Fundamentally, managers and most people are too quick to jump to the problem's solution rather than figure out the real reasons. This leads to an implementation strategy that does not correctly solve the problem. This can come from a lack of framing the problem correctly or the manager not going and seeing the issue for themselves (Markovitz, 2020). Markovitz (2020) brings up how Albert Einstein reportedly said that if he had an hour to solve a problem, he would only spend the last five minutes thinking about the solution; the rest would be spent working on the problem. I have also seen that once you find the correct problem and are going about solving it, the metrics to assess the implementation are vague and not flushed out. This is where the SMART acronym can come into play. To create metrics, they must be Specific, Measurable, Achievable, Relevant, and Timed (text). In my career, I have seen many managers who do not set measurable or timed goals. This has led to year-long initiatives that need a better-defined end date due to a lack of measurable metrics. These initiatives waste resources and company time