Problem-Solving and Decision-Making
Problem-solving and decision-making have shown up in every role I’ve taken on – whether formal or informal – and I’ve learned that the most effective solutions often come from staying calm, listening closely, and knowing how to break a problem down into manageable steps. I don’t approach issues with a formula. I look at the people involved, the context, the risks, and then decide what needs to happen next.
When I’m working through a decision, I usually start by getting clear on what the real issue is – what’s causing the problem, who’s involved, and what the constraints are. I think through the options, weight out the pros and cons, and consider how each choice might affect others down the line. I often talk things through with the people closest to the situation, especially if it helps me see something I might have missed. Whether the call is small or high-stakes, I’ve learned that slowing down just enough to look at the full picture leads to better outcomes.
At the City, one of my most meaningful contributions was creating new public pamphlets for the building department. Before I joined the team, the handouts – which were only a few – we gave out were a mix of outdated instructions, jargon-heavy explanations, and forms that didn’t match current municipal, provincial, and federal bylaws and regulations. I saw applicants getting frustrated and staff spending time re-explaining the same issues. Instead of waiting for someone to assign it to me, I started updating the documents myself. I gathered feedback from staff who also handled inspections, permits, and zoning questions, and I paid close attention to the types of inquiries we got at the front counter. I rewrote the pamphlets in plain language, added flowcharts and pictures to explain processes visually, and made sure the steps aligned with how we actually did things, and not just how they were written years ago. I even created new handouts for areas we hadn’t covered before or just didn’t have handouts for, like site plan requirements and mobile vendor permitting. These guides didn’t just make things easier for the public – they reduced errors, helped with public knowledge, made counter conversations shorter, and improved staff consistency. What I learned from that was how solving even small communication gaps can shift how an entire system functions and how important it is to involve both users and team members in that process.
Internally, I developed spreadsheets that became essential for tracking and managing our permit and licensing workflows. For building permits, I created a tool that showed exactly where each permit was in the process – whether it was in intake, plan review, inspections, or waiting for more info. It included timelines, status updates, and notes from various staff, all in one place. This made it easier for our team to provide consistent updates and prevented permits from slipping through the cracks. I also built a spreadsheet for tracking business licences, including application dates, outstanding requirements, planning review status, inspection statuses, and correspondence history.
Another spreadsheet I built was specifically for the building inspectors. We kept running into situations where an inspector would have a detailed conversation with an applicant before a permit was even submitted, and then a different inspector would get assigned once the application came in – with no idea that the other conversation had even happened. This led to confusion, mixed messages, and wasted time trying to track down who said what. I created a pre-application tracker where inspectors could log the address, date, who they spoke to, what was discussed, and any advice given. It gave everyone a quick, shared reference point and cut down on duplicate work and crossed wires. It was a simple solution, but it made a real difference in how we communicated and stayed on the same page as a department.
These tools helped streamline communication across departments and saved time by reducing duplicate work and confusion. Building them wasn’t just about plugging data into boxes – it meant thinking critically about what information was needed, how people used it, and how to organize it in a way that made sense across different roles. These systems filled a major gap in our internal process, and I’m proud that they’re still being used today.
Even in my free time, I gravitate toward challenges that make me think strategically. I’ve completed over 250 in-person escape rooms and more than 20 in VR, and I don’t just enjoy solving them – I study them. I reflect afterward on what worked, what didn’t, and how the designers structured each puzzle. I look at where we got stuck, how group dynamics affected performance, and how certain clues could’ve been clearer. This has sharpened my ability to spot gaps in logic, work through patterns quickly, anticipate where others might get lost, and break down complex problems under pressure. I’ve applied that same problem-solving mindset in real life – especially when leading volunteers, designing workflows, or heading training. What started out as a fun hobby has genuinely sharpened how I think, collaborate, and adapt – and I’ve brought that mindset into every professional challenge since.
One of the hardest decisions I’ve ever had to make was in my janitorial business, when a long-time client reported a theft after a cleaning. I didn’t panic or make assumptions. I gathered information carefully – talked to the client, reviewed scheduling, and privately spoke to the employee involved. I approached it with fairness and an open mind, but also with firm expectations. Eventually, the employee admitted to the theft. I helped the client recover their loss, and I sat down with the staff member for a long conversation about integrity, consequences, and how to make things right. It wasn’t just about protecting my business – it was about responding in a way that upheld my values and treated everyone like a person. That situation taught me a lot about boundaries, ethical leadership, and how sometimes the best solution is one that balances accountability with empathy. It also led me to rework staff onboarding materials and clarify expectations around trust, professionalism, and client responsibility.
During a city-wide power outage, I was called in to help run the Emergency Reception Centre. There wasn’t a lot of instruction – just a fast-moving situation and a room full of people looking for answers. I quickly became the point of contact between the public, city staff, and emergency managers. I had to listen carefully to updates, translate complex logistics into simple explanations, and respond to people who were scared, frustrated, or overwhelmed. I remember one family with small kids who showed up unsure of where to go. I guided them calmly, connected them with volunteers, and helped them settle into a quiet space. What I learned in that moment was that decision-making isn’t always about big policies. Sometimes, it’s about tone, timing, and reading what people need. That experience made me more confident in how I handle emergencies where staying calm, adapting quickly, and making sure people feel supported even when the answers aren’t perfect yet, is more important than just following a set of instructions.
All of these examples – whether they were behind a desk, on a cleaning site, in a puzzle room, or during an emergency – taught me that good problem-solving is about more than just being clever. It’s about listening, noticing what isn’t working, and being willing to step in with a solution even if no one asked you to. It’s about choosing the best action, not just the easiest one, and learning from what happens next so you’re even better prepared next time.
Evidence supporting Problem-solving and Decision-making
4.1 Redesigned city form (building information sheets)