We love discussing problems, yet very few of us commit to solving them. Even among those who do, most fall into one of two extremes:
- A quick assessment followed by brute force.
- A slow, structured synthesis before taking action.
The truth sits somewhere in the middle. The strongest problem solvers blend structure with creativity.
We begin by understanding the problem, recognising the symptoms, tracing the root cause, and only then selecting a path forward. Problem solving is both science and art.
The science gives us discipline:
• Define the problem clearly.
• Appoint the sponsor.
• Appoint the person responsible for resolution.
• Form the collaborating team.
• Establish oversight and governance.
The art brings imagination:
• Look at the problem from multiple angles.
• Generate options—especially the unconventional ones.
• Select the pathway that maximises value and minimises effort.
• Collaborate creatively to convert a stubborn challenge into a practical solution.
As leaders, tolerating important problems is not patience—it is incompetence. Every meaningful problem should be on our hit list, and we must assign the right people to eliminate it.
