Three styles of problem-solving


How leaders deal with problems determines  . . . well, everything.

It’s an awkward truth that some leaders feel safest in a state of crisis. In a crisis, everyone is too preoccupied with how to cope to raise awkward questions about strategy, goals and long-term decisions; and because survival is the name of the game, everything is short term. Weathering crisis after crisis also fits the narrative of being selfless and burdened by others’ stress, which makes for a certain kind of reputation. Unfortunately, such a reputation is undeserved when the very same leader is largely responsible for the stress of colleagues, because they maintain the organisation in a state of perpetual crisis.  I once worked in a school where teachers were exhausted by constantly dealing with disruptive behaviour from students. The school leaders were more comfortable with this situation than sorting out the behaviour. They argued that teachers would…

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