Essential Soft Skills for Career Success, Part 7

Problem-Solving is the Most Desired of all Soft Skills

It’s been said that “Every great company starts by solving a problem.”  Indeed, all businesses are in the problem-solving space because their core function is to identify and address customer needs or pain points.  Businesses essentially solve problems that exist within their market, whether it’s through providing a product, service, or solution that improves a customer’s situation.  Thus, problem-solving is inherent to any business operation.  So, it stands to reason that the ability to solve problems is one of the most desired skills employers seek from all soft skills.  In fact, it is desirable even if the position doesn’t really require much, if any, problem-solving.  Here’s why. 

Problem-Solving Ability for all Employees

When hiring staff, employers frequently recruit and test for ability to solve problems, considering it a crucial skill for success in most roles.  Indeed, according to NACE’s “2023 Job Outlook Report”, more than 60% of employers want to see evidence of problem-solving skills when evaluating candidates.  They often use various methods such as cognitive ability tests, case studies, situational questions during interviews, and job-specific exercises to spot a candidate’s aptitude for solving problems during the hiring process.  This skill matters for practically any role.  While some roles require greater problem-solving ability than others, employers value this critical skill across all job functions to some degree. 

Why is that?  If for no other reason, it is seen as evidence of job and business success.  But that’s not all.  Even for positions that generally don’t involve solving a problem, having that skill is important because practically everyone has to solve one problem or another at work on a regular basis, even if not related to their specific role. 

Indeed, management consulting firm Trenergy Incorporated conducted a study across a variety of industries — including healthcare, energy, manufacturing, distribution, and professional services – where they asked, “On an average week, how much time do you spend trying to solve work-related problems?” Respondents ranged from new employees to executive leadership and everything in between.  Work-related issues were widespread, including problems with new technology or software upgrades, HR and benefit questions, company policy questions, field support for technical problems, and issues with facilities.  The study found that employees spent an average of three hours per week solving work-related issues.  Based on that, it was determined that a typical 1,000-employee organization spends $6MM a year on problem-solving. That’s big bucks.

New Hires Spend (Waste) More Time Trying to Solve Problems

That study also revealed an interesting factor.  They found a significant inverse correlation between the number of years of employment and the amount of time spent solving problems at work. Employees at the company for less than five years spent up to 15 hours per week problem-solving and troubleshooting.  However, more tenured employees spent around one hour.  So fast-growing organizations and those with a high turnover rate expended even more time and money solving problems.  Why?  There are several key factors that contribute to why new hires spend more time solving problems compared to their more seasoned colleagues:

Lack of Context and Institutional Knowledge – Tenured employees accumulate a wealth of knowledge about the company’s processes, systems, and culture. They understand the “why” behind certain procedures and have a better grasp of how different departments interact.  New employees lack this context, which means they often have to spend time researching, asking questions, and navigating unfamiliar territory.  

• Familiarity with Tools and Systems – Seasoned employees are proficient in using the company’s software, databases, and other tools. This allows them to quickly access information and resolve issues.  New employees need time to learn these tools, which can slow down their problem-solving process.
  
  
• Established Networks – Tenured employees have built relationships with colleagues across different departments and with different vendors. This network allows them to quickly find the right person to help them solve a problem.  New employees are still building these relationships, which can make it more difficult to get the information or assistance they need.
  
  
• Experience with Common Problems – Seasoned employees have likely encountered and resolved similar problems in the past, allowing them to quickly identify the root cause of a similar or related issue and implement an effective solution. New employees are encountering many problems for the first time, which requires them to spend more time analyzing and troubleshooting.
  
  
• Onboarding and Training – Even with good onboarding, some institutional knowledge is gained only through on-the-job experience. This means that even with training, new employees will still have a learning curve to overcome.

In essence, the difference comes down to experience, familiarity, and established connections.

That may explain why, according to a Leadership IQ study, about 11% of new hires fail due to a lack of necessary problem-solving skills.  They lack the experience, familiarity, and established connections of seasoned employees, and the team may not have the patience to allow them to learn how to troubleshoot organically.  But it may go beyond that. 

There is some research indicating that a significant portion of new hires may have weaknesses in this mission-critical ability.  The weaker the skill, the more likely the employee is to get stuck and be unable to make progress on goals.  Some studies suggest that increased reliance on technology, particularly instant access to information online, may have affected certain aspects of problem-solving for millennials and zellennials.  There is concern that it has led to a tendency to seek quick answers rather than engaging in deep critical thinking.  For example, a 2015 study by the Educational Testing Service (ETS) found that U.S. Millennials fell short of their international peers in problem-solving in technology-rich environments.  This suggests that while they are adept at using technology, they may struggle with applying it to solve complex problems.

Improving Problem-Solving

The good news is that the best way to become a better problem-solver is by solving problems.  As the adage goes, practice makes perfect.  But first, it helps to start by understanding the concept and best practices involved in problem-solving.

Defining ‘problem-solving’ might seem obvious: the ability to work out a solution to a problem.  However, there is a bit more to it than one might initially consider.  Problem solving is the process of identifying problems, analyzing their causes and associated data, brainstorming ideas, evaluating solutions and then implementing the steps that eliminate the problem.  Thus, it involves creativity, innovation, time and task management, data analysis, etc.   Problem-solving also requires initiative because answers are seldom visible on the surface. They aren’t typically spelled out or handed on a platter.  And, it entails some digging, research, and testing of conclusions before the positive results appear.  Problem-solving, therefore, is comprised of a series of sub-skills:

• root cause analysis – As Peter Drucker put it, “The most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong questions.”
• resourcefulness
• adaptability
• decision-making, and
• solution implementation

These sub-skills are then applied in a specific way or method dubbed as the “1-3-1 rule.”  The 1-3-1 rule of problem solving recommends identifying the one specific problem, brainstorm three potential solutions to that problem, and then recommend one clear solution as the best course of action.  Essentially, it encourages focused analysis and decision-making by presenting multiple options before settling on a single recommendation. 

Step 1 – Define the exact problem you’re trying to solve. 

Step 2 – Generate three distinct and viable solutions to address the problem. 

Step 3 – Apply the best solution to determine if it works.

This method promotes critical thinking. By considering multiple options, it forces the individual to thoroughly evaluate different approaches. It also encourages ownership by asking the individual to present his/her own solutions.  This fosters accountability and stops employees from running to the boss for the answer every time there is a problem.  And, it helps to clearly articulate the problem and proposed solution.  The 1-3-1 rule can be used in various scenarios, including team meetings, individual decision-making, and when addressing challenges with colleagues or superiors. 

American philosopher Brand Blanchard added a subtle fourth step and put it this way when considering how to think about a problem:  “The first step is to make the problem specific . . . ; The second step is to form theories freely of how to rid yourself of that burden . . . ; The third step is to develop in foresight the consequences of your proposals . . . ; The fourth and final step in thinking is to compare the consequences of your proposals to see which is best in the light of your scheme of life as a whole!”

Solving Problems 24/7

Companies like Amazon, Google, and Cisco are known to prioritize hiring for problem-solving skills and encourage employees to solve problems autonomously, with a focus on providing the necessary resources and fostering a culture of independent decision-making and creative problem-solving.  The easiest way to have problem-solving employees is to hire for that.  But the truth is that it’s hard to tell who a true problem-solver is deep down in their core. 

Here are two tips to spot true problem solvers.  First, problem solvers are people who ‘take a stab at stuff’.  As General Colin Powell said, “Don’t bother people for help without first trying to solve the problem yourself.”  Find who on the team comes not just with a problem but also with what they’ve already thought or tried.  Second, problem solvers aren’t defensive when a problem is identified. In most cases, they’ve already thought of the problem themselves, but even if they haven’t, an identified problem is more invigorating to them than threatening.

The beauty of problem-solving as a skill is that it is transferable.  Across all industries and professions, whether actively highlighted or not, this skill is crucial and will be called upon.  Thus, candidates can easily demonstrate evidence of where this skill was used previously.  Hiring managers should look for that.  And employees should look for opportunities to strengthen their problem-solving skills.  That’s always valuable.

Quote of the Week
“The significant problems we face cannot be solved at the same level of thinking we were at when we first found them.” Albert Einstein

© 2025, Keren Peters-Atkinson. All rights reserved.

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