People Solve Problems

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

Nick Katko, Owner and President of BMA, joined Jamie Flinchbaugh on the People Solve Problems podcast to discuss lean accounting systems and their role in problem-solving. With over 30 years of experience in practicing lean accounting, Nick coaches companies on how to leverage these systems to improve their operations and decision-making processes. Nick explained that lean accounting is more than just debits and credits; it's a comprehensive system that encompasses both financial and management accounting. In the financial accounting realm, lean accounting focuses on creating continuous improvement within the accounting function itself, eliminating waste and boosting productivity. On the management accounting side, it's about transforming the information used to run the business, ensuring it's relevant and reliable for lean operations. The conversation highlighted how traditional management accounting practices have largely fallen by the wayside, but lean accounting is bringing them back in a more effective form. Nick pointed out that as companies became leaner in their operations, they realized that traditional management accounting information wasn't helpful for decision-making in a lean environment. This realization led to the development of lean accounting systems. One of the key aspects Nick emphasized was the importance of thinking about lean accounting as a system rather than just an exercise. It involves people, analysis, decision-making processes, and operational practices, all working together to establish cause-and-effect relationships. Nick stressed that improving financial performance requires operational changes, and lean accounting provides the tools to make these connections. The discussion touched on the role of lean accounting in both problem identification and problem-solving. Nick explained that it depends on the situation - sometimes you start with a problem in the numbers and need to find the operational root cause, while other times you're making operational improvements and need to quantify the financial impact. He emphasized the importance of understanding operational performance and making connections beyond just the financial figures. Nick also addressed the common dilemma of "hard" versus "soft" savings in continuous improvement programs. He explained how lean accounting avoids the pitfall of soft savings by focusing on tangible outcomes, such as time saved, and then exploring how that time can be utilized to create value. When it comes to initiating a lean accounting transformation, Nick noted that it often starts with operational and continuous improvement teams, followed by small business owners, and then finance people. He stressed the importance of finance teams developing a learner's mindset and being open to understanding lean principles and their potential financial impact. For organizations considering a lean accounting journey, Nick outlined a general approach: start with education for key stakeholders, conduct a pilot project to prove the concept, develop standard work, and then replicate the process across the organization. He emphasized that it's an ongoing journey of improvement, not a one-time implementation. To learn more about lean accounting and its applications, Nick Katko has authored "The Lean CFO" and co-authored "Practicing Lean Accounting." Those interested in connecting with Nick can visit www.maskell.com or find him on LinkedIn.

In this engaging conversation, Alex Senchak, Managing Partner at Duarte Pond Investments, shares his expertise in agile leadership. He stresses the importance of 'meeting the moment' as leaders navigate the unpredictable landscape of business. Alex discusses how external pressures shape organizational culture, urging leaders to be flexible and proactive. He advocates for adaptable playbooks and effective communication, highlighting the significance of asking the right questions to empower teams and drive innovation in today’s fast-paced environment.

In this episode of People Solve Problems, Jamie Flinchbaugh sits down with Cheryl Jekiel, CEO and Founder of the Lean Leadership Center, to discuss the intricate relationship between leadership development and problem solving within organizations. Cheryl brings her extensive experience in HR and leadership training to the forefront, focusing on how companies can better develop their leaders by integrating problem-solving into the people aspect of their operations. Cheryl begins by sharing insights into her leadership development system, CORE, which is designed to enhance coaching skills and assist organizations in implementing strategies effectively. She emphasizes that leadership is not just about solving technical problems but involves creating environments where people can actively participate in problem solving. The CORE program offers leaders the tools to facilitate this participation, shifting the responsibility of problem-solving from the leader to the team. Cheryl highlights that many leaders, particularly in traditional workplaces, struggle to adapt to this shift, as they often view problem-solving as their primary function. CORE aims to help leaders develop a new mindset, where their role is to support and coach their team to solve problems, rather than doing it themselves. One of the key issues Cheryl identifies is the difficulty many leaders face in transitioning from a directive leadership style to one that is more participatory. She explains that while some leaders are naturally inclined to empower their teams, the majority need training and support to make this shift. Cheryl recounts her experiences in various organizations where leaders were unable to successfully implement lean practices because they lacked the skills to involve their teams in problem-solving. This observation led her to develop a comprehensive training program that not only teaches leaders how to coach but also provides them with ongoing support to ensure lasting change. Cheryl also touches on the importance of continuous improvement in leadership development. She compares leadership training to athletic drills, noting that just as athletes constantly practice the basics, leaders must also continuously work on their foundational skills. She describes how her program has evolved from a two-day training session into a year-long development system that continues to grow as leaders progress. The program is designed to be simple yet effective, focusing on core leadership behaviors such as setting clear expectations, providing feedback, and recognizing team members' contributions. One of the standout moments in the conversation is when Cheryl reflects on the success of her leadership development program in the state of Illinois. Initially skeptical, she was surprised by the positive results, with leaders reporting that they had more time to focus on strategic tasks as their teams became more autonomous in solving problems. However, Cheryl also acknowledges that the initial success was short-lived, as many leaders reverted to their old habits after six months. This realization prompted her to refine her program further, ensuring that the new behaviors became ingrained and long-lasting. Cheryl is now pursuing a doctorate to deepen her understanding of the outcomes of her leadership development work. She wants to better comprehend why certain elements of her program work so effectively and how they can be improved. Her goal is to leave behind a legacy of leadership development that is not only practical but also grounded in scientific research. For more information about Cheryl Jekiel and her work at the Lean Leadership Center, visit www.leanleadershipcenter.com or connect with her on LinkedIn.

In this episode of the People Solve Problems podcast, Jamie Flinchbaugh sits down with Crystal Y. Davis, CEO of The Lean Coach, Inc., a boutique consulting and coaching firm that partners with mid-to-large cap companies to enhance operational excellence and drive cultural transformation. Crystal, also known as "Your Corporate Confidante," brings her vast experience as a practitioner, leader, and coach to the conversation, offering deep insights into the challenges of leadership and the complexities of guiding organizations through change. The discussion kicks off with Crystal reflecting on the most difficult aspect of her work: helping leaders understand that their role must evolve to support cultural transformation. She shares a poignant example from her recent work, where a facility that had seemingly achieved success quickly backslid due to a lack of sustained management routines and accountability. This, Crystal notes, underscores the importance of leaders embracing their responsibility not just for immediate results, but for long-term cultural shifts that require consistent effort and adaptation. Crystal explains her dual approach to problem-solving: using both established methodologies and curiosity-driven exploration. She emphasizes the need for a tailored approach when working with leaders, recognizing that coaching requires permission and trust. This, she points out, is often the most challenging part of her job—getting leaders to open up and engage fully in the coaching process, which is crucial for their personal and professional growth. The conversation also touches on the importance of deliberate, thoughtful problem solving, particularly when faced with complex challenges. Crystal shares her practice of using the A3 problem-solving process, a method she finds invaluable for gaining clarity and ensuring that no aspect of a problem is overlooked. Despite her experience, she continues to rely on this structured approach, which allows her to see the "whole" picture and identify gaps that might otherwise be missed. Throughout the episode, Crystal and Jamie explore the nuances of coaching and consulting, including the need to adapt one's approach based on the culture and readiness of the organization. Crystal describes how she gauges the "tolerance for the nudge" within an organization, balancing the push for change with the need to nurture and support leaders as they stretch beyond their comfort zones. In concluding, Crystal highlights the critical role of self-awareness and emotional intelligence in her work, noting that these qualities are essential for successfully guiding leaders through the transformation process. She and Jamie also discuss the importance of understanding one's "zone of genius" and setting boundaries to maintain effectiveness and energy in coaching roles. For more insights from Crystal Y. Davis, you can visit her website at The Lean Coach, Inc. or connect with her on LinkedIn at Crystal Y. Davis.

In the latest episode of the People Solve Problems podcast, host Jamie Flinchbaugh welcomes Jacob Stoller, an accomplished journalist, speaker, facilitator, and Shingo-Prize-winning author of The Lean CEO. Jacob, who is also the author of the upcoming book Productivity Reimagined, brings his extensive experience in demystifying complex business and technology topics to the forefront of the discussion. As the founder of Conversation Builders, Jacob has a deep understanding of organizational dynamics, and in this episode, he dives into the often-overlooked issue of how companies conceal and avoid dealing with problems. Jacob begins by exploring the concept of productivity—a term that, despite its frequent use, is often misunderstood. He notes that many people equate productivity with simple metrics like GDP per worker, but such measures fail to capture the full picture. In Productivity Reimagined, Jacob redefines productivity by emphasizing the importance of quality in tandem with quantity. He argues that a superficial increase in output is meaningless if it comes at the expense of quality, using the metaphor of manufacturing defective products to illustrate this point. A significant portion of the conversation centers on the cultural challenges that prevent organizations from addressing their problems effectively. Jacob highlights how traditional hierarchical structures, where authority flows from the top down, discourage the open discussion of problems. He explains that problems often cross departmental boundaries, but organizations tend to manage each component separately, leading to conflicts and inefficiencies. This fragmented approach makes it difficult for companies to recognize and address issues that affect the entire organization. Jacob stresses the importance of creating a culture of trust within organizations, where employees feel safe to bring up problems without fear of retribution. He points out that for companies to truly solve their problems, leaders must be willing to prioritize long-term value over short-term gains. This involves pulling the "andon cord," a lean manufacturing term that refers to stopping production to address an issue, even when it might temporarily disrupt the workflow. Such actions, Jacob argues, are crucial for fostering an environment where problems are seen as opportunities for improvement rather than threats. The discussion also touches on the issue of conflicting Key Performance Indicators (KPIs), which Jacob identifies as a common barrier to problem-solving. He gives the example of a mining company where the operations department's KPI for equipment availability conflicts with the maintenance department's KPI for preventing breakdowns. These opposing goals create a situation where short-term decisions lead to long-term failures. Jacob advocates for a value stream approach, where all stakeholders work together towards a common objective, thus eliminating the conflicts that arise from siloed thinking. Throughout the conversation, Jacob and Jamie reflect on the broader implications of these challenges, drawing on examples from various industries. Jacob shares insights from his research, including the surprising ways that lean principles and productivity strategies are being applied outside of traditional business contexts, such as in environmental sustainability initiatives. He recounts a case where a winery reduced its environmental footprint and increased its output by addressing waste in its processes, an example that underscores the value of looking beyond conventional metrics. As the episode concludes, Jacob leaves listeners with a powerful reminder: productivity cannot be reduced to a single number or metric. Instead, it requires a holistic understanding of the factors that contribute to or detract from a company's performance. He invites listeners to rethink their approach to productivity, considering the systems and processes that underpin it rather than focusing solely on outcomes. For more insights from Jacob Stoller, visit his website at jacobstoller.com and connect with him on LinkedIn at Jacob Stoller. His latest book, Productivity Reimagined, will be available for pre-order soon at this link.

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh is joined by Dr. Wendy Smith, a professor at the University of Delaware and an acclaimed expert in organizational behavior. Wendy, who co-authored the book "Both/And Thinking," discusses the concept of how adopting a both/and mindset can enhance our problem-solving capabilities. With over 25 years of research and practical experience, Wendy explores the nuances of strategic paradoxes and how they influence leadership and decision-making. Wendy begins by explaining the fundamental premise of both/and thinking. She asserts that people frequently encounter tensions and competing demands in various aspects of their lives, from personal situations to organizational leadership. Traditionally, these tensions are framed as either/or dilemmas, where one must choose between two conflicting options. Wendy argues that this mindset limits creativity and can exacerbate problems. Instead, she advocates for a both/and approach that recognizes and embraces these tensions, leading to more innovative and sustainable solutions. Jamie and Wendy consider the psychological and structural aspects of adopting a both/and mindset. Wendy emphasizes that the way we frame our questions significantly impacts how we perceive and address problems. For instance, instead of asking whether to focus on quality or quantity, we should ask how to achieve both. This shift in perspective allows for a more holistic understanding of the problem and opens up new avenues for solutions. Wendy illustrates her points with practical examples, such as the ongoing challenge between maintaining existing products and innovating new ones. She describes her research at IBM, where successful leaders managed this tension by making micro-adjustments over time, a process she likens to tightrope walking. This method involves consistently balancing and rebalancing resources and priorities to accommodate both immediate needs and long-term goals. The conversation also touches on the importance of emotional and cognitive flexibility. Wendy introduces the ABCD framework from her book, which outlines four key areas for cultivating a both/and mindset:  Assumptions (how we think) Boundaries (the structures we create)  Comfort (how we feel) Dynamics (the practices we implement) She stresses that changing our habitual ways of thinking and questioning can significantly enhance our ability to find integrative solutions. Jamie appreciates the practical application of Wendy's framework, noting that it aligns well with traditional problem-solving stages: framing the problem, analyzing it, and identifying solutions. Wendy agrees and highlights the value of continuously revisiting and adjusting our approaches to stay aligned with both/and thinking. Towards the end of the episode, Jamie asks Wendy about the reception of her book. Wendy shares that she has been pleasantly surprised by how well the concept of paradox resonates with leaders and practitioners. She notes that many people find comfort and validation in recognizing the inherent tensions they face and are eager to adopt a both/and approach to navigate them effectively. Wendy's insights provide valuable guidance for anyone looking to enhance their problem-solving skills. Her emphasis on embracing paradoxes and shifting our mindset from either/or to both/and offers a powerful tool for fostering creativity and achieving sustainable success. For more on Wendy Smith's work, visit her website at www.bothandthinking.net and connect with her on LinkedIn.