Are You Fixing the Wrong Problem?

As leaders, we’re trained to solve problems. To fix things. We’re knights in shining armor — so when something isn’t working, we dive in, correct it, check it off the list, and move on.

Would it surprise you to know that you’re almost certainly fixing the wrong problem — and probably making the underlying situation worse?

In dealing with issues brought to Vistage Peer Advisory Boards over decades — more than 100,000 senior executives running companies across every industry and size — we’ve found that leaders initially misidentify the real problem about 75% of the time.

A real example: a CEO member came to his group struggling with a low-performing VP of Sales. What was the right move? Private conversation? HR? A performance improvement plan? The group was ready to dive into solutions. But as the conversation unfolded, it emerged that the CEO’s wife was best friends with the VP’s wife. Any negative action would create a major problem at home. The CEO had completely missed this — he’d been treating it as a pure business issue. Once the real situation was identified, the group could suggest approaches that actually worked.

The lesson: before you prescribe, diagnose.

Do what medical professionals do. Take the time to understand the problem first. Only after you’ve confirmed you’ve got it right should you start thinking about what actions to take.

The next time something significant lands on your desk, resist the urge to fix it immediately. Ask questions. Listen more to tone and body language than to the words themselves — words are only 7% of communication. If it’s important enough, bring your team in. Together, determine what the real problem is.

Then fix it.