Brian DeVries, Senior Advisor at Lean Fox Solutions, joined Jamie Flinchbaugh on the People Solve Problems podcast to share his insights on problem-solving methodologies and leadership. Brian recently authored a children's book, "The Big Thinking of a Small Knight," which teaches leadership and continuous improvement principles through storytelling. Brian explained his preferred problem-solving approach, the nine-box methodology, which begins with what he calls a "rally cry" - a clear, concise problem statement that teams can consistently return to throughout the process. He shared a compelling story about a meeting where team members wrote down their understanding of the problem they were trying to solve, only to discover that no two descriptions matched. This experience reinforced the importance of having a unified understanding of the problem at hand. The conversation explored the significance of breaking down complex problems into manageable pieces. Brian described how he looks for specific triggers that indicate when a problem needs to be broken down, such as when teams struggle with measuring improvements or when the path forward isn't clear. He drew parallels to personal health goals, where large objectives are achieved through smaller, actionable daily steps. One of the most powerful moments Brian shared was from his work with a nonprofit organization, where a program participant remarked, "I didn't know my mind could think about a problem that way." This experience highlighted the transformative power of teaching problem-solving skills and continues to inspire his work today. Brian emphasized the crucial role of psychological safety in creating an effective problem-solving culture. He shared a personal story from his early days as a manufacturing supervisor, where showing vulnerability and admitting his lack of knowledge to his team helped build trust and led to significant improvements over time. This approach exemplifies his belief that leaders should be intentional about creating an environment where it's safe to make mistakes and learn from them. Throughout the conversation, Brian demonstrated his passion for helping others develop their problem-solving capabilities and creating environments where people feel empowered to contribute their ideas. His approach combines structured methodologies with human-centered leadership principles. To learn more about Brian's work and perspectives, visit his websites at https://www.devriesii.com/ and https://leanfoxsolutions.com/, connect with him on LinkedIn  Be sure to check out his children's book at https://www.amazon.com/Big-Thinking-Small-Knight/dp/B0DW1LB3HZ/.

Liz Guthridge, Managing Director of Connect Consulting Group, is a leadership coach specializing in neuroscience and cultural transformation. She challenges traditional brainstorming methods, advocating for independent idea generation that enhances creativity. Liz emphasizes the importance of a learning mindset and personal autonomy, especially for introverts, in problem-solving. She also discusses how aligning personal values with daily activities can significantly improve leadership effectiveness and foster continuous growth.

Melia Tourangeau joined Jamie Flinchbaugh on People Solve Problems to share her experience as President & CEO of the Pittsburgh Symphony Orchestra, where she made history as both the first woman and youngest CEO in the organization's 129-year legacy. In the conversation, Melia revealed one of her most significant challenges occurred shortly after joining the Symphony. While initially identifying what appeared to be a manageable $1 million structural deficit on a $30 million budget, deeper analysis uncovered the actual deficit was closer to $5 million annually. This discovery, combined with her status as a newcomer to Pittsburgh where 75% of the budget relies on charitable sources, created an especially complex situation. The challenge intensified when contract negotiations with the musicians' union led to a 55-day strike, marking the Symphony's first work stoppage since the 1970s. Melia acknowledged this was one of the most difficult periods in her career, noting that leaders rarely survive such conflicts. However, her ability to rebuild relationships and trust afterward has been evidenced by her successful ten-year tenure.   Melia shared her leadership philosophy, emphasizing the importance of bringing together the right people to solve problems. She described how she approaches complex decisions by gathering small groups of board members with diverse expertise rather than trying to get everyone in one room. This collaborative approach has helped address various challenges, including developing innovative solutions for the Symphony's endowment strategy. When discussing prioritization, she highlighted the challenge of balancing urgent daily needs with critical long-term planning. This is particularly relevant as the Symphony executes a 10-year financial recovery plan following COVID-19, working to close the gap between expenses that are 8% below pre-pandemic levels and costs that have risen 12%. One of Melia's innovative initiatives is "Disrupt," a new concert series designed to meet audience desires for more casual, contextualized experiences with shorter programs and enhanced production elements. Despite initial skepticism from staff who recalled similar past attempts, Melia committed to a five-year timeline with clear metrics and a willingness to adapt based on results. Throughout the conversation, Melia emphasized how she stays grounded during challenging times by returning to the concert hall to listen to the orchestra perform, reconnecting with the fundamental purpose of supporting artists and their work. To learn more about Melia Tourangeau and the Pittsburgh Symphony Orchestra, visit https://pittsburghsymphony.org/ or connect with her on LinkedIn at linkedin.com/in/melia-tourangeau-092985121.  

Scott Post, Operational Excellence and Lean Leadership Coach with S Post Consulting, joined Jamie Flinchbaugh on the People Solve Problems podcast to share his insights on effective problem-solving and leadership. With over two decades of experience in leadership, lean methodology, and process improvement, Scott brings valuable perspectives from both his corporate roles and consulting work. Drawing from his extensive experience, Scott highlighted a common pitfall in problem-solving: poorly defined or misunderstood problems. He shared an example from a company where emotional attachment to a product design issue led to years of ineffective problem-solving attempts. The team kept jumping to solutions without truly understanding the core problem, resulting in wasted time and resources. When discussing product design challenges, Scott emphasized the importance of customer focus. He suggested spending 80% of time understanding customer requirements and fundamental needs before moving forward with solutions. This thorough understanding makes the actual product creation process more straightforward and effective. Scott shared valuable insights about handling emotions in problem-solving situations. Drawing from his experience at Pella Windows, he emphasized the importance of leaving position and rank at the door. While acknowledging that human beings are brilliant and creative, he noted that ego and inappropriate use of authority can negatively impact problem-solving efforts. However, when egos are in check and there's good teamwork, emotions can contribute positively to the process. As a consultant, Scott's approach centers on listening. He believes that solutions often already exist within organizations but may be buried under day-to-day operations and reactionary firefighting. His role involves helping to quiet the noise and bring different voices together, using tools like Kaizen events to facilitate positive outcomes. He highlighted the importance of curiosity in effective listening. He suggested that the moment we stop being curious and believe we have all the answers is when problem-solving becomes less effective. He advocates for maintaining a childlike curiosity, continuously asking questions and staying open to learning. In discussing his transition to consulting, he shared that while entrepreneurship presented expected challenges, he was surprised by the different nature of community in his new role. He finds joy in experiencing the unique communities within each client organization, appreciating the diversity of businesses and people he encounters. For those interested in connecting with Scott Post or learning more about his work in operational excellence and lean leadership coaching, visit www.spostconsulting.com or connect with him on LinkedIn at www.linkedin.com/in/scott-post.

Jason Schulist, Executive Director of the Fox Valley Data Exchange, brought his extensive problem-solving experience to the People Solve Problems podcast hosted by Jamie Flinchbaugh. With over 30 years of experience across construction, automotive, utility, and paper industries, Jason shared valuable insights about understanding and addressing different types of problems. At Fox Valley Data Exchange, Jason works to make community data accessible across three counties in Northeast Wisconsin. The organization helps stakeholders understand how people thrive by examining factors like meaningful work, wealth, physical health, and transportation. In addition to this role, Jason leads the Generative Local Community Institute, focusing on creating economic models that help people flourish. Jason introduced listeners to the Cynefin model, which provides a framework for categorizing problems into clear, complicated, complex, and chaotic domains. He emphasized that different types of problems require different approaches and tools. For example, while manufacturing problems might have clear cause-and-effect relationships, community issues often fall into the complex domain where patterns shift and traditional solutions may not work. Drawing from his experience addressing poverty in his community, Jason shared a compelling case study. His team discovered that earning $18 per hour represented a crucial threshold for stability in their area. They identified three key factors that helped people overcome poverty: some post-secondary education, having or expecting a child, and maintaining consistent employment for six to twelve months. Using this information, they set a goal to double the rate at which people moved out of poverty, from 3.5% to 7%. The project involved 27 parallel experiments, demonstrating Jason's approach to complex adaptive problems. One successful initiative identified eight certification programs - dubbed the "Elite Eight" - that consistently led to stable employment above the target wage. Another successful experiment involved connecting with people who were just a few classes short of completing their certifications, helping them finish their education and secure better-paying jobs. He emphasized the importance of collaboration in community problem-solving. He highlighted the success of CI Squared (Continuous Improvement times Community Improvement), a volunteer group of more than 55 continuous improvement professionals who have participated in over 80 interactions with nonprofits. These volunteers apply their professional skills to help community organizations address challenges and develop strategic plans. Throughout the conversation, he demonstrated how different problem-solving approaches can be adapted and combined to address complex community challenges. His work shows that while some problems can be solved directly, others - particularly in the complex domain - need to be addressed through iteration, observation, and pattern recognition. To learn more about Jason's work, visit www.fvdex.org or connect with him on LinkedIn.

Danyel Bischof-Forsyth, Chief Technology Officer at 7 Brew Coffee, joined Jamie Flinchbaugh on the People Solve Problems podcast to share her experiences leading technology transformation in a rapidly growing company. With 35 years of technology experience, including 28 years at Hallmark Cards and 5 years at Tyson Foods, Danyel brings extensive expertise to her role at 7 Brew Coffee, a drive-through beverage company experiencing explosive growth. Danyel explained that 7 Brew Coffee is expanding from 180 locations at the start of 2024 to 330 by year-end, with commitments for 3,000 future locations. Each location generates over $2 million in revenue, creating what Danyel describes as "growth like a rocket ship." To manage this rapid expansion, she has implemented both technological and human solutions. This includes daily stand-up meetings, monitoring systems for KPIs, ticketing systems, and comprehensive analytics. The daily stand-ups, led by a certified project manager, use a Kanban board to track progress and surface issues quickly. Danyel noted that while team members were initially skeptical about daily meetings, they've embraced the practice over the past year as they've seen its value in problem identification and cross-team learning. When it comes to problem-solving and ideation, Danyel emphasizes the importance of preparation. She actively maintains a network of fellow technologists in the Quick Service Restaurant (QSR) space to learn from their experiences. Before brainstorming sessions, her team researches industry practices and clearly defines the problem they're trying to solve. In balancing speed with thoroughness, Danyel uses the metaphor of "pouring concrete" - distinguishing between decisions that will have long-lasting implications and those that allow for experimentation. She considers factors such as system interconnectedness, organizational impact, and reversibility when determining which decisions require more rigorous analysis. When building her team from scratch, Danyel prioritized "high learning agility" as a key characteristic, knowing team members would need to handle diverse responsibilities in a fast-paced environment. She also strategically brought in specific expertise in project management, cybersecurity, and full-stack development. Danyel shared a valuable lesson about coaching less experienced team members, realizing she needed to adjust her questioning approach. Rather than assuming team members had already considered certain angles, she learned to help them develop their own problem-solving framework through more foundational questions. To learn more about Danyel Bischof-Forsyth's work and insights, connect with her on LinkedIn at www.linkedin.com/in/danyelbischof.

Pete Ruggiero, President and Chief Executive Officer of Crayola, joined Jamie Flinchbaugh on the People Solve Problems podcast to share insights about leadership, culture, and the transformation of an iconic brand. With over 27 years at Crayola, Pete has helped evolve the company from a seasonal back-to-school business focused on crayons, markers, and pencils to a year-round enterprise centered on products, content, and experiences. Pete emphasized the importance of perpetual optimism in leadership, citing Colin Powell's observation that "perpetual optimism is a force multiplier." He explained how this mindset has been crucial in driving Crayola's growth and diversification strategy. The company now aims to inspire creative moments globally, recognizing that 97% of the world's children live outside North America, representing a significant opportunity for expansion. The conversation highlighted Pete's approach to building a strong culture through five key elements: bias for action, collaboration, celebration of successes, perpetual optimism, and celebrating problems. He shared how making problems visible and addressing them openly has transformed the company's ability to improve continuously. This shift from hiding issues to celebrating their discovery has become a cornerstone of Crayola's culture. Pete discussed the evolution of Crayola's business model, including the launch of their "stay creative" campaign, which addresses the fact that while 90% of parents and teachers believe creativity is important, many struggle to incorporate it into children's daily lives. He also touched on the success of the Crayola Experience locations and the company's expansion into media through Crayola Studios. The discussion revealed Pete's personal leadership journey, from his beginnings as a CPA at Deloitte to his current role as CEO. He shared valuable advice for aspiring leaders, emphasizing the importance of saying yes to opportunities and being willing to learn continuously. Pete recalled how his transition from finance to operations taught him the value of connecting with employees on the factory floor and implementing their ideas, some of which had been waiting decades to be heard. He also highlighted Crayola's commitment to community service, noting that employees contributed 14,000 hours of volunteerism and $1.5 million to United Way in the previous year. This dedication to community impact aligns with the broader mission of Crayola's parent company, Hallmark, to improve the communities where they operate. To learn more about Pete Ruggiero and Crayola, visit www.crayola.com or connect with him on LinkedIn at https://www.linkedin.com/in/pete-ruggiero-9435a51a1/.  

Jamie Flinchbaugh, Founder of JFlinch, shares his insights in this solo episode of the People Solve Problems podcast. Jamie emphasizes the importance of being tool-agnostic in problem-solving, focusing on approaches that work both within and beyond specific methodologies. He addresses a common leadership mistake that affects problem-solving culture: leaders often keep their problem-solving process hidden in their heads rather than making it visible to others. He stresses that "you can't be a role model if nobody sees you do it." When leaders don't show their work, team members only see the final decision without understanding the thought process behind it. This can lead others to believe that problem-solving is purely about insight and intuition rather than rigorous analysis and frameworks. Writing things down is crucial for effective problem-solving. The act of writing engages different parts of the brain and can help break through mental blocks. He encourages listeners to start writing down problems they're stuck on, whether on a whiteboard, paper, or digital notes. This practice has proven effective for centuries through journaling, as writing changes how we think about problems. Jamie introduces his "From Stuck to Solved" approach, highlighting that getting stuck while solving problems is not only inevitable but potentially beneficial. These moments of being stuck often lead to breakthroughs and require bringing something new to the table. He shares personal experiences, including his work as an automotive design engineer on the Plymouth Prowler, where perseverance was key to finding solutions. Drawing inspiration from historical figures, he points to Albert Einstein's problem-solving approach, which combined individual work with collaboration. Einstein's perseverance demonstrated that sometimes staying with a problem long enough allows solutions to emerge through sustained effort and hard work. He also discusses the importance of avoiding over-standardization in problem-solving. While organizations should have standard tools, being too rigid can lead to autopilot thinking. He suggests trying different approaches when stuck, comparing it to driving on the opposite side of the road – the discomfort makes you more observant and can lead to new insights. For listeners interested in learning more about Jamie's approach to problem-solving, they can visit his website at jflinch.com or connect with him on LinkedIn at https://www.linkedin.com/in/jamieflinchbaugh/.  Additional resources include his Learning Lab (https://www.jflinch.com/learning-lab/), his article in The Lean Mag about standardizing problem-solving (https://www.theleanmag.com/post/be-careful-before-standardizing-your-problem-solving), and his YouTube video on leadership visibility (https://www.youtube.com/watch?v=2nnPd5FNsnQ&t=1s).  

Heidi Wachs, Managing Director and head of the Washington DC office at Stroz Friedberg, an Aon company, joined Jamie Flinchbaugh on People Solve Problems to discuss managing cybersecurity incidents and problem-solving in crisis situations. Heidi shared that despite it being 2024 and cybersecurity being constantly in the headlines, many companies are still caught off guard when incidents occur. She explained that cybersecurity incidents create multiple layers of interconnected problems that must be solved simultaneously under intense pressure. The first priority is understanding what's happening and stopping the immediate threat, whether it's a foreign nation-state infiltration or a ransomware attack that has encrypted files. A crucial aspect Heidi emphasized is the importance of clear communication and leadership during an incident. She noted that most response situations involve at least three parties: the affected company, outside counsel, and forensic investigators. Her role often includes translating between technical teams, legal teams, and business stakeholders who may be the most surprised by the situation. When it comes to managing the emotional aspects of a crisis, Heidi shared a practical tip: find the person in the organization who gets things done – the one with multiple spreadsheets tracking tasks and responsibilities. This person becomes essential in coordinating the response effort, regardless of their official position in the company. Drawing from her 15+ years of experience, Heidi described how pattern recognition has become a crucial tool in her problem-solving approach. Within the first 30 seconds of a call, she can often identify familiar patterns that help bring the right expertise to the investigation and guide the client's response. Heidi highlighted an important challenge many organizations face: the gap between their incident response playbooks and reality. While companies may conduct regular tabletop exercises and feel well-prepared, actual incidents rarely follow the script. She emphasized the need for flexibility and adaptability in response plans, comparing it to how a soccer game never plays out exactly as practiced in drills. A particularly insightful observation Heidi made was about the often-overlooked middle ground between prevention and response. She noted that many companies have tools to detect early warning signs of cyber incidents but either miss them due to information overload or lack proper monitoring. This can transform what could have been a manageable situation into a full-blown crisis. The conversation highlighted how successful incident response requires a balance of structured processes and intuitive decision-making, supported by strong team collaboration and clear communication. Heidi credited her success to working with brilliant technical teammates who can clearly explain complex situations, allowing her to bridge the communication gap between technical experts and business leaders. For those interested in learning more about cybersecurity incident response and preparation, you can find Heidi Wachs at https://www.aon.com/cyber-solutions or connect with her on LinkedIn at LinkedIn.com/in/heidi-wachs.

Daniel Stewart and Peter Stewart, brothers who lead Stewart Leadership, joined Jamie Flinchbaugh to discuss their approach to talent assessment and problem solving both within their organization and with clients. Daniel serves as President and Peter as Managing Partner of Stewart Leadership, a global leadership, team, and organizational consulting firm. When assessing talent for their own organization, Daniel emphasized two key criteria: exceptional competence in their field and being genuinely good people who approach client relationships with empathy and generosity. Peter added a third essential quality - the ability to be agile and flexible, as their clients' diverse needs require consultants who can adapt rather than being "one-trick ponies." The brothers shared their methodology for evaluating talent, stressing the importance of gathering multiple perspectives rather than relying on a single person's judgment. Daniel pointed out that even small behaviors outside formal interactions - like email communication and scheduling flexibility - reveal how someone might perform under pressure. They often use psychometric tools like the Hogan assessment, particularly for senior executive evaluations. Peter highlighted the importance of self-awareness in candidates, noting that they look for people who can honestly acknowledge both their strengths and genuine weaknesses, moving beyond cliché responses about "working too hard." Daniel added that clear role expectations are crucial, as misalignment about responsibilities can lead to problems months or years later. When discussing their approach to problem-solving within their organization, Peter explained that their involvement level depends on the trust built with team members. For newer relationships, they stay more closely involved to understand the individual's problem-solving approach. Daniel shared that he focuses on two key variables: the technical solution and the level of buy-in or enthusiasm. He emphasized that he'd rather have strong buy-in for a good solution than perfect solution without engagement. The conversation revealed how the brothers successfully lead together, maintaining high trust through constant communication via various channels. They acknowledge their different DISC profiles and leadership styles but see these differences as complementary. Their shared commitment to the business and continuous dialogue allows them to make many decisions independently while knowing when to consult each other on significant issues. Throughout the discussion, both Daniel and Peter demonstrated their deep understanding of leadership dynamics and their commitment to developing both their own organization and their clients' teams. Their practical, people-focused approach reflects their extensive experience in leadership development and organizational consulting. To learn more about Daniel and Peter's work, visit stewartleadership.com. Connect with Daniel Stewart on LinkedIn and Peter Stewart at on LinkedIn  --- Here for the learning? Go even deeper with courses on topics from problem solving to culture change to management systems at the JFlinch Learning Lab. Learn more at JFlinch.com/learninglab