The problem-solving paradox: To build a stronger team, give them more problems

The instinct to solve is powerful. A problem arises, and the leader, often the most experienced person in the room, feels an instant pressure to provide the answer. But a leader’s greatest contribution to problem-solving is often to step back from it.

It’s a core paradox of leadership: to build a truly resilient, problem-solving organisation, the leader must stop solving the problems.  A leader who smooths over every difficulty, provides every answer, and preempts every challenge is creating a sterile environment that prevents team members from building resilience and preparing for future challenges.

You cannot build a problem-solving culture without problems

Surely, the goal is to have fewer problems. Yes, in an operational sense. But in a developmental sense, problems are the raw material of growth. They are the weights in the team’s intellectual gym. A leader who insists on lifting all the weights themselves may build their own strength, but they create a team of spectators.

When a leader consistently provides the solution, they inadvertently teach their team:

• Dependency: "My role is to identify problems and escalate them. Someone else's role is to solve them."

• Risk aversion: "My own ideas are not needed or valued. It’s safer to wait for the official answer."

• Stagnation: "We don't need to develop new skills or approaches, because the boss will handle the hard stuff."

The leader, in their quest to fix everything, becomes the single point of failure. They become a bottleneck for progress, and their calendar fills with firefighting, leaving no room for the strategic foresight that is their real responsibility. The organisation’s problem-solving capacity becomes capped at the ability of one person.

It’s not about having the answers. It’s about creating an environment where answers can emerge. This involves:

1. Framing the problem, not solving it

The leader's first job is to provide clarity. Instead of saying, "Here's what we're going to do," they need to ask, "Here is the situation, and here is what a successful outcome looks like. How do we get there?" They define the boundaries of the sandbox and the objective of the game, but they let the team build the castle. This requires them to articulate the 'what' and the 'why' with absolute precision, while granting autonomy on the 'how'.

2. Equipping the team with tools, not answers

Empowerment is not abandonment. A leader must ensure the team has the resources -time, budget, information, and authority - to tackle the challenge. More importantly, they must provide psychological safety. Team members must know they can experiment, and even fail, without fear of reprisal. When a team member comes with a problem, the leader’s first response shouldn't be a solution, but a question: "What have you already considered?" or "What do you think the next step should be?"

3. Managing the risk, not the task
   

A leader's experience is invaluable for identifying potential pitfalls. The role isn't to prevent the team from taking a wrong turn, but to act as a guardrail, preventing them from going over a cliff. It's about setting tolerances for risk and helping the team see the consequences of their choices, allowing them to navigate and learn within safe parameters.

This shift requires patience and a deep trust in your team's potential. There will be moments when you, the leader, see the "right" answer with clarity, and it will take immense restraint not to just declare it.

But the payoff is transformative. A team that is consistently empowered to solve its own problems becomes more resilient, more innovative, and more engaged. They develop a collective intelligence that far surpasses that of any single individual. You, the leader, freed from the operational hamster wheel, can focus on the next set of challenges and opportunities.

So, the next time a problem lands on your desk, resist the heroic urge to solve it. See it for what it truly is - not a threat to be neutralised, but an opportunity to be delegated. An opportunity to build the capability, confidence, and creativity of your team. Hand them the problem. It might be the most valuable thing you can give them.

At Acumen, we’re dedicated to equipping leaders with the practical tools to tackle real-life challenges. Our comprehensive range of training and development programs, including customised interventions and off-the-shelf courses, helps organisations foster a culture of respect and empower their employees. To learn more about our programmes and how they can benefit your organisation, please contact Simon at simon@askacumen.com.