Organizations and teams today must navigate rapid change to succeed. Leaders at all levels are tasked with adapting quickly, solving problems efficiently, and finding ways to improve continuously. It is easy to feel like we’re constantly firefighting—solving the same problems over and over or scrambling to keep up with new demands. For middle managers, these challenges are particularly pressing. They must guide their teams through uncertainty while also addressing the broader needs of the organization.
When faced with a new challenge, it is easy to focus only on immediate results. However, this reactive approach can lead to the same problems reoccurring, draining time and resources. To avoid this cycle, consider starting with a simple but powerful question:
Is this challenge a one-off, an occasional problem, or the new normal?
Taking a moment to answer this question before problem-solving ensures that the approach aligns with long-term organizational needs. It can help prioritize efforts, create efficiencies, and build agility. Let us explore how this framework works in practice.
1. One-Off Challenges: Just Get It Done
Some problems are one-time events. Examples might include a unique request from leadership, an urgent customer issue, or an unexpected logistical hiccup like a week-long delay in delivery of a new machine for your manufacturing line.
For these challenges, the focus should be on quick execution. Solve the problem efficiently and invest minimal time in documentation apart from what is required for accountability. There is no need to create elaborate systems or processes for problems that are unlikely to happen again.
That said, it is important to track trends. If a “one-off” begins to repeat, it may signal a shift in needs and could require reclassification.
2. Occasional Problems: Build a Template
Some problems occur rarely but predictably. These might include quarterly reporting, onboarding a new employee, or addressing a certain type of issue with a vendor or customer. The threshold here is situational – it may be uncommon for your team to experience delayed flights when traveling to visit clients, but is the likelihood high enough to warrant investing time?
For challenges that are likely to recur periodically, a template is the most effective solution.
Rather than starting from scratch each time, document the essential steps to create a reusable framework. This could take the form of:
- – A checklist of tasks.
- – A pre-formatted document or presentation.
- – A set of guidelines or best practices.
Templates reduce time and effort while ensuring consistency and quality. They also help others in the organization handle similar tasks efficiently. For example, if you resolve a specific type of customer complaint, create a guide or script that can streamline the process in the future.
3. The New Normal: Build a Process
Finally, some challenges reflect a fundamental shift in the way work is done. This might include adapting to new regulations, integrating a new technology, or addressing evolving customer expectations. For these situations, it is essential to build a process rather than rely on ad hoc solutions. This also applies to problems or gaps identified in your existing processes.
A process is a documented, validated set of repeatable steps that produce consistent results. Developing processes requires collaboration with team members to ensure they are clear, practical, and actionable. Effective processes also include detailed documentation that can be refined over time.
By investing in robust processes, organizations build resilience and empower teams to respond effectively to ongoing challenges.
Why This Question Matters
Asking, “Is this a one-off, an occasional problem, or the new normal?” helps leaders focus their time and energy where it will have the greatest impact. This simple framework ensures that:
- – Teams allocate resources efficiently.
- – Solutions address both immediate and future needs.
- – Leaders avoid repeatedly solving the same problems without improvement.
Middle managers are well positioned to embed this habit into their teams’ workflows. Their unique role allows them to balance operational demands with strategic thinking. By encouraging teams to pause and reflect before diving into action, they help build organizational agility and foster a culture of continuous improvement.
The next time you face a new challenge, resist the urge to react immediately. Instead, take a moment to consider whether the problem is a one-off, an occasional occurrence, or the new normal. The answer will guide your approach and ensure the solution works not only for today, but for the future.
