Department heads, team leads, and supervisors balancing people leadership with daily operations, looking for hands-on tools to improve performance and grow in their managerial role.
Mid-level managers are the backbone of organizations.
They bridge the gap between senior leadership and frontline employees, balancing technical problem-solving with people management. However, many mid-level managers find themselves stuck in an endless loop of firefighting, applying quick fixes to problems instead of implementing long-term solutions.
Jorge Loebl, founder of Revolving Change, explains why this happens:
“Mid-managers, particularly junior and mid-level ones, are managing by the numbers. They have production reports, yield reports, customer service metrics, and so on. But if there is a variance, they need to understand why it is happening. The problem is they often just try to correct the number rather than dig into the process or the people-related issues causing the variance.”
The real challenge for mid-level managers is learning how to move beyond short-term fixes and adopt a structured problem-solving approach that aligns with leadership expectations while empowering their teams.
In this playbook, we will break down a practical, step-by-step approach for mid-level managers to:
- Identify and address the real root cause of workplace challenges
- Implement solutions that drive long-term success
- Foster a problem-solving culture that encourages initiative and collaboration
Why Most Managers Keep Solving the Wrong Problem
Many mid-level managers unknowingly fall into ineffective problem-solving patterns. These common mistakes waste time, create frustration, and lead to recurring issues that could have been permanently resolved.
1. Treating Symptoms Instead of Root Causes
Managers often focus on putting out fires instead of solving the actual issue. This happens when problems are addressed at surface level rather than investigating deeper causes.
Jorge Loebl warns against this approach:
“If the company does not have a culture of involving people in problem-solving, then problem-solving will just be a band-aid collection. You’re not going to get to the root cause, and the organization will be in a constant firefighting mode.”
2. Relying Solely on Technical Fixes and Ignoring People Dynamics
Managers often default to technical solutions without considering how people and workplace culture contribute to the problem. This is especially true when a company culture discourages open discussion about workplace issues.
Jorge describes this challenge:
“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.”
3. Not Involving the Right Stakeholders in Decision-Making
Many mid-level managers try to solve problems in isolation, without involving the people directly impacted by the issue. This leads to resistance and solutions that fail in execution.
“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.” – Jorge Loebl
A Practical Process for Managers Who Want Results
The best problem-solving approach follows a structured process. We use our Discover, Design, Deliver (3‑D) process to help managers move beyond firefighting and implement sustainable solutions.
Discover: See the Real Problem Behind the Numbers
Before solving a problem, managers must define it clearly and separate symptoms from root causes.
Strategies to Identify the Root Cause:
- The 7 Whys Technique: Keep asking “Why?” to go deeper into the issue
- Fishbone Diagram Analysis: Visually map out possible causes
- Encouraging Open Dialogue: Make it safe for employees to raise concerns
Jorge shared a real-world example of how organizations fail to address root causes:
“We once worked with a company struggling with product defects. Instead of blaming workers, we used root cause analysis and discovered that outdated packaging processes were the issue. By redesigning the packaging, they eliminated defects without adding unnecessary pressure on employees.”
Design: Build a Solution That Won’t Break Down
Once the root cause is identified, managers must create a structured, data-driven solution.
Best Practices for Solution Design:
- Use Measurable Data to guide decisions, rather than relying on assumptions
- Assign Clear Responsibilities to ensure accountability
- Collaborate Across Departments to break silos and involve all stakeholders
Jorge emphasized why structured problem-solving matters:
“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: Roll Out and Reinforce What Actually Works
Even the best-designed solution is useless if not implemented effectively.
Steps to Ensure a Solution Works:
- Create a Clear Execution Plan: Define who does what and by when
- Follow Up with Verification: Check if the solution is producing the expected results
- Adjust and Improve: If needed, tweak the solution to ensure long-term effectiveness
Jorge highlighted how many companies fail at this phase:
“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.”
Create a Team That Solves, Not Complains
For mid-level managers to be effective problem-solvers, they must create a culture that encourages their teams to take initiative.
1. Encouraging Initiative Instead of Discouraging It
Many organizations inadvertently punish initiative by giving more work to high performers instead of recognizing and rewarding their contributions.
“Punishing performance was a major issue in the 80s and 90s. If you were good, you got more work. Instead of confronting low performers, managers gave more to high performers. If you do this, you’ll lose your best people.” – Jorge Loebl
2. Rewarding Proactive Problem-Solving Instead of Punishing It
Managers should actively recognize employees who take the initiative to solve problems.
Ways to Reward Problem-Solving:
- Public praise and recognition
- Including employees in decision-making
- Providing career growth opportunities
3. Using Structured Problem-Solving Discussions in Meetings
Managers should implement regular problem-solving discussions to foster a culture of critical thinking.
- Encourage employees to bring problems and solutions to meetings
- Use structured frameworks like root cause analysis
- Empower employees to take ownership of problem-solving
Conclusion: Turning Problem-Solving into a Competitive Advantage
Mastering problem-solving as a mid-level manager is not about fixing issues on the spot, it is about building a proactive culture where employees and teams address challenges effectively.
To recap:
- Avoid common mistakes such as treating symptoms instead of root causes
- Follow a structured approach with Discover, Design, Deliver
- Foster a culture of proactive problem-solving in your team
Stop Managing by the Numbers. Start Leading the Fix.
If you’re tired of firefighting and ready to implement real solutions that make you a stronger manager and team leader, our Memberships gives you the training and tools to lead with confidence.