Effective Leadership

When problems arise at work, and in life, we tend to have one of three immediate reactions depending on our personality.
Some people will tend to sympathise, to express empathy for the people affected and to do what they can to make people feel better.
Some people will tend to try to immediately fix the problem, Identify the underlying issue and correct it.
Some people will tend to blame, identify the person responsibly and hold them accountable.
As a leader when a problem arises do you seek to blame? Do you seek to sympathise? Do you seek to solve the problem?
What do you tend to do? There is a trap here!
No one choices correct all by itself. Each one has two sides. Seeking to find the root cause is great. Seeking to just be angry at someone doesn’t help anything. Seeking to fix the problem is great. Having all the answers is wrong. Seeking to sympathise lets you understand the problem more deeply can let people know you care. Just listening and nodding your head without actually correcting anything is wrong.
The most effective leaders don’t just reflexively react to situations.
They go with their gut instinct, but make sure that they are just giving an emotional reaction, but are following through and actually making the situation better.
When a problem arises…
Don’t allow people to just blame someone, focus on working to make sure the issue doesn’t happen again.
Don’t just zoom in on fixing the problem, also acknowledge how the issue is affecting people.
Don’t just sympathise, define what the issue is and try to find the underlying cause.
When issues arise, the, leaders, and mentors, use this rule of three to make sure they are providing a three-dimensional solution, rather than a one-dimensional reaction.