Encouraging Employees to Solve Problems (Part 2)

Cathie Leimbach • April 5, 2022

When employees solve many of their day-to-day workplace problems there are several benefits:

·        They feel good about themselves and their abilities.

·        They can get through the problem and on with their next task even when their supervisor or a colleague aren’t available to help them.

·        Their supervisor has time to help other employees and work on more strategic tasks.

·        Employee self-esteem, satisfaction, and morale increase.

·        Productivity and bottom-line results increase, improving the mission impact and the sustainability of the organization.

 

Despite these benefits, in many organizations the managers solve more problems than do the employees. There are two primary factors that underlie this inefficient and often ineffective reality. Managers may believe their job is to be the star decision-maker and the primary source of information and ideas so they, consciously or unconsciously, make it uncomfortable for employees to solve problems. Managers may discourage employees by regularly telling others how they would have done it differently, by micromanaging employees’ every move, or by not thanking employees for taking the initiative even when their approach achieved the desired results. Or, employees may not have the knowledge or skills needed to solve problems. The Part 1 article focused on how the manager can create a workplace environment that empowers employee decision making. This article, Part 2, shares how managers can help employees develop the ability and confidence to solve problems.

 

5 Ways Leaders Can Encourage Employees to Solve Problems

 

1.     Define the Problem

Be clear about what the problem is. What result are you trying to achieve that you are not getting? At what step in the process is the problem occurring.

 

2.     Describe the Situation

What actions or events led to the problem? What were the conditions in which the problem occurred? What other problems were encountered in tandem with this problem?

 

3.     Determine the Root Cause

What factors caused the problem? Was the machine inadequately maintained or broken? Were the people doing the work in too much of a hurry or not focused on their work? Did the people not understand what was expected of them or not provided adequate training?  Were too few people assigned to the task or were the necessary tools not available? The purpose here is not to blame someone for creating the problem, but rather to be clear about the primary causes of the problem so they can be addressed to avoid or reduce the problem in the future.  

 

4.     Identify Potential Solutions

Quickly brainstorm actions that might be taken to address each factor that contributed to the problem. At this stage record all possibilities, whether they are practical in your situation or not. Sometimes what doesn’t seem feasible in the short run, is the best option. By discussing all possible solutions, we often figure out a way to make a new idea work.

 

5.     Choose and Implement the Best Solution

Consider the pros and cons of each potential solution. Select the one that is most likely to work for you. Quickly determine the steps and timeline for implementing the solution and put your plan into action.

 

Having a clear process for solving problems helps both leaders and employees develop effective problem-solving skills. And when the purpose of identifying the cause of the problems is to assist in solving the problem, not to blame the people who were involved, everyone is more willing to address concerns that move the organization forward.   

Culture Is Built in Conversations

By Cathie Leimbach • June 2, 2026
Most leaders want stronger culture. Less silo thinking. Better accountability. More ownership. Healthier teamwork. Higher engagement. But culture rarely changes because of posters, slogans, or mission statements. It changes through thousands of conversations leaders have every week. That’s one reason Jim Brown’s book, The Imperfect CEO , stands out. Rather than focusing on leadership image, the book centers on the real work of building trust-centered organizations. Shari Seckler, CEO of PenFinancial Credit Union, wrote:  “This book shows why collaboration and culture aren't soft – they're the backbone of lasting success.” Marc Jeffreys, President of Revision University, described it this way: “Jim Brown’s framework helps leaders foster environments where trust grows, purpose strengthens, and teams move forward together.” In our Conversational Management work, we consistently see that culture is shaped by how leaders handle everyday moments: difficult feedback missed expectations recognition conflict coaching conversations accountability discussions collaborative decision-making Employees usually decide whether they trust leadership based on these interactions far more than company messaging. That’s why books like The Imperfect CEO matter. They remind leaders that organizational health is not built through perfection. It is built through clarity, humility, consistency, and meaningful conversations repeated over time. If you lead people, this book deserves your attention. Order your copy today.

The Futility of Leadership Perfection

By Cathie Leimbach • May 26, 2026
Many leaders quietly carry the pressure that they are supposed to have every answer. Be decisive. Stay strong. Never show uncertainty. Keep pushing forward no matter what. The problem is that approach often creates distance inside organizations instead of trust. In The Imperfect CEO , which was released on May 19, Jim Brown challenges the idea that leadership effectiveness comes from appearing flawless. Instead, he makes the case that healthy organizations are built by leaders willing to lead with clarity, humility, accountability, and honesty. Larry Siff, CEO of Neptune Advisors and C-Level Community, shared this perspective: “In The Imperfect CEO , Jim Brown doesn’t shy away from the messy reality of being a real person in charge, yet he shows how that honesty becomes a source of organizational health.” Edna Lopez, former Senior Executive at Gateway and Amway, wrote: “In every organization I've led, one truth has been constant: culture determines whether strategy ever sees daylight. The Imperfect CEO gets to the heart of that reality.” That connection between leadership and culture is exactly why the ideas in this book matter. In Conversational Management, we often see organizations struggle , not because leaders lack intelligence or effort, but because communication patterns quietly create confusion, defensiveness, disengagement, or fear. The healthiest organizations usually are not led by leaders who are aiming for perfection. They are led by leaders who know perfection is elusive. They acknowledge their limitations and the benefits of team collaboration. They humbly create honest conversations, clear expectations, accountability, and trust — even when it feels uncomfortable.  The wait is over for a down-to-earth book that dares to reveal common leadership imperfections and provides support for enhancing leadership impact! The Imperfect CEO is now available!