Every leader has faced a moment where they “fixed” a problem only to watch it return weeks later. You thought it was resolved, but the same issue keeps popping up in new forms. Maybe, just maybe… you never fixed the real issue at all.
The Danger of Solving Symptoms, Not Causes
In leadership, action is often rewarded. We’re expected to step in, make the call, and move the team forward. But too often, the pressure to do something leads us to solve the wrong thing.
We react to the symptom, not the source:
- Communication breaks down, so we schedule more meetings.
- A team member underperforms, so we micromanage their tasks.
- Deadlines are missed, so we enforce stricter time tracking.
These fixes feel productive and they are things we have seen other leaders do in the past. But unless we’ve addressed the underlying cause; like unclear expectations, broken communication channels, or a lack of psychological safety, we’ve just put a Band-Aid on a deeper wound.
It’s like noticing your smoke alarm keeps going off… so you take out the batteries, then go back to cooking dinner in a kitchen full of smoke. The beeping stopped, but the source of the problem remains.
Why This Happens
There are a few common triggers that pull leaders into solving the wrong problem:
- Urgency – Deadlines and stakeholder pressure can push us to act before we understand.
- Assumptions – We’ve seen this before… or so we think.
- Desire for control – We want to demonstrate action and decisiveness.
- Team pressure – People want answers now, not questions.
But leadership isn’t about being the fastest to speak. It’s about being the wisest to act. Think about trying to pick a restaurant with a group of friends. Someone throws out the first option: “Let’s get pizza.”
It sounds good at first—but then someone says they had pizza yesterday. Another friend is gluten-free. Someone else wants something “lighter.” And suddenly you’re 12 suggestions in and cycling through Yelp reviews, remembering someone doesn’t like Thai, and finally agreeing on tacos because they have options for everyone.
It’s rarely the first idea that works for the whole group, it’s the one that considers everyone’s needs, preferences, and blind spots.
Leadership is the same way. The first solution that comes to mind might feel decisive, but it probably hasn’t accounted for the deeper needs, the hidden barriers, or the broader impact. Wise leaders know to stay in the conversation a little longer to listen, ask, and adapt so the final decision actually sticks.
Reframe the Problem
Before jumping into action, slow down. Use this quick framework to make sure you’re solving the real problem, not just the one that’s shouting the loudest.
1. Clarify the Outcome
What do we really want to be true that isn’t true now?
Define success first. You can’t diagnose well if you don’t know what you’re aiming for. Clarifying outcomes prevents you from solving for comfort instead of results.
2. Examine the Evidence
What’s the actual data? What’s the narrative we’re telling ourselves?
Separate facts from interpretations. Just because someone says “we’re overwhelmed” doesn’t mean more staffing is the answer. What tasks are causing the overload? What priorities are unclear? How can we shift these?
3. Identify Patterns
Has this happened before? Are we seeing this in other areas, too?
Recurring issues usually signal something systemic. One missed deadline is noise. A pattern of delays? That’s worth digging into.
Real-World Example: The Missed Deadline Loop
Let’s say your team consistently delivers work late. You’ve increased resources, offered incentives, even changed tools, but nothing’s changed.
Pause. Look deeper.
- What’s the desired outcome? On-time delivery.
- What’s the evidence? Everyone’s busy, but no one agrees on priorities.
- What’s the pattern? Every sprint starts with unclear requirements, and every delay starts there.
The real problem isn’t productivity, it’s lack of clarity upfront. Solving for speed won’t fix that. Solving for team alignment will.
Don’t Just Act—Understand
The pressure to act is real. But leadership isn’t about how fast you fix something—it’s about how deeply you understand it.
Before you respond, ask: Am I solving the real problem or just the loudest one?
Think about one issue you’re working to solve right now. Is it the real problem or just the first thing you noticed?
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