Not All Problems are Problems – 5 Real Problems for Leaders
A problem to you is a solution to someone else.
Friction and conflict are advantages when they inspire learning, growth, or innovation.
You might believe bureaucracy is a problem. But in top-down organizations bureaucracy is a solution. Rules and procedures prevent deviation and congeal power.
5 real problems for leaders:
#1. Blaming.
Lack of responsibility always results in recurring issues and worsening problems.
When you hear blaming from team members ask, “What do YOU want to do about that?” Listen. Expect action.
#2. Patterns.
Problems give meaning to leadership. Recurring problems destroy leadership.
Recurring problems indicate you are the problem.
Recurring problems won’t be solved with the same conversation. Never have the same conversation about the same problem more than two times.
Unsuccessful strategies don’t magically work on the third go round. Patterns are resolved by escalating interventions.
#3. Distraction.
Anything that persistently distracts you from your mission is corrosive. Distractions often seem small, but that’s what makes them deadly.
Identify and eliminate distraction when you end the day wondering what you accomplished.
#4. Fixing.
Fixing problems inflates your ego but disempowers people. The more fixing you do – the more fixing you have to do.
Expect competent people to solve their own issues.
2 questions to silence your fixer:
- What have you tried to resolve this issue?
- What else might you try to solve this problem?
Note: Some problems require your involvement. Is your authority needed? Do you have unique knowledge?
#5. Inevitability.
Let go anomalies like the manager who loses his/her cool once in a blue moon.
Address any problem that inevitably gets worse if left to itself.
A better way:
Successful leaders seize opportunities.
The seduction of problem-solving is a problem. Focus on seizing opportunities, not on solving problems.
Your biggest leadership opportunity is developing talent, both yours and others’.
Which ‘real’ problem seems most relevant to you? Why?
Added resources:
The Discipline of Innovation (hbr.org)
Dan,
With all of us working without refined job descriptions similar to Unions, the Gambit is open to who’s job is it? I see the “Blaming” in connection to “Accountability” in a sense when we hold ourselves and other Accountable the blaming tends to be on a smaller scale, provided there is a line of declination outlined under “responsibilities” and ‘Tolerances”. Without and sense of a structure we tend to flounder around looking for excuses.
Problems that re-occur have never been addressed to begin with in a sort they get pushed under the rug or no one wanted to fix them, one individual will see the problem the other will see the solution, let them meet and fix the problem, often times we just need to communicate.
The “problem solvers” need to perhaps push “the fixers” with a bit of guidance yet challenge them to pursue the solution on their own.
Thanks Tim. Your reference to confusion do to ambiguity of job descriptions is important. It suggests that communication is essential. The problem with too much clarity on job descriptions is we won’t take initiative because we don’t want to step on someone’s toes. But, too little clarity seems to be an excuse of inaction as well. Hence the need for communication.
Dan,
Absolutely, thus the “Union” reference, job descriptions are defined, but since we are in a mixed environment of real work compared to defined world discussion, do first, repent later.
Dan, I really like your statement.
“Recurring problems indicate you are the problem. Recurring problems won’t be solved with the same conversation. Never have the same conversation about the same problem more than two times.”
Recurring problems often indicate you are dealing with the symptoms and not the real underlying problem.
When I am faced with a problem I always ask myself.
1. Who owns the problem? ( Some people like to try to give you their problems.)
2. Priority. (How important is this problem?)
3. What approach should I use to solve it. (Should I delegate, outsource to an expert, or get involved myself?)
Thanks Paul. Symptoms or causes… now there’s something worthy of discussion. Are we solving symptoms or addressing the root cause. It’s incredibly easy to focus on symptoms. Plus, solving symptoms is usually quicker and easier.
Focus on seizing opportunities, not on solving problems. First of all I saw a Problem the other day it was on a math test. Every day we are faced with challenges (not problems), we either sieze those challenges as “potential opportunities” to move forward or we just pass. When we sieze the opportunity and choose to work on it we can move toward solutions. I have found that it’s more attitudinal than anything else.
Thanks Roger. I can always count on you to shift our thinking away from problems. 🙂
Attitude matters. We might not be able to control circumstances, but we can control our attitude.
I’ve seen good leadership only once in 7 years of working.
Managers don’t like to empower. Systemic lack of trust and high egos is human nature.
Poor leadership and petty politics is why I left corporate for contract work and option trading.