The Genius Gambit: Creating Problems to Solve Them

Two Monks on a Motorcycle: Corporate Zen Stories

Day 26

In the workplace, knowledge is often considered power. The more one knows, the more valuable they become, or at least, that's the common belief. However, it’s not always enough to be knowledgeable; one must also be seen as indispensable. Some people, despite their wealth of knowledge, feel overlooked or underappreciated. They watch as others, often less equipped in terms of expertise, rise to prominence through networking or simply being more visible. This disparity can fuel frustration in the minds of those who pride themselves on their intellect.

Such was the case with a colleague I once had. He was the epitome of knowledge—brilliant, insightful, and possessing a deep understanding of his field. Yet, for all his expertise, he felt he wasn’t adequately consulted. His contributions, though significant, were often overshadowed by others who were more adept at self-promotion or aligning themselves with decision-makers.

Rather than quietly accepting his underappreciation, he devised an unconventional strategy: he would create problems, only to step in later as the savior who solved them. This became his method of grabbing attention wherever he went.

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Creating a Problem to Solve

While it may seem counterintuitive, the tactic of problem creation followed by resolution was highly effective for him. He knew that to be seen as necessary, he had to make himself visible and ensure others were aware of his importance. By introducing complexities or uncovering hidden issues that others hadn't considered, he became the one who could identify what others missed.

The problems he created were ones fabricated out of thin air and the ones that were real but dormant issues. He would magnify these concerns, bringing them to the forefront of attention in meetings or conversations. Suddenly, there was a sense of urgency, a realization that something needed fixing—and conveniently, he was the expert who could step in with a solution.

In doing so, he wasn’t just positioning himself as knowledgeable but as the indispensable problem-solver. This tactic allowed him to hog the limelight, ensuring that his expertise was not only recognized but also sought after.

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?The Limelight Strategy

This strategic move worked on multiple levels. First, by surfacing problems that others had overlooked, he demonstrated his superior insight. He wasn’t just solving problems; he was showing that he had a deeper understanding of the system, able to detect the issues lurking beneath the surface. Secondly, the act of resolving the issues cemented his position as the go-to person for solutions, reinforcing his authority and indispensability.

However, beyond merely solving problems, he was also shaping how others perceived him. In a world where recognition often goes to the loudest voice or the most visible contributor, this colleague ensured that he stayed in the spotlight by engineering situations where his expertise was the most critical.

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The Ethical Dilemma

While effective, this approach raises interesting ethical questions. Is it right to create problems, even if they’re real, just to garner attention? Is manipulating situations to ensure your indispensability a legitimate way of advancing your career?

The answer depends largely on perspective. From one angle, it can be seen as resourceful and strategic—after all, the problems were many a times real, and the solutions were necessary. On the other hand, it could be seen as opportunistic, a manipulation of circumstances for personal gain at the expense of the team’s overall efficiency.

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A Fine Balance

For those who, like my colleague, feel overlooked despite their knowledge, there may be a lesson here: being smart is not enough. Visibility, communication, and strategic positioning are as important as expertise in today's professional world. If you’re not seen as essential, your contributions may go unnoticed, no matter how valuable they are.

However, one must strike a fine balance. There’s a difference between highlighting important issues and intentionally creating problems for personal gain. True leadership lies in knowing when to solve a problem for the collective good, not just for individual recognition.

Ultimately, my colleague's tactic reveals an essential truth about knowledge and attention: being the best at what you do is often only half the battle. The other half is ensuring that people see your value, and sometimes, that requires you to create opportunities for yourself—even if those opportunities start with a problem.

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