Bob mopped and mopped but couldn't seem to make any progress. The water just kept flowing, flooding his laundry room and seeping out into the rest of his home. Nearly exhausted, mops soaked, water still flowing, only then did Bob consider the source of the water. A quick inspection revealed a split pipe just below the sink. With decisiveness and speed, Bob turned an upstream valve and stopped the flow of water. Within seconds the stream of water that had previously been constantly soaking the floor dribbled to a stop. With one last mop Bob was able to eradicate the last spilled water and remove the final traces of moisture from his laundry room. Shaking his head in wonder, Bob couldn't believe how the pressure of the emergency had distracted him from attacking the problem at the source. He was only glad his wife had not seen his hour-long dance with insanity!
The above is a rendition many have used to illustrate the fallacy of becoming distracted by the symptoms of our problems instead of focusing on their root causes. This succinct parable is so simple and so obvious that we think it could never happen to us. Of course we should turn off the source of the water. Who wouldn't? But yet the world is full of people chasing symptoms and ignoring causes. Entire industries exist to treat symptoms, convincing people that they are at least "doing something" about their problems. But we must develop the belief that problems can be solved. It is not enough to be "doing something," we must learn to do the correct things.
Leadership success is largely dependent upon the leader's ability to think through situations and arrive at root causes. In short, the best leaders identify problems, then solve them.
Let me say that again: the best leaders
1) identify problems, and then
2) solve them.
This makes perfect sense. It is obvious. It is so simple that a grade school student could understand it. But don't rush past the seemingly elementary. Stop and consider that very few people ever develop the ability to identify root causes. Even fewer learn to solve them. But solving problems largely stems from properly identifying their root causes. Therefore, put enough energy into step 1), and you're well on your way to accomplishing step 2). It is for this reason that a leader must have the discipline to do the hard work of thinking through the tough issues in order to define them properly. Thinking of this type is hard work, and, as Henry Ford once quipped, "Thinking is the hardest work there is. That's why so few people engage in it." But a leader does not have the option of avoiding this difficult work. In fact, this IS the work of a leader.
What are the top five problems assailing you and/or your organization at the moment?
Have you done the hard work of (continually) thinking through these issues?
For each, have you identified the root causes behind the aggravating symptoms?
Are you expending resources and energy fighting symptoms that only appear to be causes?
Problems can be solved if and when they are properly identified and confronted head-on. Learn to work at the roots and the leaves will take care of themselves.
