first question ↳ I gather context, friction points, and stakeholder pain ↳ If we don’t know the problem, we can’t build a solution 2/ I find the person who cares the most ↳ Not the title…the tension ↳ I look for the person who’s losing sleep over the problem ↳ Their urgency becomes my North Star 3/ I write what I know (and what I don’t) ↳ I keep a running doc of knowns, unknowns, and key questions ↳ Visibility breeds alignment ↳ A fuzzy plan in writing beats a perfect plan in someone’s head 4/ I socialize early…even when it’s messy ↳ I loop in 1-2 thought partners before going broad ↳ “Does this feel right to you?” gets me faster to a usable draft ↳ Feedback is how ambiguity becomes direction 5/ I reframe ambiguity as opportunity ↳ If everything was figured out…I wouldn’t be needed ↳ So I shift from “this is a mess” to “this is mine to shape” ↳ That mindset changes everything Ambiguity isn’t a red flag. It’s an invitation. What’s your go-to tactic when the project scope is murky?

During my time as a Navy SEAL, precision and thorough analysis were not just practices but NECESSITIES! The "Five Whys" method exemplifies this approach outside the battlefield, presenting a clear path to problem-solving. Here's how it worked for the Lincoln Memorial's unexpected challenge: 1️⃣ Why is the memorial dirty?Because of bird droppings. 2️⃣ Why are there bird droppings?Birds are attracted to the area. 3️⃣ Why are birds attracted? They eat the spiders there. 4️⃣ Why are there spiders? Spiders eat the insects 5️⃣ Why are there insects? They're attracted to the lights left on at night. The solution? Adjust the lighting to reduce the insects to deter the spiders and birds, directly addressing the root of the cleanliness issue. This method isn't just for maintaining national monuments; it's a powerful tool for any leader or problem-solver in any field. The next time you're faced with a challenge, I urge you to employ the "Five Whys." Get deep. Understand the problem fully before jumping to solutions. By sharing this method, you're not just passing along a problem-solving tool; you're empowering others to think critically and act decisively. Be the one to inspire change, to lead by example.

Most of us will ignore this. “Are you clear on what you’re going to do today?” It sounds simple, but the answer reveals more than we think. We wake up, open email, sip coffee, “get moving.” But movement isn’t progress. Not if you’re just reacting. I’ve led teams of thousands. I’ve also had mornings where I was “busy” and completely misaligned. Productive on paper, empty in spirit. Clarity fixes that, at work and at home. Here’s what I use (and teach executive teams) to make clarity practical: I call it the 3-minute Clarity Reset. 1. What List everything rattling in your head - messy is fine. Then refine the list into specific tasks (not “email,” but “reply to [manager] on X”). Pick the top two. Only two. 2. Why Attach a reason to each priority. When the why is clear, mood and convenience stop making your decisions. 3. When Block times on your calendar. If it isn’t scheduled, it isn’t important. Protect that block like a meeting with your future self. 4. How Outline the first tiny step you’ll take inside the block. Tiny steps create momentum. Momentum creates belief. If you lead people, add this: Team version (5 minutes) • Start the meeting with: “What are we trying to achieve exactly?” • Ask: “Why does this matter, to the business and to you?” • Confirm owners and deadlines out loud. • Before closing, invite clarifying questions. If there are none, you still ask one on their behalf. What gets in the way (and how to counter it) • Reactive autopilot → Set intention before you open email. • Overwhelm → Choose two priorities; everything else becomes “later or never.” • Fear of being wrong → Decide the next step with a review point. Progress over perfection. • Low self-awareness → Quick check-in: Where am I mentally? What’s one thing clearing my head right now? (For me: a short journal note.) Daily anchor questions • What will make today meaningful, even if everything else slips? • What can I finish that reduces anxiety for tomorrow? • Who needs clarity from me before noon? If you only take one thing from this post, take this: Don’t rush the ask. Clarify it. For yourself. For your team. For your peace of mind. So before you dive in, pause. Are you clear on what you’re going to do today? If not, start with your two. Then schedule them. Then begin. Don’t just read this, test it. One week is enough to feel the difference. When you do, come back and share your experience here. And pass it on to someone who could use more clarity in their day.

Most teams don’t have a disagreement problem. They have a clarity problem. I recently came across a conversation that perfectly captured this. Two leaders were working through a challenge. On the surface, it looked productive: They were calm They were thoughtful They were restating each other’s points But they were stuck. Why? Because they were operating at the wrong level. Think of communication like an iceberg: At the top: What I said Below that: What I meant At the bottom: What the real issue is Most teams live in the top two layers. Progress only happens at the bottom. What was happening in this conversation is something many of us have experienced: Polite restating instead of direct clarity Agreement under pressure instead of real alignment “Being understanding” instead of actually understanding It feels productive. It sounds collaborative. But it creates “spin.” Motion without progress. One leader admitted: “I don’t want to be the a**hole in the group.” Another pattern showed up: Saying “yes” in the moment to avoid friction… and paying for it later. Here’s the hard truth: Lack of clarity is never kind. Avoiding directness doesn’t protect the team—it slows it down, creates hidden frustration, and compounds misalignment. The shift is simple, but not easy: Stop aiming to be “understanding.” Start aiming to achieve understanding. That means: Say what you actually mean Push until meaning is clear Confirm the other person truly understands you Be willing to sit in the discomfort of honesty At a team level, it comes down to four questions: Where have we been? Where are we now? Where do we want to go? What’s the primary bottleneck to getting there? And here’s the key: Don’t leave the room until you have real answers. Because most teams aren’t stuck because they disagree. They’re stuck because no one is saying the real thing. Clarity isn’t harsh. Clarity is kindness. And it’s the fastest path forward.

𝐒𝐭𝐨𝐩 𝐛𝐥𝐚𝐦𝐢𝐧𝐠 𝐲𝐨𝐮𝐫𝐬𝐞𝐥𝐟—𝐭𝐡𝐢𝐬 𝐢𝐬 𝐰𝐡𝐲 𝐲𝐨𝐮𝐫 𝐦𝐨𝐫𝐧𝐢𝐧𝐠𝐬 𝐚𝐫𝐞 𝐬𝐥𝐢𝐩𝐩𝐢𝐧𝐠 𝐚𝐰𝐚𝐲. For years, I used to start my mornings feeling frustrated before I even had my first cup of coffee. Two hours would vanish into thin air. Scrolling on my phone. Answering random messages. Jumping from one task to another without completing anything. By 10 AM, I was exhausted, anxious, and behind. And yet, I kept blaming myself: "I’m lazy. I’m undisciplined. I’ll never get ahead." Then one morning, I tried something different. Instead of trying to force myself into “being productive,” I stopped, took a deep breath, and asked one simple question: "What’s really causing this chaos?" And I framed it clearly: "I get distracted for 2 hours every morning." Just putting the problem into words was revolutionary. Suddenly, I wasn’t fighting an invisible enemy—I had a target, a cause, something I could act on. Once I identified the problem, I started taking small, intentional steps: ✅ Blocking dedicated time for focused work ✅ Turning off notifications and minimizing distractions ✅ Prioritizing the 2–3 tasks that actually mattered most The result? Those wasted, chaotic mornings slowly transformed into intentional, productive hours. I could start my day with clarity instead of guilt. Over time, I realized something bigger: this isn’t just about mornings or productivity. It’s about life, leadership, and business. Most of us are chasing solutions without ever defining the problem clearly. And that’s why we get stuck. 💡 Lesson: Clarity isn’t just a productivity hack—it’s a life hack. Spend time defining the problem before trying to fix it. Half the battle is already won when you know exactly what you’re solving for. From running 10+ stores to leading teams and managing processes, I’ve learned that whether it’s business or life, problems solved with clarity create momentum, confidence, and results. So next time your day feels chaotic, or you feel stuck, remember: Stop blaming yourself. Define the problem. Solve it intentionally. #Mindset #Productivity #Clarity #LifeLessons #PersonalGrowth #Leadership #FounderJourney #Focus

Management isn’t a headcount. It’s a clarity count. Most leaders measure success by team size. “I manage 10 people.” “I manage 50 people.” But the biggest drain on a company isn’t people. It’s the Communication Tax, hours lost fixing work that was misunderstood the first time. If your team struggles to execute, don’t increase pressure. Increase clarity. Here’s a tactical framework for building a high-performance team: 1️⃣ The “Stranger Test” for documents - Problem: Tasks need constant clarification. - Fix: Don’t fix the output, fix the process. - Action: Rewrite instructions so someone with zero context could complete the task without asking questions. 2️⃣  Zero-assumption writing - Problem: “I thought you meant…” - Fix: Assume your internal language means nothing to others. - Action: Replace vague terms (“make it professional”) with specifics. Use examples, screenshots, or short videos.  3️⃣ Define the “Definition of Done” - Problem: Work is “finished” but misses the goal. - Fix: You can’t hit a target that isn’t defined. - Action: Every task must state: the goal, the deliverable, and the success metric. 4️⃣ Run a clarity audit after failures - Problem: The same mistake happens twice. - Fix: Stop blaming people. Fix the system. - Action: Identify which instruction caused the confusion and update it so the mistake can’t repeat. 5️⃣ Context-first communication - Problem: People don’t understand the “why.” - Fix: Start with context, not instructions. - Action: When people know the destination, they can navigate without waiting for permission. Teamwork isn’t about exerting control; it’s about achieving alignment. Alignment, in turn, is impossible without clarity. What’s one unclear instruction you’ve received that wasted your time?

“Figure-it-out” is a superpower. But like every superpower, it has a shadow side. And most of us who rely on this muscle were never taught how to manage the parts that quietly work against us. If you’re one of those operators, builders, or internal innovators who can turn chaos into clarity, here are the shadows to watch for: 1. Doing everything yourself You see the answer faster than everyone else, so you just take it on. Before you know it, you’re the only person who knows how anything works. How to work with it: Pause long enough to share context. Spread knowledge early. You’re still the engine, but you’re no longer the bottleneck. 2. Solving the wrong problems Your brain loves puzzles, so you start fixing, optimizing, and improving everything… even the things that don’t matter. How to work with it: Ask: “Is this actually important, or am I just itching to solve something?” Prioritize impact, not activity. 3. Moving faster than the team can absorb You connect dots in minutes that take others days. The team ends up confused, misaligned, or trying to catch up. How to work with it: Build quick alignment loops. A 60–second check-in keeps your speed without creating chaos. 4. Needing to be the one who figures it out Your identity gets wrapped up in being the solver. If you’re not the one fixing it, you feel less valuable. How to work with it: Shift from “I solved it” to “the team can solve it without me.” That’s the leap from doer to leader. 5. Using problem-solving to avoid the real work It’s easier to build a new system than to have a tough conversation. Easier to fix a workflow than to challenge a priority. How to work with it: Notice when solving is a distraction. Ask: “Is there a conversation or decision I’m avoiding?” Your figure-it-out energy is a real superpower. It’s what companies need most right now. But the next level isn’t about solving more. It’s about choosing when to solve, when to step back, when to bring others in, and when to let good-enough be enough. That’s how you go from hero to multiplier. From problem-solver to leader.

When people come to us with a problem, it is tempting to provide an instant answer. After all they came for our expertise and there is nothing so rewarding as getting a dopamine hit in our brain when we know the answer. Ahhh. Such fun.   However, the path to accountability is filled with asking good questions and creating space for others to think and solve rather than us providing answers.   Often just by asking the questions below, an individual will have a breakthrough and discover a solution on their own.   FOCUS QUESTIONS ON THEIR INSIGHT These questions can be applied to executive meetings, coaching employees, and solving our own problems.   1.    What is the problem you are trying to solve? It is so tempting to skip this step, but it is essential if you want to create ownership. I find I have to help people step back from their need for a quick answer and help them understand the context of their problem. When you help them frame the problem, the problem is often half solved.   2.    What are the main obstacles to solving the problem? Gaining context to where and how the problem exists provides guidelines for what the eventual solution will be. Without this clarity, they can create an overly simplistic or complex answer.   3.    What have you already tried? Avoid the temptation to jump in and give advice. They don’t need it. Most people have already done a lot of thinking and attempts before asking for input.   4.    What happens if you don't solve this problem? This question helps create a deeper sense of urgency and ownership. It also reveals key issues that the final solutions will have to solve for.   5.    How would you know you succeeded? The answer gives the parameters and evidence needed to know a solution would be a success. Without this answer, their solution is unlikely to meet all the needs.   6.    What do you think you need to succeed? The focus is on the individual’s ability to think and act. They are creating answers for the future. They are becoming better problem solvers and being more accountable.   MAKE SPACE As I ask these questions, I work hard to not fill in the silence with my insights. I do have ideas on what they should do. But I will never make them more accountable if I keep sharing my expertise. Each of us can create a more accountable workplace by the space we create to help others think. How do you create more accountability? embrace your #pitofsuccess Dave Ulrich Neil Hunter Tracy Maylett, Ed.D. Tyson Lutz Destanee Casillas, MSOD Gwendolyn F. Turner Lisa Strogal, MBA, MCC, RYT Vanessa Homewood Tia Newcomer Clint Betts Chris Deaver Gina London Joy Moore Kendall Lyman

Processing thoughts isn’t about effort or urgency — it’s about thinking with clarity. For me, that comes down to a few simple but powerful habits: First, untangle confusion. When I feel stuck, it’s usually because I’ve lumped too many ideas together. Slowing down and sorting them out makes everything clearer. Second, notice ambiguity. Words can hide fuzziness. Sometimes the word I’m using means one thing to me, something else to someone else — or worse, I haven’t fully defined it for myself. Third, focus on one thought at a time. Our minds aren’t built to juggle too many complex pieces. Writing things down creates space for clarity. Fourth, question the logic. Does this really follow? It’s easy to skip that step when we’re in a rush. Finally, stay curious about alternatives. The first idea that feels right often isn’t the final answer — just the starting point. Clear thinking isn’t about brilliance; it’s about steady attention and small moments of honesty with ourselves.