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.   

What If Your Biggest Performance Problem Isn’t What You Think?

By Cathie Leimbach • May 5, 2026
What If Your Biggest Performance Problem Isn’t What You Think? When CEOs think about risk, they often focus on: Market shifts Operational issues Financial exposure But one of the biggest performance problems is far less visible: Low trust inside the organization. Nearly 30% of employees say they don’t receive clear, honest, or consistent communication from leadership. Over time, that creates doubt—about expectations, personal performance, and priorities. Employees begin to feel that their job is at risk because they aren’t getting any positive feedback. They question whether they have the tools, training, and support needed to do their jobs well. When they only hear about changes at work through the rumor mill, they feel information is being held back. And when that happens: Alignment drops Speed slows Assumptions increase Execution fractures “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” — Stephen R. Covey Trust isn’t soft. It’s a leading indicator of performance. When trust is strong: Decisions move faster Teams align quicker Change sticks When trust is weak: Everything takes longer Everything costs more And here’s the reality : Trust-building conversations are not a common leadership strength today. Yet leaders like Ken Blanchard, Stephen M.R. Covey, and David Horsager all point to the same conclusion—these are not optional skills. They are required for performance in today’s environment. Which means trust gaps are rarely about effort. They’re about conversation skills. A question to consider: Where might low-trust leadership behaviors—not lack of effort—be quietly slowing your organization down? Join Cathie Leimbach and a small group of leaders for a 45-minute Leadership Conversation – Workforce Challenges on Tuesday, May 12 at 3:00 PM ET. If trust is impacting speed, alignment , or execution in your organization, this conversation is for you. Register here Limited to a small group.

The Culture Problem Most Leaders Don’t See—Until It Shows Up in Results

By Cathie Leimbach • April 28, 2026
Most CEOs don’t wake up worrying about culture. They’re focused on growth, margins, execution. But culture quietly determines all three. Because when people feel disconnected, something subtle happens: Execution slows Ownership drops Problems surface later—and cost more Nearly a third of employees describe their workplace as isolated or impersonal. That’s not just a morale issue. That’s an execution risk . And employees don’t “love” a company because of perks. They stay committed when they feel valued. When that’s missing: Effort becomes transactional Communication becomes minimal Discretionary effort disappears The data is clear—when employees feel valued: Attendance improves Conflict decreases Productivity rises This is where many organizations misfire. They try to fix culture with initiatives. But culture is shaped in daily leadership interactions —not programs. And most leaders haven’t been trained to have regular meaningful conversations. They have been promoted to people leadership positions yet not prepared for their new roles. When untrained leaders don’t get topnotch results, it’s not due to a gap in effort or potential. It’s due to a current gap in ability. What can you do about it? Where might your workplace culture be quietly affecting execution—even if performance still “looks okay”? 👉 Join our next 45-minute Leadership Conversation— Workforce Challenges . We’ll explore how culture impacts performance—and what leaders can actually do about it.