The Fixer’s Mindset: Problem-Solving Is More About Perspective Than Process

Most people see problems as roadblocks. Fixers see them as puzzles waiting to be solved. The difference isn’t just skill; it’s perspective.

A Common Assumption

Most people’s first response to a problem is stress and anxiety, followed by a sense of overwhelm. They default to conventional thinking, trying to solve problems within the same rigid boundaries that created them. We’re conditioned to think within fixed parameters; following rules, frameworks, and checklists without questioning them. This tunnel vision limits problem-solving.

As a Fixer, you must question conventional thinking and dare to bend the rules; only then will you be able to solve seemingly impossible problems. Open your mind to concepts, theories, opinions that aid you in providing fresh/new perspectives. This shift in thinking opens the door to unconventional, effective solutions.

Every problem has a solution, you just have to be crazy enough to find it! - Becoming a Fixer | 2024 | Teivian

Why Mindset Matters More than Process?

Companies invest heavily in training employees in Agile, Lean, and Six Sigma frameworks. But despite all this, execution often falls short. Why?

The answer is simple, problem-solving is not about following a process laid out in a framework, its merely a guide.

1. The real skill isn’t following a framework; it’s adapting it to fit the problem at hand
2. Challenge assumptions
3. Reframe the challenges and look at it from a different perspective
4. Adjust your approach in real time

Example:

Tom and Jessica are hired as Project Managers to run projects and they are to use the same tools and methodology. Tom follows the framework rigidly, building a theoretically perfect project plan with clear dependencies, timelines, and effort estimates. But in reality, rigid plans rarely survive first contact with a project’s real-world challenges.

Jessica, on the other hand, understands that no project unfolds exactly as planned. She modifies the framework to fit the client’s needs, allowing for flexibility while still hitting the final deadline.

The difference? Tom focused on the process; Jessica focused on the outcome. Fixers know that people, adaptability, and influence matter more than rigid rules.

The Fixer’s Mindset: Key Principles

Here are four principles that will help you to become an unstoppable problem-solver a.k.a a Fixer.

Diagnose Before You Act

Don’t rush to a solution. Step back. Fixers see the bigger picture and consider long-term consequences. Take a step back, look at everything sort of how an architect understands the overarching design of a building and how it should fit in the landscape amongst other buildings.

Fixers think beyond immediate effects to long-term consequences.

Reframe Problems

Fixers don’t just solve problems, they prevent them. Instead of asking, ‘How do I fix this?’ ask, ‘What’s causing this problem, and how can I stop it from happening again?’'

Embrace Ambiguity

Fixers thrive in uncertainty. They make decisions with incomplete information and adapt in real time.

Influence without Authority

Being a Fixer is more than a job title or a role that is assigned to you, often Fixers come to the forefront when a problem arises that just simply cannot be ignored. These individuals have the trifecta (Credibility Triangle), whereby people listen to them because they can combine expertise, reliability and emotional intelligence to help shape perceptions, align stakeholders, earn trust and ultimately solve problems.

Fixers in Action: How Indra Nooyi reimagined PepsiCo's Future

• Background: In the early 2000s, PepsiCo was a global giant in the snack and beverage industry, heavily reliant on its core products; sugary sodas and processed snacks. While profitable, the company faced growing scrutiny from health-conscious consumers, government regulators, and activist investors who questioned its long-term viability in a changing market.
• Challenge: PepsiCo’s business model was built on high-margin, high-sugar products like Pepsi, Mountain Dew, and Lay’s chips. However, shifting consumer preferences towards healthier food and beverage options posed a significant threat. The company needed to adapt to this trend while maintaining profitability, keeping investors satisfied and without alienating its core customer base.
• Enter Indra Nooyi, who became CEO in 2006. She faced intense pressure from shareholders to double down on short-term profits rather than invest in long-term transformation. The market favored immediate returns, but Nooyi saw the writing on the wall: if PepsiCo didn’t pivot, it risked becoming irrelevant in a future dominated by health-conscious consumers.
• The Fixer's Approach: Rather than reacting with quick fixes such as marketing gimmicks or minor ingredient tweaks; Nooyi reframed the problem entirely. She didn’t ask, “How do we keep selling more soda?” instead, she asked, “How do we make PepsiCo future-proof?”

Nooyi identified three key areas where it would drive the most impact:

1. Shifting PepsiCo’s mindset from short-term profits to long-term sustainability.
2. Breaking down silos by aligning departments around the company’s new health-conscious direction.
3. Expanding into health-focused brands while implementing sustainable practices.

• Outcome: Nooyi’s ability to think long-term, influence without absolute authority, and challenge conventional wisdom resulted in a transformed PepsiCo.

Ready to Go Deeper?

Some problems can’t be solved with another meeting. Some challenges don’t have a playbook— until now.

If you’re the one people call when things go sideways, Becoming a Fixer is your guide to mastering the art of problem-solving under pressure. Learn the mindset, strategies, and frameworks used by top Fixers to diagnose issues, navigate complexity, and drive real change.

?? Stay Tuned for More: Every issue of The Fixer’s Playbook will equip you with actionable insights to tackle chaos, cut through uncertainty, and drive real impact.

?? Want the full playbook? Get Becoming a Fixer now on Amazon and start mastering the art of problem-solving.

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Because leaders inspire and managers coordinate; but Fixers get it done.