The Problem Is We Don't See The Problem: 3 Reasons Why Leaders Struggle to Create Urgency
Elizabeth Freedman
C-Suite + Executive Performance | Vice President, BTS | Forbes Leadership Contributor | CSP
Take a minute and count up the number of workplace meetings or conversations where you leave the discussion thinking you’ve got agreement and alignment on next steps, or a commitment from others, only to wonder why things aren’t progressing weeks (or months) later.? It’s a frustrating situation that likely triggers familiar thoughts: Why don’t they get it?? Why haven’t they done what they said they would do? How can I get them to share my sense of urgency? Why does it feel like we are back at square one and having the same conversation every time we meet? This may be happening because:
You never had agreement to begin with.
The most obvious reason why others haven’t taken action or done what they’ve agreed to? Until you have agreement on a problem, you don’t really have agreement at all. It’s well understood that competing priorities come with the territory of leadership on cross-functional teams or within a matrix environment, which is why what can seem like an indisputable case, a burning platform, or a clear challenge to one leader may simply be ‘meh’ for others who don’t have the time, energy, or bandwidth to care. This is particularly true in cases where we’re disproportionately impacted or affected by a problem. We may be chomping at the bit to solve an issue, but our audiences just don’t share our sense of urgency.
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You were rushed to move forward before you laid the groundwork.
Unless we get agreement on the problem, it won’t matter how great our solution, strategy, or approach is: You can’t sell someone on a solution until you’ve sold them on the problem first, so if you want to influence, provide a compelling reason why the problem must be solved that connects with employees. Don't fall into the trap of assuming your audience sees the problem as you do, or that they "should" care about a particular issue. Resist the urge to rush through this part of the discussion or jump into sharing your plan prematurely. First, build in time up front to address the following questions:
You sugarcoated the problem.
Good leaders are paid to solve tough problems, but great ones also have an outstanding sense of timing and won’t be rushed into executing a plan prematurely.? They also won’t risk having a potentially strong solution get derailed before it ever has a chance of succeeding, and it starts by sharing the brutal facts about the problem itself.? They don't sugarcoat. These leaders talk about the causes and impact of the problem, what it’s costing the organization, what happens if this problem goes unchecked, and what it’s going to take to solve it. ?When leaders can help employees equally appreciate the pain of the problem, they won’t want to experience it any longer than they have to. Even better, they want to help be part of the solution.
CEO of Vivo Group | Strategic Leadership Practices for Science & Technology Innovation | Transforming Brilliant Scientists & Engineers into Inspiring Leaders
1 个月You've outlined common reasons why leaders are not able to create urgency Elizabeth Freedman. Another factor is that leaders often also fail to use structures such as deadlines and clear expectations to create urgency.
Valuable post Elizabeth Freedman - so easy to overlook the importance of getting everyone on the same page about the problem before jumping to solutions. We've all experienced the frustration of thinking we had alignment, only to realize later that we didn't. Your point about not sugarcoating the problem is especially apt.
Headlining: 5 Core Stressors that Blindside Us - keynote and book in process
2 个月I would change one sentence - You don't have an agreement until action is taken based on that agreement. My own preference is also to refer to "contributing factors" even assigning a % weighting, rather than cause.
“Bruce speaks with confidence and competence, triggering the audience to build solutions.” Grey Goose Vodka
2 个月Elizabeth’s article hits the nail on the head—how many times have you left a meeting thinking everyone’s on the same page, only to find out later that you were the only one carrying the torch? It’s a frustrating loop that many leaders find themselves trapped in, often because the groundwork wasn’t laid upfront. Elizabeth illuminates a critical truth: agreement on the problem must come before agreement on the solution. Too often, we jump ahead, pushing our ideas without ensuring that our audience feels the pain of the problem. If your colleagues aren’t feeling the heat, why would they share your urgency? This is a powerful reminder that great leadership isn’t just about offering solutions—it’s about setting the stage, aligning on the pain points, and being brutally honest about the costs of inaction. Your role in setting the stage is significant, as it is only then that you can truly inspire your team to move forward together. If you find yourself stuck in a never-ending cycle of meetings that lead nowhere, maybe it’s time to revisit the problem and make sure everyone’s really on board. Great insights, Elizabeth!
Change Leadership Speaker and Coach
2 个月I’ve always admired leaders who can’t be rushed into a decision… and strive to be one!