Connect with Me
Scholz Leadership Development: What We Do
Subscribe to Leader Snips, the Blog by Email
-
RSS Links
About Me
Chip Scholz
Head CoachChip Scholz is Head Coach of Scholz and Associates, Inc. He is a nationally recognized executive coach, public speaker and author. He is a Certified Business Coach and works with CEO’s, business owners and sales professionals across North America.
Chip has written for a number of business and trade publications. 2009 saw the release of his first book project, “Masterminds Unleashed: Selling for Geniuses.” His second book, with co-authors Sue Nielsen and Tracy Lunquist, “Do Eagles Just Wing It?” was published in 2011. His next book "Clear Conduct" is due in 2013.Do Eagles Just Wing It?
Buy a copy of Do Eagles Just Wing It? here!
Masterminds Unleashed: Selling for Geniuses
Buy a copy of Masterminds Unleashed: Selling for Geniuses here!
-
Recent Posts
Recent Comments
- Wishwallca on Top 10 Sites to Track your Goals Online
- Ten Things: Building Your Executive Presence In-House | Ten Things You Need to Know as In-House Counsel® on Executive Presence: The Trust Factor
- Victor Crain on A 65-Year-Old Thanksgiving Message for Today’s World
- Jay Jorgenson on 10 Reasons for Managers to
Use Coaching Conversations - Attilio on Be a Courageous Leader:
Overcome Your Fears
Categories
Archives
- September 2021
- July 2021
- April 2021
- March 2021
- December 2020
- November 2020
- October 2020
- June 2020
- May 2020
- April 2020
- March 2020
- January 2020
- December 2019
- November 2019
- October 2019
- September 2019
- August 2019
- July 2019
- June 2019
- May 2019
- April 2019
- March 2019
- February 2019
- January 2019
- December 2018
- November 2018
- October 2018
- September 2018
- August 2018
- July 2018
- June 2018
- May 2018
- April 2018
- March 2018
- February 2018
- January 2018
- December 2017
- November 2017
- October 2017
- September 2017
- August 2017
- July 2017
- June 2017
- May 2017
- April 2017
- March 2017
- February 2017
- January 2017
- December 2016
- November 2016
- October 2016
- September 2016
- August 2016
- July 2016
- June 2016
- May 2016
- April 2016
- March 2016
- February 2016
- January 2016
- December 2015
- November 2015
- October 2015
- September 2015
- August 2015
- July 2015
- June 2015
- May 2015
- April 2015
- March 2015
- February 2015
- January 2015
- December 2014
- November 2014
- October 2014
- September 2014
- August 2014
- July 2014
- June 2014
- May 2014
- April 2014
- March 2014
- February 2014
- January 2014
- December 2013
- November 2013
- October 2013
- September 2013
- August 2013
- July 2013
- June 2013
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011
- December 2010
- November 2010
- October 2010
- September 2010
- August 2010
- July 2010
- June 2010
- May 2010
- April 2010
- March 2010
- February 2010
- January 2010
- December 2009
- November 2009
- October 2009
- September 2009
- August 2009
- July 2009
- June 2009
- May 2009
Problem-Solving Cultures:
Innovative, or Toxic?
When this topic comes up in our conversations, we discuss how our ability to thrive (and sometimes, survive) depends on understanding how a problem-solver thinks and feels.
Troubleshooters feel threatened when things go wrong and problems have no readily apparent solutions. They fear their analytical skills—and, by extension, they themselves—are inadequate. A loss of control over circumstances adds hopelessness to the mix.
Many problem solvers deal with their insecurities by fixing things and bringing order to their world. Their mindset is fairly concrete: Everything needs to be fixed. Trouble lurks around every corner and must be snuffed out. These leaders have an innate protection mode.
Problem solvers rarely recognize their fears or desperate need to feel safe, but they’re keenly aware of their preparedness. They’re always ready to dissect problems methodically. They pride themselves on their diligence.
Troubleshooting leaders are often the odd one out, taking a minority view. They notice how few of their colleagues grasp their insights, which empowers them. Their research often leads to predictions, which take the form of warnings to heed their advice. Setting themselves apart from others affirms their belief that their contributions are important.
Problem solvers revel in hard data. They dismiss others’ intuition as inferior to facts. Gut feelings are deemed inappropriate and risky. They require a high level of certainty. But when data are hard to obtain or seem misleading, these leaders struggle to make decisions. Pulling the trigger without enough assurance seems riskier than doing nothing. Appealing to their common sense proves fruitless.
Over-analysis is never a problem for obsessive troubleshooters—the more, the better. Extended analysis may uncover other problems—an effective bonus in the war against trouble. Discovering hidden problems is a delightful find for them, akin to uncovering a treasure no one else has spotted.
Problem solvers have trouble taking criticism, which they view as a roadblock to progress or a detriment to morale. But they often accept it as the price to pay for fulfilling their role as protector of the people. Criticism would be far worse if their careful analysis failed to catch problems.
When working with problem solvers it’s helpful to understand their perspective and appreciate their gifts of discernment and analysis. Know that they don’t intentionally bog things down with their hyper-focus. Their goals are honorable, though they may pursue them in disruptive ways.
What do you think? How do you navigate a problem-solving culture? I’d love to hear from you. You can call me at 704-827-4474; let’s talk. And as always, I can be reached here, or on LinkedIn.
No related posts.