12 Prairie Business April 2016

Building Problem SolversBY RANDY SCHWARTZ

|LEADERSHIP| |

Solving problems is an important part of a

leader’s job. It likely represents significant

time and effort. It might also mean an abun-

dance of meetings.

The answers to problems many people might

struggle with are generally more apparent to an expe-

rienced, knowledgeable and decisive leader. People

naturally turn to them for solutions. Others might

turn to them simply because they are in charge

and are expected to have the answers. Being able to

provide solutions to problems in these situations has

distinct advantages, both to the person who needs

answers and to the leader.

A great leader begins finding solu-

tions to problems by shifting from

a problem-solving mindset to a

coaching mindset. Becoming a

stronger coach helps focus

the leader on the long-

term development

of others rather

than the short-

term fix of solving

the problem. Problems

must still be solved, but

in the process, they are har-

nessed purposely to grow

problem-solving capacity

in others.

In many organi-

zations, a major job

of a leader is to grow

new leaders. This is a tough transition for most when

moving to leadership. Now, our job is no longer to

solve problems ourselves — it is to grow the ability of

people around us to solve problems.

Imagine you’ve hired a fitness coach to help you

build muscle tone. When you arrive at the gym for

your first workout, the fitness coach (who is obvi-

ously in good shape) announces that, because he/she

is stronger than you, he/she will lift the weights and do

the workout on your behalf, saving you time and

effort and getting more weight lifted in the bargain.

This arrangement doesn’t make sense, of course,

but many leaders operate like that fitness coach.

When someone arrives with a problem, the leader,

who has more knowledge and experience, offers to

solve the problem. In the long term, taking away

responsibility for the solution may undermine the

development of the one who brought the problem.

Instead of strengthening their “muscles,” they might

become more dependent.

Moving mindset from one focused on problem

solving to one focused on coaching others will serve

as the foundation for the future growth of leader-

ship capabilities and the development of others.

Developing greater problem-solving capabilities is

central to companies that operate in “prime” — their

most successful stage. PB

Randy Schwartz

CEO, Prime Partners, Inc.Bismarck, N.D.701.226.5369

randys@primepartnersinc.com

12 Prairie Business April 2016