Solving problems is an important part of a leader's job, but leaders should shift their mindset from problem-solving to coaching in order to develop the problem-solving skills of others. As a leader, the goal is no longer to solve problems yourself but to grow the ability of people around you to solve problems. Taking responsibility for solving problems undermines the development of others and prevents them from strengthening their own problem-solving muscles. Shifting to a coaching mindset and harnessing problems to grow capacity in others will serve as the foundation for developing future leadership capabilities and strengthening the organization.

1. 12 Prairie Business April 2016
Building Problem Solvers
BY RANDY SCHWARTZ
|LEADERSHIP|
S
olving 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