What to Do about the Real Problem

The problem is in here, not out there.

The core difference between remarkable leaders and lousy leaders is responsibility.

The real problem:

The real problem isn’t unmotivated team members. The real problem is what are YOU doing to engage and energize team members.

Blaming isn’t leading. Stop complaining and try something.

“The manager is either an engagement-creating coach or an engagement-destroying boss, but both relationships affect employee behavior.” Gallup

You might think the problem is lack of funds. The real problem is what are you doing with the funds you currently have.

When the problem is “out there”, others are responsible. Anything you do is a gift.

The real problem isn’t lack of time. The real problem is how are you using your time.

When the problem seems out of your control, you release yourself from responsibility.

  1. Turn your phone off and concentrate on one thing for 45 minutes.
  2. Ask, “How much does this really matter,” before taking on new tasks.
  3. Take something out of your bucket before putting something in.

The real problem isn’t lack of talent. The real problem is how are you developing people.

You feel superior when other people are the problem.

The danger of superiority:

Placing the problem “out there” allows leaders to feel superior to others.

Feeling superior:

  1. Allows you to stand aloof and disconnect.
  2. Encourages you to judge and look down on “problem people”.
  3. Releases you from responsibility to care and serve.
  4. Gives you permission to NOT listen.
  5. Is permission to be passive.

The ultimate question:

The ultimate question is what are YOU going to do about the problems you see?

Lilly Tomlin said, “Somebody should do something about that. Then I realized I am somebody.”

What’s at the heart of blaming?

How might leaders practice responsibility in an imperfect world?

Bonus material:

Why Taking Responsibility is Always the Best Choice (Conant Leadership)

Why Good Leaders Pass the Credit and Take the Blame (HBR)

How Real Leaders Demonstrate Accountability (Michael Hyatt)