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opportunity to play a role in developing the idea and it does not stop there.
The team identify and develop “what is in it for them” when they make the
idea work. Altruism is no doubt a wonderful thing, but for most of us, much of the
time, enlightened self-interest is a better motivator. So the whole team make an
exhaustive list of what stands to be gained through their efforts. In this way not only
are they committed to making things work, they are personally involved. There may be
individual differences in motives and ideas, but everybody examines each idea and
identifies all that they have to gain from making it work. Gains may include such
things as increased job interest and enjoyment, better job security, less hassle or they
may be far more detailed and idiosyncratic, but the key point is that individuals and
teams identify all the potential benefits. They are clear what the advantages are to
them and, as most of those advantages come as a result of having mutuality of
interest with the company, the company’s interests and their own are clearly seen to
be aligned and from day one they are eager to make the idea work.
Problems that have to be solved are identified. Now that the whole team is
committed and can clearly identify with making the idea work they look specifically for
those problems, and only those problems that could get in the way of implementation.
They are the problems that could deny people the benefits that they have identified.
Within the culture attitudes to problems have developed so that they are invariably
addressed unemotionally as “something to be solved”. They are not wallowed in or
exaggerated as grievances. There is little temptation to raise old grievances or retell
ancient “war stories”, but if any individual seeks to work out a hidden agenda, peer
pressures handles the situation. The success of FedEx has been highly contingent on
this attitude to problem solving rather than blame fixing. Problem solving always
addresses the needs of the customer because people have learned to realize that only
those problems that are a barrier to customer satisfaction are a priority. Otherwise you
consistently play to, and leverage, your strengths.
Problem-solving teams self-select to find solutions to the barriers to successful
implementation. By self-selecting those with the best likelihood of success, whether
based on knowledge and experience or motivation, they work on the potential
problems with creativity, energy and determination.
The remainder of the team continue to work on refining the basic idea. The
importance and urgency of the idea to be implemented is underlined by continuity of
effort. At no time is the impression given that this can be set aside while we do
something else. The idea has been shown to have major benefits to the organization
and to its people. It is therefore important. It is a sad fact of business life that what is
important, but not perceived as urgent, is regularly put aside for what is urgent
whether or not it is important, so continuity of effort counts. In FedEx whatever is
important is always treated as urgent. That’s how you get things done. Meanwhile
those that have assumed the task of problem solving are happy to delegate to let their
colleagues get on with the job in hand. Nobody sees any need to be in two places at
once. Each member of the team is making a contribution where they think that they
can deliver the best result. Few approaches can be more motivational than having
people volunteer to do what they know they will do best. In our company and with
our clients we try to ensure the best use of the best people as the cornerstone of our
and their business growth.

Forget your problem – give me your solution 115