The Ability to Distinguish Big Problems From Small Ones

For leaders, spending time on problems that others should handle is both a time-wrecker and a morale spoiler.

Delegating small problems and issues to trusted colleagues is how good leaders maximize their productivity.

The best leaders understand that concentrating their efforts and time on the big problems is how progress happens. Wasting time on anything less material is a drag on the critical decision-making the enterprise needs to succeed.

However, leaders who are not yet able to distinguish between big problems and small ones often get involved with matters they should not.

As a default, too many leaders treat all problems as BIG and insert themselves into issues best delegated to others.

This undervalues their time, diverts resources away from what matters, and exasperates junior leaders who deserve the trust to own and handle problems that affect them.

Separating Big problems from Small ones is of critical importance for all leaders. So how do the best leaders do it?

Big problems have a different set of characteristics than do Small problems, and it is essential for leaders to recognize those differences.

For starters, Big problems are associated with higher risks if left unattended, have a broader impact on multiple stakeholders, and, depending on their solution, have consequences for other decisions currently unconnected to them.

Their complexity suggests any solution will likely impact other elements or issues in the organization in ways not instantly recognized by those immersed in the problem.

Not surprisingly, solving Big problems typically demands more resources — especially finances.

The scope and size of Big problems are also a dead giveaway. Big problems typically affect multiple people and have a ripple effect on how people or businesses will relate to one another in the future.

Their time sensitivity is also a clue. Without immediate attention, Big problems grow rapidly and will likely cause concern or upset from multiple parties.

In contrast, Small problems are commonly contained to a single area, relationship, or outcome. Smaller problems are more straightforward and more easily resolvable.

Most importantly, Small problems are less significant because they lack urgency. A Small problem can go unaddressed for a short time without undue risk that it will turn into a Big problem.

The challenge every leader must overcome is the temptation to solve Small problems.

Leaders feel powerful, smart, and action-oriented when they wrestle a Small problem to the ground and resolve it.

Unfortunately, it is a horrible use of their time.

Small problems are best delegated to others who need the experience of navigating through them. Leaders who try to do everything themselves create more problems than they solve.