With Andrew Luck’s Retirement, Managing Unexpected Problems Is Top Of Mind

Yesterday at the tender age of twenty-nine Indianapolis Colts quarterback Andrew Luck gave up something he loved: football. With an extensive injury history, the last few years and the perils of rehabbing; Luck emotionally expressed that his holistic well-being had become compromised while also losing a love of the game. By retiring, he has left the Colts' organization in a tough position and faced with an unexpected problem.

In every profession, there are unexpected problems, some large and small that require skills and a strategy to make decisions. Often it's not the initial problem that creates challenges, but the decision-making process that follows. Everyone believes they hold a simple solution to a complex issue, and that there is always a deadline to make that decision. The phrase "We need to do something now" is often a recurring theme. However, what is more important, the right decision or a rushed one? We all know the answer but go against that intuition sometimes.

The next time, an unexpected problem comes across your desk, don't rush to an answer, employ the TACT strategy. TACT stands for:

1. THINK. Step back and think about the problem, making sure your mind is entirely focused on the core issue. For example, McDonald's wanted to franchise their restaurants in the 1960s, until owner Ray Kroc realized he was in the real estate business, instead of burgers. Did his franchise idea take off? What is the core problem that requires a decision? Dig and go deeper into finding the "real" issue. It's not as evident as everyone might believe.

2. ASSESS. Once you have spent time thinking and defining the core problem, assess the potential solutions that could be available while collecting as much data and information on the subject. Remain cautious not to have a pre-determined solution before collecting data. Remove bias confirmation by never having an answer before the data is fully received. Do judges decide on cases before all the evidence is presented and reviewed? No, of course not, and neither should you.

3. CONSIDER. Once the data is collected as it relates to the core issue, consider every option available, and spend time thinking of ones that are not. There are never A and B answers to complex problems—which is called false duality. Never let anyone give you an A or B decision. Challenge people to find the C, D, E, and F potential solutions. Those are critical to making the right choice.

4. TAKE A STAND. Once a decision is finalized, focus on remaining robust, poised, and confident. Don't give into talking about the unexpected problem and the unfairness of being placed in a horrible situation. Never let the "unexpected" control your thoughts or your actions. Challenges, adversity, and obstacles happen. Life moves forward. By not discussing the problem after the first day, allows you to sell, startegize and cultivate a solution.

You have a unique opportunity to follow and implement the TACT strategy the next time you are confronted with the unexpected. It works as long as you do!

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