Move Everyone Up the Five Levels of Problem-Solving

It was a brisk January morning when I was promoted to my first manager role. “Thank you for the opportunity!” I said at a much higher volume than intended.

I was officially the youngest sales leader in the organization’s history, making me proud and anxious. I recall standing at the front of the conference room when they announced my promotion and feeling scared that I would be outed at any moment for having no idea what I was doing.

Nevertheless, I put on a brave face and jumped right in. Determined to prove myself quickly, I prided myself on my response time with my team, on always being ready to step in at a moment’s notice and help with whatever. Leading a large team, I quickly felt pulled in different directions and felt there were not enough hours in the day. While my team appreciated all the help, I gave them everything I had and went home each night feeling exhausted and overwhelmed.

A few months in, I contacted a leader I trusted for advice. After hearing how anxious I was feeling, he identified the trap I had fallen into. I had become a “Super Solver.” Many new leaders, he explained, see their role as being the person who fixes everyone else’s issues. Super Solvers drop everything to help their team and play the hero.

While this makes everyone feel good at the moment, it is the worst thing a leader can do because it creates a culture of learned helplessness. Among other issues, managers must enable their people to develop problem-solving skills. Super Solvers also tend to burn themselves out with impressive speed.

Listening to my advisor was a wake-up call, as he described exactly the approach I was taking. Seeing my panicked expression, he assured me that this happens often with new leaders. He then introduced me to the Five Levels of Problem-Solving, and I've used it ever since.

Level 1: I do not know the problem, and I do not know the solution.

Looks Like: A team member sprints into my office confused and acting as if their hair is on fire.

Sounds Like: “Something is messed up, and I have no idea why. Help!”

Level 2: I know the problem but need to know the solution.

Looks Like: A team member rushes into my office with a problem and looking for me to solve it for them.

Sounds Like: “My client’s application is screwed up. Can you fix it?”

Level 3: I know the problem. Here are a couple of solutions I have considered. Which one should I choose?

Looks Like: A team member walks into my office after thinking about the problem and potential solutions before asking me to decide.

Sounds Like: “We accidentally routed the client’s application to the wrong department. This resulted in a delay in review and approval. We can expedite a new application, or we can try to redirect the existing one to the right group and get it processed. Which one should I do?”

Level 4: Here is the problem. Here are a few possible fixes. This is the solution I am planning to go with. What do you think?

Looks Like: A team member books time on my calendar. Having carefully considered the situation and possible solutions, they make a recommendation and look to me for support and validation.

Sounds Like: “We accidentally sent the client’s application to the wrong department. This has delayed review and approval. I will expedite a new application for approval today instead of rerouting the existing one because this is the quickest way to handle things. Does that work for you?”

Level 5: I had this problem last week, and this is how I solved it. These were the other solutions I considered before I made my decision.

Looks Like: A team member debriefs me during our regularly scheduled one-on-one meeting and then goes about their day.

Sounds Like: “Last week, an application got sent to the wrong department. I expedited a new one instead of attempting to redirect the existing one because I believed that would be at least one day quicker. It was the right decision, and the client got their approval yesterday.”

The goal of applying the model for leaders is simple: Coach your team to become Level 4 or 5 problem solvers.

At a minimum, raise them to Level 3. If someone comes to you with a Level 1 or 2 problem, have the discipline to send them away and return once they reach a higher level. Help them get better at helping themselves.

While initially skeptical, I implemented the Five Levels of Problem-Solving within a week. Doing so was surprisingly easy. At our next team meeting, I walked everyone through the framework and set clear expectations that I would draw a firm line on Level 1 and 2 requests. I was specific in explaining why. The reason was to help them all develop better problem-solving skills and to free up my time to work with them on higher-impact activities.

Following the model quickly became cultural, and the team used “level” as a common language. People would say, “I could only get this one to a Level 3, so I could use your help.” They became far more self-aware and became better problem solvers. Many have progressed into senior roles and now leverage the problem-solving framework with their teams.

As a new leader, the model was a game-changer. Suddenly, I had more time and energy to focus on high-value activities that impacted the team and the broader organization. At the same time, I was building a team of highly capable problem solvers. I felt energized and motivated by the work I was doing.

As a bonus, I did not become the youngest sales manager in history to burn myself out.

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This post was re-purposed from an article I published in May 2021: Move Everyone Up the Five Levels of Problem-Solving - PSHRA

I originally published the Five Levels of Problem-Solving in my debut book: The Token Woman: A Guide to Thriving as a Female Leader in Sales: Stookes, Cheryl: 9781525586804: Amazon.com: Books