“Every problem has in it the seeds of its own solution. If you don’t have any problems, you don’t get any seeds.” – Norman Vincent Peale
Many who are advanced into positions of leaders are there because they have demonstrated they are highly competent at solving problems. They love the rush of breaking down a challenge, making connections, and fixing issues quickly. Over time, this skill can become a big part of who they are. But, as a leader, focusing on that rush too often can keep others “seeds” from growing.
I learned this lesson the hard way when I first stepped into a higher-level leadership position. I sought out and hired creative people, yet once we were in meetings, I treated problem-solving like a race. I loved the thrill of beating everyone else to the best solution. However, let's be honest, it wasn’t really a fair competition. My ideas tended to “win” not because they were always superior, but because I was "the boss". Sometimes my team members would just go along with me due to acquiescence bias—also known as “yea-saying”—where people agree with a solution because it's easier than challenging an alternative. Especially when it means challenging your leader.
My big wake-up call came during a team working session with my own leader present. I was trying to show off again, dominating the conversations with my solutionizing. I really thought I was on the top of my game. During a break, my leader pulled me aside and said, “We’re here to help our team solve the problem, not just solve it ourselves. “We” need to listen more.”* It hit me like a punch in the gut, yet it changed the way I led. I realized I was so hooked on the thrill of finding the answer first that I wasn’t giving my team the chance to plant their own “seeds” of innovation. If I kept hogging the spotlight, their ideas would never find fertile ground.
Since that day, I’ve been more mindful about how I lead. Rather than rushing to offer a solution, I focus on guiding the team to discover answers themselves. This lets me focus on my real purpose: helping my team grow their creativity and confidence. At first, it can be tough to pull back from the familiar excitement of being the “hero,” but the payoff is a stronger, more engaged team that can solve problems without my constant interference.
Learning not to chase the problem-solving rush can feel like fighting against one of your biggest strengths. It also tests your ego. Instead of craving the feeling of standing on the podium, you learn to appreciate watching others develop. You also allow the seeds of new ideas to take root. By choosing which problems are yours to solve and which your team should own, you free yourself to handle higher-level issues while letting your team build their skills on daily challenges. Over time, you’ll see that this approach makes everyone stronger and fosters a group of confident thinkers who can handle problems on their own.
In the end, that is real leadership—knowing when to step in and when to stand back. In the end, that is real leadership—knowing when to step in and when to step back, allowing others' “seeds” of solutions to take root and flourish.
Love yourself and elevate others.
EB
Eric Brown, MS Athae Consulting, LLC
