In an executive coaching session, a highly skilled and intelligent senior executive told me how depressing her life had become because she would not get the project assigned to her on time.
She spent most of our session pointing out the myriad problems preventing her from reaching her goal. Evidently, this leader was quick to point out problems, but I could not detect any action taken on her part to solve them. The deeper I probed, the more apparent it was that this leader had inadvertently created this culture within her team.
In her misguided belief that as a leader, it was her job to fix all the problems, she has communicated that all problems should come to her, and as a result, she feels overwhelmed by the dependency on her problem-solving skills. Her team had very little input on handling problems, which explains why the project is significantly delayed and the team’s output is below expectations.
I offered some advice and helped her prepare an action plan, but based on her defensive stance, I felt she would politely accept my recommendations but not take them seriously enough to act on them and make things happen.
I also know of leaders who are slightly skewed toward being hard-nosed. At least once in their leadership life, they have had countered people coming to them talking about the problems they have to solve with a stern, “Don’t come to me to tell me about your problems unless you have a solution in mind.”
Some are even tougher. (Though I wouldn’t advise it.) These stern leaders say, “I’m not paying you to tell me about problems; I’m paying you to solve them.” Such leaders often fail to grasp why their competent team members can’t tolerate them, leading many to resign.
Companies should send these leaders to my “Level Up Leadership seminars.” (I’m just kidding, but perhaps I am not).
If you happen to find yourself in the same predicament – overwhelmed, too much dependency from your team that you will solve the problems they bring – consider the following carefully.
As a leader, it’s natural to feel the urge to intervene and solve problems whenever a team member brings up an issue. It’s an instinctual response driven by a desire to help and ensure everything runs smoothly. However, a crucial shift in mindset is required for effective leadership. Rather than immediately taking on the responsibility to solve it, your role should be to assist your team members in finding the solution themselves.
This approach isn’t just about delegation; it’s about empowering your team members to develop problem-solving skills. Think of yourself more as a guide or a mentor, acting like a developer of talent rather than a doer who completes tasks for others.
When confronted with a problem, it is beneficial to engage the team members in a dialogue about potential solutions.
Ask them, “How would you handle this situation?” This method does more than lighten your load – it encourages ownership and accountability.
Team members are often closer to the issue and may offer innovative solutions that haven’t crossed your mind. By involving them in the problem-solving process, you foster a sense of responsibility and initiative.
It’s also important to make problem-solving manageable for your team members. For instance, if the issue involves another person, it might be tempting to step in and handle the uncomfortable conversation yourself. However, regularly rescuing team members from these situations can stunt their development.
Instead, coach them on how to approach and manage difficult discussions. Offer your support and guidance, but let them handle the challenging parts. This will improve their interpersonal skills and build their confidence in handling similar situations in the future.
Ultimately, the goal is to transform your team members from being merely problem pointers to proactive problem solvers. This transition enhances their growth and capabilities and contributes to your team’s overall resilience and efficiency.
By fostering an environment where team members are encouraged to think critically and resolve their challenges, you’ll cultivate a more dynamic and empowered team. This approach will undoubtedly contribute to your group’s collective success and adaptability, making your leadership more effective and impactful.
If you want to see your team grow and take greater ownership, help them become problem solvers rather than problem pointers.
(Francis Kong’s “Inspiring Excellence” podcast is now available on Spotify, Apple, Google, or other podcast streaming platforms.)
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