By Coach Nancy – Proffitt Management Solutions
Many employees long for leaders who can solve workplace problems—from flawed systems and procedures to inconsistent policies and managers. They want their leaders to see through the trees and attack forest-sized issues, with the discernment and authority to fix them one by one.
While this sounds great on the surface, employees who report to problem-solving leaders cite challenges that dwarf the problems themselves. Organizations typically benefit from resolved difficulties, but unsound methods or mindsets can exacerbate even the most mundane issues.
Troubleshooting leaders often have skeptical views and have a hard time trusting the workplace culture. They equate run-of-the-mill difficulties with threats to themselves and their companies, prompting over-analysis in their quest to find ideal remedies. Their problem-solving attempts can stymie operations and push people beyond their breaking points.
Are You an Obsessive Problem-Solver?
Problem solvers look at circumstances with a critical eye, never assuming systems work as well as they should. They’re motivated by risk mitigation and view problems in procedures or systems as weaknesses that jeopardize their future.
Setbacks or glitches are acute sources of personal pain, according to Dr. Beatrice Chestnut, author of The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace (Post Hill Press, 2017). Problem solvers persistently look for hazards and make every attempt to minimize, if not eliminate, them to improve workplace conditions.
If you can relate to this description, you may have problem-solving tendencies that detrimentally affect your people. If your critical eye always focuses on what can go wrong, you’re likely causing difficulty for others. You may be an obsessive problem solver if you cannot stop yourself from asking diagnostic questions and exhausting all troubleshooting options. You may feel uncomfortable until all uncertainties are eliminated. You cognitively understand that this is impossible, but you’re nonetheless emotionally compelled to try.
Mixed Outcomes
When obsessing, troubleshooting leaders disrupt the normal pace of business and frustrate their people. They:
- Are deep thinkers who tend to perseverate over data, diverting their attention away from people and communication priorities.
- View circumstances with skepticism and need assurances that systems and products are at optimum states, which can drag down those around them.
- Taint their mindset by overstating negative and minimizing positive aspects, which leads to poor decisions.
- Are easily paralyzed by analysis and avoid making decisions, thereby blocking progress.
- Have little trust in processes and procedures, as well as those who adhere to them.
- Wear people down with endless questions as they seek complete resolutions or fixes.
- Tend to challenge authority by questioning their motives in supporting the status quo.
- Can invent negative outcomes to affirm their discomfort with ideas or methods, creating greater challenges.
- Lack flexibility and a willingness to accept new ideas.