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.   

The Leadership Problem Most Companies Don’t Address

By Cathie Leimbach • May 19, 2026
Many organizations assume their biggest challenges are rapidly changing technology, customer retention, and employee initiative. But quite often, the root cause is people leadership problems. That’s one reason The Imperfect CEO by Jim Brown is so timely. Releasing today, May 19, the book explores how leaders build healthier organizations not by pretending to have all the answers, but by creating cultures grounded in trust, clarity, accountability, and meaningful conversations. Brian Besanceney, Chair, Board of Orlando Health, Inc., described the book this way: “Through vivid stories, real-world examples, and a model grounded in collaborative culture, Jim Brown gives leaders permission to wrestle honestly with the generational divides, misaligned targets, and cultural fractures that can too often sabotage high-potential organizations.” Greg Apple, CEO of Amgine.ai, connected the book to leadership beyond business alone: “In a fast-moving company, culture is everything. Jim Brown’s principles have helped our team lead with greater clarity and alignment. The Imperfect CEO distills those lessons brilliantly. Every leader should read it.” What stands out to me is how closely this book aligns with the principles behind Conversational Management. Healthy cultures are rarely built through policies alone. They are built through the quality of everyday leadership conversations — how expectations are clarified, how accountability is handled, how feedback is delivered, and how trust is strengthened over time. That’s why leadership development cannot stay theoretical. Culture changes conversation by conversation.  The Imperfect CEO is an easy-to-read business fable that illustrates common people leadership challenges and provides suggestions for overcoming them. Order your copy today and start building healthier leadership conversations inside your organization.

Why Some Companies Attract More Job Applicants Than They Need

By Cathie Leimbach • May 12, 2026
Chick-fil-A restaurants often receive far more job applications than they have openings. This is not luck. It is leadership. People apply where they believe they will be treated well. At Chick-fil-A, employees experience respectful communication, clear expectations, and leaders who support their success. That reputation spreads quickly through word of mouth. Leaders in these restaurants do simple things well. They ask questions before they assume. They listen to employees. They provide encouragement and clear direction. They notice good work and address problems in a helpful way. As a result, employees feel valued. They enjoy coming to work. They tell others. That is what attracts more applicants. Many organizations focus only on hiring. Strong organizations focus on how people are treated after they are hired. When leaders create a workplace where people feel respected, supported, and clear on what success looks like, something powerful happens: People stay. People perform. And more people want to join. This is what leadership really is. Would you like to see several leadership and culture practices Chick-fil-A uses to attract and keep quality employees? Click here to view: How Chick-fil-A Attracts Quality Applicants