Those who can solve problems gain influence.
People respect those who tackle and resolve difficulties – including those between people – with creativity and persistence, whatever their position.
The quality in detail
Four steps through the quality: understand, check, connect, apply. Open any topic to read more.
The core messageWhat the quality means – and what it doesn’t
Problems are part of leadership because you work with people in a changing world. Whoever solves them with creativity and perseverance gains respect and influence.
- It does not mean
- That you have to solve every problem yourself. Often your task is to bring the right people to the table and clear the way.
- That problems are a sign of poor leadership. They arise inevitably; what matters is how you respond to them.
- Strictly speaking
- The evidence shows that problem-solving ability predicts leadership performance, even beyond intelligence and personality. However, the findings come mainly from research with military leaders, and how quickly influence grows has not been tested.
- Influence only arises when others experience the solution and can follow it. If you solve problems quietly in the background, you are appreciated but not necessarily heard.
- Applies to
- The stalled supply chain in a company, the dispute in a church’s leadership circle, the club that is running out of volunteers and conflicts in the family.
The explanationProblems always arise, because we interact with people in a complex, dynamic world.
Problems always arise, because we interact with people in a complex, dynamic world.
- Those who lead – themselves, a team or an entire organization – face problems instead of avoiding them.
- Not every problem can be solved right away or completely; some have to be endured for a while.
- But whoever names a problem clearly and tackles it keeps it from growing out of sight.
The signs3 signs the quality is present · 3 that it is missing
- When a problem comes up, you address it promptly instead of hoping it will go away on its own.
- You ask about causes first – including in processes and structures – before looking for someone to blame.
- In conflicts between people you look for solutions that both sides can keep working with.
- Problems are put off until they become a crisis.
- You react irritably to bad news, and so it reaches you late or not at all.
- You solve the same problem again and again because you only treat symptoms.
The research4 sources: 2 primary studies, 1 theory, 1 review · 2000–2004 · with the limits of the research
- low
- moderate
- high
Moderate – Complex problem solving as core of leader competence.
- 2000Michael D. Mumford et al.
Leadership as solving complex social problems.
- 2000Stephen J. Zaccaro et al.
Measuring leaders’ problem-solving skills.
- 2000Mary Shane Connelly et al.
Problem-solving skill and knowledge predict leader performance beyond intelligence and personality.
- 2004Roni Reiter-Palmon & Jody J. Illies
A creative problem-solving view of leadership.
Problem-solving ability predicts leader performance. The evidence comes mostly from one research program with military leaders; “very quickly” has not been tested.
The originJohn C. Maxwell · “Problem Solving”
- 1999OriginJohn C. Maxwell
The 21 Indispensable Qualities of a Leader, Quality 14
- Problem SolvingIn essence: Leaders don’t avoid problems; they face them and solve them with perseverance.
- todayWEGVISOR: Problem Solving
The WEGVISOR version, the quality of “Problem Solving”, takes up Maxwell’s idea in the core statement “Those who can solve problems gain influence” and leaves out the overstatement “very quickly.” Research supports the link between problem-solving ability and leadership performance, mainly from military settings; how fast influence is gained has not been demonstrated.
The related qualities and lawsQ13 Positive Attitude · Q10 Initiative
Your attitude determines whether you see a problem as a threat or as a task. A positive attitude keeps you searching for a solution when things get tough.
Problems aren’t solved by analysis alone. Only initiative turns a good idea into a solution that changes something.
The action points5 stages of growth – from first awareness to passing it on
- Become aware Write down one problem you have been putting off for weeks, and note in one sentence what exactly is unresolved about it. You don't have to solve it yet.
- Lay the foundations This week, take one current problem and write down the likely cause and three possible solutions before you act.
- Make it a habit Tackle every recurring problem with the same sequence: clarify the cause, collect options, test one. After two weeks, check whether it is really solved.
- Deepen deliberately The next time a problem comes with time pressure, still take ten minutes for the cause, then ask a critical thinker to check your solution for gaps.
- Pass it on This month, pass on your approach – to a colleague, your project team or your team – and answer every problem that is brought to you first with the question: “What is the cause, and which three ways forward do you see?”
The reflection questions5 questions for you or a conversation with others
- Which problem am I putting off right now, and what is it costing me?
- Do I look for causes first or for someone to blame?
- Who could solve this problem better than I can – a colleague, someone on my team or a leader I lead?
- Do people bring me bad news early – or only when it’s too late?
- Which problem keeps coming back to me because I only treat the consequences?
Take your time with one question. Write down your answer – or talk it over with someone you trust.
The picture to rememberA tangled knot unravels loop by loop into clear order.
- A tangled knot unravels loop by loop into clear order.
What problem solving looks like in practice
10,000 ways that didn’t work
Thomas Edison needed more than 10,000 attempts to build a working light bulb. “I have not failed. I’ve just found 10,000 ways that won’t work,” he said – and his Menlo Park lab became a model for modern research.
A movie that was never meant to be made
A direct rescue of six U.S. diplomats from Iran would have been too dangerous. CIA agent Tony Mendez disguises them as a Canadian crew for a fake sci-fi film – and goes through with the plan even when the CIA wants to call it off.
One mathematician against Rome’s legions
When the Romans besieged Syracuse, Archimedes turned the law of the lever, pulleys and geometry into catapults and defensive machines. He kept improving them against each new attack – keeping the city defensible for over two years.
