Problem-solving is one of the most essential skills in leadership. Whether managing daily operations, leading strategic initiatives, or handling organizational challenges, a leader’s ability to identify, analyze, and resolve issues directly impacts overall success.
However, too many leaders and managers default to reactive problem-solving, often referred to as “firefighting,” where issues are addressed with temporary fixes rather than long-term solutions. This results in inefficiencies, wasted resources, and a workplace culture that discourages critical thinking and initiative.
Jorge Loebl, founder of Revolving Change, described this issue during a recent podcast discussion, emphasizing how some organizations operate with an ineffective approach.
“We are putting fires all the time. It is one of the first things we find when we get to a corporation and do our assessment. The first thing is when you ask managers, ‘What does your day look like?' A significant percentage of their time is spent firefighting. That means there is no problem-solving culture or no clear process to help them overcome this on a consistent basis.”
The most effective leaders do not just solve problems, they cultivate an environment where structured problem-solving is the norm. This article outlines the three key pillars of problem-solving using our Discover, Design, Deliver (3‑D) process, ensuring long-term, sustainable solutions.
The Three Pillars of Effective Problem-Solving
Discover What’s Really Causing the Problem (Not Just the Numbers)
Many organizations fail at problem-solving because they focus on symptoms rather than root causes. Effective leaders and managers recognize that without a structured approach, they risk continuously applying quick fixes without addressing the underlying issues.
Jorge Loebl highlighted this challenge by discussing how managers often look only at the numbers, rather than the human and systemic factors that contribute to problems.
“Managers are managing by the numbers. They have production reports, yield reports, schedule attainments, and customer service levels. But if there is a variance, they need to understand why it is happening and take action to fix it. The problem is they often just try to correct the number rather than dig into the process and people-related issues that caused the variance in the first place.”
Common Pitfalls in the Discovery Phase
- Jumping to conclusions without fully understanding the problem
- Focusing on short-term solutions instead of identifying root causes
- Overlooking cultural or systemic issues that contribute to recurring challenges
Effective Problem-Solving Strategies
- Root Cause Analysis: Techniques such as the “7 Whys” and Fishbone Diagram help uncover the deeper reasons behind problems
- Encouraging Open Communication: Organizations must create an environment where employees feel comfortable reporting issues
- Balancing Technical and People-Centric Approaches: While managers often focus on technical solutions, leaders must integrate problem-solving with coaching and collaboration
In one of his examples, Jorge explained how a lack of cultural reinforcement prevents organizations from seeing problems clearly.
“If the company does not have a culture of involving people in problem-solving, then problem-solving will be just a collection of band-aids. You will not get to the root cause, and the organization will constantly be putting out fires.”
Design Solutions That Stick, Not Just Satisfy
Once the root cause is identified, the next step is to design a structured, actionable solution. However, many companies fail in this phase by either rushing the process or failing to include the right stakeholders.
Loebl pointed out that the most effective leaders take a systematic approach, ensuring that solutions are developed collaboratively and not just dictated from the top.
“When you start digging into a problem, you often find that it is cross-functional. It extends beyond one department and requires collaboration. If there is no culture of cooperation, the easiest and most common solution is to just put a band-aid on it and move on.”
Common Pitfalls in the Design Phase
- Relying on assumptions rather than data-driven insights
- Failing to involve cross-functional teams in the solution design
- Assigning vague responsibilities that lead to accountability gaps
Effective Problem-Solving Strategies
- Develop Data-Driven Solutions: Avoid emotional decision-making by relying on measurable insights
- Assign Clear Ownership: Define who is responsible for implementing solutions and by when
- Foster Cross-Departmental Collaboration: Break silos and encourage cooperation to ensure well-rounded solutions
Jorge emphasized the importance of involving teams in the design process.
“If the person seeing the problem has to get approval for every single thing they do, and they are afraid of being blamed, they won’t act. That’s not problem-solving. That’s a company paralyzed by its own bureaucracy.”
Deliver Results That Last (Without Recycling Failures)
Implementing a solution is not enough. Leaders must ensure that problem-solving efforts lead to sustained improvements.
Jorge discussed how a lack of follow-through can lead organizations to revert to the same mistakes.
“We see this all the time. A company has a major issue, everyone gets involved, a solution is developed, and it works for a while. But if you don’t verify its long-term effectiveness, six months later, the problem is back. That’s not problem-solving, that’s recycling failure.”
Common Pitfalls in the Delivery Phase
- Lack of follow-up and verification to ensure solutions are effective
- No employee buy-in, leading to resistance in implementation
- Allowing old habits to return, negating the impact of the solution
Effective Problem-Solving Strategies
- Create Accountability Systems: Assign clear roles and expectations for follow-through
- Conduct Post-Implementation Reviews: Measure whether the solution is truly working
- Embed Problem-Solving in Company Culture: Reinforce the mindset that problems should be solved collaboratively and permanently
Jorge also noted that organizations must move beyond quick fixes to long-term prevention strategies.
“Companies should not just measure success based on whether a problem was fixed once. They need to track problem-solving effectiveness over time and adjust approaches if issues resurface.”
Why Culture Makes or Breaks Problem-Solving Success
Culture determines whether a company actively solves problems or merely tolerates them. Organizations that encourage problem-solving foster transparency, collaboration, and initiative, while those that discourage it end up with reactive, firefighting behavior.
Jorge described how a negative culture can suppress initiative and ultimately hurt the company.
“If you have a culture where people are afraid to raise issues, where they say ‘That’s not my problem,' or where initiative is punished instead of rewarded, you are guaranteeing a cycle of repeated failures. A strong problem-solving culture makes every employee feel responsible for success.”
Final Thoughts: Turning Problem-Solving into Your Competitive Edge
Mastering problem-solving is not just about fixing issues, it is about creating a culture where proactive solutions drive long-term success.
To build this capability, leaders must:
- Implement structured problem-solving techniques
- Foster a culture that encourages initiative and collaboration
- Measure and refine solutions to ensure long-term impact
Upgrade How You Lead Problems, Not Just Solve Them
Too many leaders default to firefighting. It’s time to shift into proactive leadership. If you’re ready to embed lasting problem-solving into your daily leadership habits, joining our Memberships is your next step.