Stop Blaming, Start Leading: How to Fix Problems You Helped Create

Solve Problems by Looking in the Mirror: Why Leaders Are Part of the Solution

There’s a simple principle in systems thinking: “If people are part of the problem, they are also part of the solution.”

It’s true. The answers to many problems lie right in front of us: in ourselves, and in our teams. But it requires a shift in perspective — a willingness to look at problems differently and accept our role in creating them. That’s the hard part.

All too often, leaders pass the burden. They hire consultants, buy shiny tools, or launch change programs, hoping someone or something else will fix the problem. But tech solutions and change programs rarely solve the underlying problems.

Change initiatives fail. Consultants may leave after months, and the underlying issues remain. Why? Because leaders are not looking inward. They avoid seeing their own influence on the problems.

Here’s a simple mindset shift: instead of asking, “Who can solve this?”, ask “How can I help solve this?”.

Draw a Circle Around Yourself

This exercise may feel uncomfortable, but it’s the first step in truly solving workplace problems. Leaders must acknowledge two things:

1. Almost every problem in the business is theirs to own or influence.
2. They probably helped create it in the first place.

Consider common examples:

• Low-performing staff who aren’t coached or guided – or managed well.
• Teams doing the wrong work because clarity is missing.
• Interdepartmental conflict encouraged — or ignored — by leadership.
• High turnover because employees lack meaning or growth.

Ownership changes everything. When we stop passing the burden, we stop blaming, stop pointing fingers, and start seeing problems differently. They are ours, and we can do something about them.

You Have Influence

Even if you’re a quiet or less assertive leader, you have power and influence. Every comment, request, or email can ripple across your organisation.

For example, in one company, a leader asked for a simple weekly report on customer cases. It seemed harmless. But the request created twelve extra stages in the workflow, as teams scrambled to avoid blame – to be fair, he was going to use the report to find who was the "problem". Chaos ensued. The leader had no idea this request caused so much disruption – and ultimately made the service far worse for the customers.

Or consider a senior leader who asked a team member to complete a report by the end of the week, not realising she was on leave tomorrow onwards. That small conversation led her to work the entire weekend, miss her child’s swimming tournament, and be stressed all weekend. The leader hadn’t realised that his casual comment, combined with a culture of constant praise for fast responses, had created overwork.

Every decision has consequences. Leaders must trace the ripple effects. Draw a circle around yourself and look at problems there first.

Focus on What You Can Control

Many managers take on problems outside their control, mobilising teams to fix things they cannot influence or fix. This wastes time, energy, and morale. Before tackling a problem, ask:

• Is this within my control?
• Can I take meaningful action?
• If not, how can I influence the situation indirectly?

Owning only what you can control ensures effort isn’t wasted and solutions are actionable.

Explain Problems Simply

I ask leaders to explain problems to a child.

It may sound silly, but it works. To explain something simply, you must deeply understand it. You must strip away jargon, clarify the steps, and visualise the process.

Often, in trying to explain a problem, you uncover solutions — or realise the “problem” is actually a symptom of something deeper. Solving symptoms without addressing root causes only delays the real solution.

Accept Compromises

No problem is solved perfectly. Solutions are compromises. Some aspects of the problem will remain, while others shift. Being aware of trade-offs allows leaders to make smarter decisions and anticipate unintended consequences.

Generate Multiple Solutions

Many people search for the solution. But creative problem-solving requires generating many solutions. Lateral thinking — looking broadly and differently — uncovers options you might not initially see.

Instead of aiming for perfection, aim for viable paths forward. You can refine, combine, or test solutions iteratively.

Consider What’s Missing

When analysing a problem, we often focus on what we can see: data, reports, observable behaviours. But what about what’s missing?

• Are there gaps in the data?
• Have we considered past similar issues?
• Are we missing perspectives or inputs?

Identifying gaps can illuminate the true nature of the problem — and sometimes reveal the solution itself.

Look at the Opposite

Sometimes viewing the opposite of a problem clarifies perspective.

• What would the problem look like if the roles were reversed?
• What if the consequences were flipped?

The opposite can make the problem less overwhelming or even highlight risks in potential solutions. It can help leaders make more informed, deliberate choices.

Involve Those Who Are Dealing With the Problem

Finally, involve the people closest to the problem. Often, those on the front lines know the issues inside out and have valuable solutions. But they are rarely asked.

Leaders too often make decisions from the edge, from a distance, or with limited perspective. Start listening to the right voices. It also builds ownership and accountability across your team.

The best ideas almost always come from the people in the middle of the problem. And, importantly, they’ve often been shouting about it for years.

The Takeaway

Solving problems isn’t about technology, consultants, or quick fixes. It’s about leadership. It’s about owning the issues, understanding your influence, and engaging those closest to the challenge.

When leaders acknowledge their role in problems, focus on what they can control, simplify complexity, accept compromise, and involve the right people, solutions emerge.

Start by drawing a circle around yourself. Look inward. The solutions are already within reach — you just have to recognise your role, influence, and responsibility.