Insights

I see it over and over: managers overwhelmed by issues begin to value activity over actual results.

Activity sells.

Think about it: when your VP asks, “What are you doing about this issue?” the focus in the wording is on doing. As long as there’s plenty of visible doing, no one gets into big trouble.

For a while.

Because activity is like credit—it feels good in the moment, but the bill eventually comes due. And suddenly, that VP shifts from, “What are you doing about it?” to “When are you going to have this solved?”

The key? Valuing progress over activity.

It’s worth repeating: progress over activity.

And progress requires leading collaborative problem-solving. I won’t lie—this takes real skill. Few managers are truly good at it. But then again, few managers truly value progress over activity. Some correlation there, don’t you think?

Here’s how I’ve approached this in my career:

When I’m brought into a major issue after frustrations have mounted, two things tend to happen:

1. The senior leader vents—a lengthy speech about failure, which I listen to attentively (hint: There will be erroneous statements. Do not point them out).

2. I respond by clearly describing two things (which I came prepared for, by the way):

• The problem itself.

• The plan for solving it.

And then, something surprising happens.

That senior leader thanks me.

Imagine it. I haven’t solved anything yet. I haven’t participated in any activity. But I’ve done two critical things:

• Made it clear that I understand the problem.

• Shared a real plan for addressing it.

Here’s the heart of that plan:

• Identify the critical questions that need answers.

• Direct all team activity toward answering those questions.

• Cut out any activity that doesn’t move us closer to answers.

When I meet with the senior leader again, I don’t list activities. I list answers.

• What we’ve learned.

• An improved understanding of the issue.

• I make clear how this issue is "running out of places to hide".

Done well, it builds an air of inevitability. And you know what? Pretty soon, that once-angry senior leader starts skipping the daily meetings. Why? Because they trust progress is being made.

If you’re leading teams through tough problems, this is the job.

Not ensuring endless activity. Progress.