One of the problem “frames” I often use is defining the what versus the how. The “what” is usually the tricky part: it involves requirements, defining the end point, the outcome. People are much more comfortable in the “how”…because it’s reassuring and easier to just do things. But it can lead to activity, not results.

Red flags of too much “How”? Micromanagement, lots of activity but no real progress, people staying late but feeling frustrated, people in the wrong roles, roles not filled, lack of clarity as to who owns the decision-making. No one really understands what the end goal is, and they haven’t defined what success looks like.

I always like to start with the “what”.  If you figure out what it is you need to do:  develop a forecast, a plan, a new application, it often naturally leads to the how.  You create the boundary of what’s in versus what’s out.

Then focus on the “how”. Is it right? Is it efficient? What are the exceptions? Did you think of everything?  This is the time to be hyper focused and critical….you want it to be the best possible answer when you roll it out.

Defining the “what” is hard: it often needs multiple signoffs, it can get snagged on a thorny issue, it involves things outside your control such as resources, buy-in, or money. But stick with it…..it will make the “how” much easier.