Team members naturally raise problems to be solved. They bring needed decisions to the attention of leaders.
Team members describe the risk/reward of the issue and presume, from their perspective, that a solution will make matters better or easier.
Leaders are tasked with deciding whether this problem is worth the time and resources to address, and who should be tasked with reaching a solution or decision that resolves it.
However, the best leaders and decision-makers do something else once they learn of a problem or issue. They test it.
They make sure to explore the root cause or core reasons why the problem exists to ensure they understand and agree with what is really at issue.
As a rule, they never automatically accept the problem definition that has been presented to them. From experience, they know how important it is to get to the crux of the issue and the foundation of the problem. This ensures they are addressing the “real” problem and not a symptom or an affiliated but less important issue.
Operating from the premise that whatever definition of the problem presented to them may or may not be accurate does not require the leader to challenge or expose their suspicion. To avoid making others defensive or combative, good leaders are artful in the way they explore what the “true” problem might be.
Probing the problem statement offered by asking about its origin, what symptoms it displays, how it is connected to other problems, and what causes are behind it allows a leader to avoid moving too quickly and mistakingly accepting the wrong problem.
This inquiry is best couched as curiosity and not a challenge. “I’m curious about what makes you so sure that this is the root problem?” usually gets the job done.
In the majority of cases and situations, the problem as presented represents the root issue and can be dealt with accordingly. On some occasions, however, a simple examination of the problem or requested decision will reveal a flaw in thinking.
Because such mistakes can waste time and resources and can deflect attention away from addressing critical issues, good leaders don’t take the chance of blindly accepting someone else’s definition of the problem. They always probe it.
Addressing a problem is relatively straightforward if leaders know what it is. Good leaders make sure the problem presented to them is truly the issue and not some symptom or other manifestation of the root cause.
Perhaps nothing is more frustrating for leaders than solving the wrong problem. It’s always better to be sure.
