When you discover a problem, how deep do you go into finding a solution?
In many cases, and like others, you might stop after reaching the first idea. However, the first idea but scratches the surface. In some cases, you might dig a little deeper and discover a second idea. Yet even the second point likely will not address the root cause.
For example, let’s say an important client recently churned:
Q: Why did client A churn?
A: The client didn’t feel enough value was gained.
AND
Q: Why wasn’t there enough value?
A: The client didn’t consistently use the product.
Not bad. And although these are effective questions, I see this as just the start. To find the right answers and avoid venturing along the wrong path, you have to go further with your analysis.
For this week, let’s take a look at a problem-solving technique called “The 5 Whys.”
Introducing the 5 Whys
The “5 Whys” is a relatively simple technique to understand, but requires careful reflection in practice. In short, when a serious problem arises, you ask “why” five times to reveal the root cause, unraveling layers until you expose the core.
By using this technique, the team continues asking “why.” As a result, they better understand the cause of the churn.
So returning to the previous set of questions, it would look like this:
Q1: Why did client A churn?
A1: The client didn’t feel enough value was gained.
Q2: Why wasn’t there enough value?
A2: The client didn’t consistently use the product.
Q3: Why didn’t the client use the product consistently?
A3: The client missed key milestones during the onboarding process.
Q4: Why did the client miss these milestones?
A4: The client declined onboarding training.
Q5: Why did the client decline onboarding training?
A5: The client said it was too costly.
Going forward, you offer onboarding for free as a solution because it’s more costly to lose the customer than to provide training. Alternatively, you might offer some kind of tiered training, with a digital or 1:many option available for smaller clients. Or you might build in-product solutions such as popups or tutorials, thus eliminating altogether the need for costly training.
Applying the 5 Whys to Leadership
The practice can be used for any problem, and that includes leading your team.
For example, imagine you are grappling with persistent team performance issues. By starting with “Why is the team underperforming?” and diving deep, “The 5 Whys” can reveal unexpected solutions.
Q1: Why is the team underperforming?
A1: Meetings don’t feel productive and time gets wasted.
Q2: Why aren’t meetings productive?
A2: Communication is poor. People don’t exchange ideas.
Q3: Why don’t people exchange ideas?
A3: There is a lack of trust within the team.
Q4: Why is there a lack of trust?
A4: People don’t feel compelled to collaborate.
Q5: Why don’t people collaborate?
A5: The current rewards system perpetuates competition and distrust.
Pro Point!: Schedule a follow-up.
After you have implemented a solution, schedule a follow-up review in 1-3 months to reassess both the problem and the effectiveness of the solution. By being proactive, you make any necessary adjustments and ensure that the issue has truly been resolved.
Points of Concern with the 5 Whys
Of course, “the 5 Whys” are not perfect. Some problems include:
Problem #1: Objective vs. Subjective Conclusions
You don’t want to enter into the exercise with preconceived ideas. You want to remain neutral as you work through the process. And when you have a prospective solution, examine the data to be objective.
Keep in mind that biases can easily creep in when you feel emotional about the problem or when pressured to find a quick fix.
Problem #2: Width vs. Depth
You don’t want to grab five different, unconnected ideas. And as you drill down, each answer directly leads to the next question. Don’t go wide. Go deep.
However, a depth-focused approach can cause you to miss connections or alternative causes, any of which might also contribute to the problem.
Problem #3: Oversimplification
“The 5 Whys” assumes there is a linear relationship between the causes. However, this may not be true, especially in complex systems in which multiple factors interact. As a result, you might oversimplify the problem and not address other systemic issues.
Problem #4: Asking the Wrong Questions
The 5 Whys heavily depends on asking the right questions. If you poorly frame your initial “why” or work from incorrect assumptions, the entire analysis might be ineffective. As such, the first question must accurately capture the problem for subsequent questions to uncover deeper insights.
Wrapping Up
“The 5 Whys” serves as an indispensable tool that I have used for targeted problem resolution. Even complex problems can be dismantled, and the deep dive reduces the likelihood of acting on the wrong conclusions.
See you next week!