I have always had a fondness for problems. Scratch that.
I love problems. I have always loved problems.
It is a passion that has always been with me. It is probably why I fell in love with coding early in life. At its essence, programming involves deconstructing large, intricate problems into smaller, solvable parts. You iterate this process until the problem is distilled into a set of manageable tasks—sometimes down to a single, transformative line of code. Consider the legendary fast inverse square root algorithm: a single line that forever changed the realm of 3D graphics (and may have led to the downfall of SGI).
i = 0x5f3759df - (i >> 1); // What the heck?
I vividly recall the countless hours spent at my computer, empty Jolt cola bottles scattered around me, until a light bulb moment occurred: I realized I did not see the problem as an adversary but as an opportunity. Like those who crafted this groundbreaking algorithm, I learned to appreciate the beauty in breaking down the challenge.
This shift in perspective was transformative. I began to see problems not as daunting obstacles but as puzzles to be solved piece by piece. Each solved part was a victory, propelling me toward the ultimate solution. This mindset transcends coding; it is the bedrock of effective leadership.
The Leadership Paradox
For years, I believed that a leader’s goal was to eliminate problems and create a seamless organization. However, I have come to understand that problems precisely necessitate leadership. Without challenges, there would be no need for leaders or organizations.
As Brad Jacobs shares in his book How to Make a Few Billion Dollars:
“The ability to solve complex problems is what creates value. Each problem you solve strengthens your organization and broadens your competitive advantage.”
This realization fundamentally altered my approach to challenges within my organization. Every time our team solved a problem that others shied away from, we were not just improving operations and creating more value for our customers and partners — We were building a moat.
Consider this: every significant business advantage, breakthrough innovation, and market disruption began with someone recognizing a problem and deciding, “This needs solving.” Amazon addressed the inefficiencies in retail distribution. Tesla tackled sustainable transportation. These companies did not shy away from problems; they pursued them as growth opportunities. This viewpoint is why I often advise aspiring entrepreneurs to keep a journal of the problems they solve daily and reflect on why those problems exist. (I still do this. In fact, Eonova began because my partners and I kept getting calls, texts, and emails from people asking how to stabilize, scale, and sell their companies. The problems they faced inspired us to act.)
The Responsibility Principle
One of the toughest lessons in leadership comes from Bill Walsh’s The Score Takes Care of Itself. While problems may not always be the leader’s fault, they are invariably the leader’s responsibility. This is not about assigning blame but about embracing ownership and seizing opportunities.
When our team missed a critical deadline or target, I could have blamed financial constraints, market conditions, or poor planning. Instead, we saw it as an opportunity to reassess our priorities, question our commitment, and ensure we had the right resources. The problem revealed weaknesses we needed to address, ultimately fortifying our organization.
Four Principles for Problem-Embracing Leadership
- Own Everything: Assume responsibility for problems, even those only tangentially related to your domain. This ownership mentality fosters clarity and drives action.
- Reframe the Narrative: Swap “we have a problem” for “we’ve identified an opportunity for improvement.” This is not mere wordplay; it fundamentally shifts how you and your team approach challenges.
- Empower Problem Solvers: Cultivate an environment that celebrates recognizing and solving problems. When a team member brings a problem to you, thank them for their vigilance and involve them in finding a solution.
- Celebrate the Process: Do not just applaud the end result—acknowledge the learning, creativity, and perseverance involved in solving complex problems. Some of our most significant innovations came from “failed” attempts at solving other issues.
The Growth Engine of Problems
Problems are catalysts for growth. They compel adaptation, fuel innovation, and build resilience. Each problem solved weaves itself into an organization’s DNA, preparing it for future challenges.
I have experienced this evolution firsthand—from developer to leader. The problem-solving mindset that helped me refine code now aids me in optimizing organizations. The patience required for debugging complex systems directly applies to untangling organizational challenges, except the latter is a lot more fun and rewarding. They often provide avenues to help others grow!
A Question for Reflection
Consider your most pressing challenge right now. Instead of asking, “Why is this happening to me?” ask, “What opportunity does this problem present?” How does this shift in perspective alter your approach to finding a solution? For example:
- If a key team member has left, how can you turn this into a chance to strengthen the team culture or rethink the role?
- What can you learn about market demand or customer preferences if a product has underperformed?
Remember, problems are not barriers to success; they are the path. They are a profound gift. Every significant achievement in business and leadership began with someone facing a problem and choosing to solve it. The next breakthrough may be lurking within the challenges you are confronting right now.
Leaders who learn to embrace problems are not just more successful—they are more innovative, resilient, and impactful. They recognize that in the intricate world of business and leadership, problems are not glitches to be eradicated—they are features that drive growth, innovation, and competitive advantage.
So, the next time you encounter a formidable problem, remember: you are not just solving a problem—you are crafting your leadership legacy, one solution at a time. And you are deepening the moat between you and your competition.