As a leader, you're constantly being confronted with "problems." 

And if you're anything like me, your desire is to solve those problems as quickly as possible. However, I’ve learned there's an important step in between identifying a problem and solving a problem that – if skipped – can actually worsen the problem.

That step? Properly diagnosing the problem.

Ronald Heifetz and Martin Linsky helped me understand this important concept in their classic work, "Leadership on the Line,” where they describe two types of problems: technical and adaptive. 

Technical problems:

• Are easy to identify

• Can be solved by an expert

• Require change in just one or two places

• Take relatively little time to solve

Examples might include replacing a broken part, hiring an additional team member, or implementing a new piece of software. In each case, a solution is swiftly deployed to solve an acute problem. 

Adaptive problems:

• Are more difficult to identify

• Must be solved by those experiencing the problem

• Require change in beliefs, attitudes, and habits

• Take much longer to solve

Examples might include rebuilding trust on your team, creating a culture of accountability, or engaging in some uncomfortable but needed conflict. In each of these cases, the problem is multi-faceted and will require meaningful change in multiple people over an extended period of time.

Why is this distinction so important?

Well, as human beings, we have a bias toward technical solutions. We love the idea that a problem can be solved quickly and easily. (And to be fair, some can.) But we get ourselves in all kinds of trouble when we apply technical solutions to adaptive problems. 

A coach shuffles through his playbook to fix a broken offense – without addressing poor team chemistry.

A superintendent closes schools and redraws district lines to improve poor test scores – without working with key stakeholders to accurately diagnose the breakdown in learning.  

A business leader fires yet another team member – without reflecting on his company’s failure to hire the right people and/or develop them effectively.  

What's the lesson here?

Before we attempt to solve our next leadership problem, it’s essential we take the requisite time to properly diagnose it. 

1. Which elements of this problem are technical in nature?

2. Which elements are adaptive in nature?

3. How might we need to grow/change/evolve in order to meet this challenge?

4. How might we need to help others grow/change/evolve?

As always, I’d love to learn from you. 

1. As you reflect on your own leadership, do you see a bias toward “technical” solutions?

2. What’s an area of your life that might benefit from “adaptive” problem solving?

3. What am I missing on this topic?

A thought from a fellow traveler

I’ve mentioned several times how thoughtful your responses have been, and that continues to be the case. But I’ll add another adjective to the list: challenging.

The last edition on technology use led to a robust back-and-forth text exchange between me and a good friend in Dallas. When the dust settled, he had convinced me it was worth removing email from my phone. I’m five days in and loving it!

That’s my vision for this community – that the sharpening goes both directions as we pursue a “life well led” together. So keep the responses coming!

Carry on fellow travelers, we’ll talk soon.