October 21

Eight Key Principles for the Successful Problem-Solving Leader

Business, Leadership, Personal Development, Problem Solving

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Do you enjoy problems? Most would emphatically answer, NO! (perhaps with some colorful adjectives attached). Over the three and a half decades of coaching CEOs and other leaders, I have only encountered a rare few who seemed to relish their role as the primary problem-solver for their enterprise. And yet, that role is hardwired into leadership. If you don’t want to be a problem-solver, you'd better not seek to be a leader! Here are eight key principles that I have found to be essential for successful problem-solving leaders:
  1. First, Own the Problem: Take care to avoid blaming others for the problem. Even if you are not directly responsible for it, you are better off placing the blame on yourself than focusing on the faults of others. You cannot credibly expect others to engage if you are avoiding responsibility. As President Harry S. Truman once said, “The buck stops here.” 
  2. Share Ownership Broadly: Problems are rarely solved in isolation. By inviting others into the process, you multiply your problem-solving capacity and build the commitment of those who will help you implement solutions at the same time.
  3. Listen to Learn, Not to Be Ratified: Many leaders unconsciously enter problem-solving discussions seeking validation of their own conclusions. Successful problem-solvers reverse this—they enter expecting to discover better answers through the insights of others. They create dialogue, not monologue. They invite diverse voices, including people from different functions, levels, and backgrounds, understanding that often the best solutions come from unexpected places. They ask open-ended questions, not leading ones. They recognize that conflict is healthy when it leads to better solutions.
Your role is to surface, clarify, and integrate the best ideas, rather than insisting on your own. True authority is not weakened by facilitation—it is strengthened. Effective problem-solvers facilitate, not dominate.
  1. Frame Problems Clearly: Avoid premature solutions. Too often, leaders jump straight to answers before the real problem is understood. And when they do this, they shut down the opportunity to understand what others see. Effective problem-solvers ask clarifying questions, including: What is really happening?, What evidence supports this?, What are the consequences if this problem persists?
  2. Then, Reframe Problems as Opportunities: Ask questions and follow evidence. Resist the temptation to decide what has happened until you have gathered most of the relevant facts. Like the lead detective on an important case, focus on clues amidst the chaos. Successful problem-solving leaders train their teams to see challenges as solvable mysteries, not as dead ends or indictments.
Instead of a hyperfocus on negative consequences, recast problems as opportunities to rethink and improve. Use the “What might we do?” question. IDEO, the global design and innovation consultancy, popularized this phrasing to shift the team from limitation to possibility. For example, instead of saying “Our supply chain is broken,” you might reframe it as: “What might we do to rejuvenate our partnerships, localize sourcing, and reduce our long-range costs?”
  1. Consider Multiple Options for Solutions. Some of the most effective problem-solvers ask their teams for a minimum of three alternatives before deciding on “the way forward.” Often, that final solution becomes a hybrid of multiple options.
  2. Decide & Act Decisively: Effective problem-solvers avoid analysis paralysis, recognizing that waiting for perfect information can often be more costly than acting on good-enough information. They set decision deadlines, giving space for dialogue, but clearly defining when the decision will be made. They often employ a Decision Matrix, weighing options by their impact and feasibility to zero in on the criteria for making the decision. With that analysis in hand, they clearly articulate the “why” behind the decision so their people understand the reasoning and can commit.
  3. Learn and Adjust: After acting decisively and as your solution unfolds, ask: What worked? What didn’t? The most effective leaders treat problem-solving as a process, not a one-and-done event. They celebrate learning, not just outcomes. This builds resilience and reduces fear of failure.
I have learned that having an effective process for problem-solving provides an antidote to the negativity with which leaders so often greet their problems. These eight key principles have provided such a process for many of my clients over the years.

About the author 

Rich Tyson

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