Why Leaders Should Be Problem-Finders, Not Problem-Solvers
Problem-finders are proactive, problem-solvers are reactive
The ability to solve problems is a prized skill both in professional and personal settings. Self-help and management literature devote a lot of time and pages to describe the achievements of great problem-solvers. People respect political leaders who solve seemingly intractable problems.
Do solutions really make problems go away? Do the problem-solvers address the core issues and enabling systems and processes that caused the problem in the first place?
In many cases, problem-solving is like fighting a fire. The immediate concern is to extinguish the fire. Who or what caused the fire does not demand our immediate attention.
Once the fire is put out, people may or may not look into what caused the fire. Sometimes, the real causes may not be discovered if the guilty people try to cover their lapses in order to protect their reputations. The tragedy may repeat, because the root causes were not addressed.
Leaders like to be seen as problem-solvers than problem-finders. Problem-solving has high visibility; people see the problem-solvers in action. The media report the action extensively. The problem-solvers are hailed as heroes and heroines.
