I know that the hard -working leaders are the most disappointed too.
They are experienced. Their team of smart driven respects them. The company is growing – or at least it should be. However they are stuck. This is not because they are doing wrong, but they say they are solving Wrong problemThe And they are doing the speed for speed.
They are trying to outwork in a thoughtful problem.
Stopping does not mean failing. It means leading in the dark
When the leaders say they are stuck, their money is not paralyzed. They mean that they are doing a lot of things without seeing moving forward. The decision is made, but the priorities are transferred. People are busy, but progress feels unwanted.
This is where leadership becomes dangerous because many real obstacles are disguised.
The disguised barriers are challenges that seem to be about strategy, people or executions, but in fact the leadership is about how the leadership is thinking about the situation.
The leader is not wrong. This is that they are solving what they are visible, what is not basic.
He thinks big: 7 estimates about the future that creates stuck stress
Motion vs. speed
Most leaders are at a continuous pace. They have MeetingResponding to problems, reaction to stress. However, speed ActionThe Are motion DirectionThe
Speed means know where the team is going and why. This means making decisions on each other instead of different directions.
Without speed, the leaders try to create progress through the ball and destroy themselves. Only when they try to get out of something that has not yet given a name.
It brings us to the real trap: thinking problem.
What is a thought problem?
A thoughtful problem is that leaders apply energy and urgent in any situation when they first do not get precise and create structures. And disciplined thinking, the kind of transparency that gives you transparency is not easy.
Mindstak: Why the most effective leaders allow autonomy
People think only reflects. But thinking is the job. Hard work. It’s like digging. The first Balcha is not difficult. However, inside five or six feet, after a few dozen balks, the real work begins here. There is insight. Most leaders stopped after the first mental balk. Some do not even dig the first.
When a leader arises a thoughtful problem:
- The root cause jumps to solve a symptom before understanding. Instead, slow enough long enough to ask, “What is actually running this problem?”
- They work on estimates that they did not test or share. Instead, make the estimates visible, press them on, and align the team around the realized real.
- Confuses the activity with effectiveness. Instead, focus on the team, not the output, the results. In progress, not just busyness.
- Repeats old strategies in new situations. Instead, apply what else (science) has done elsewhere but adapt to the current situation (art).
Why smart leaders get caught here
Not because of the inexperience of getting caught in a thoughtful problem. In fact, the more successful a leader is, the more likely they are to fall into this trap.
Why? Because their first instincts worked. Fast solutions, making more and making single decisions have got them through their startup episode. However, whatever works in the urgent fails to complicate.
This is not a problem of skill. It is a leadership evolution that has never been taught them.
3 simple steps to get to the unstuck and to be overwhelmed in the past
If the problem is not the problem when
I let you give you an example: A founder thinks that the team is doing less skilled. The projects miss the deadline. The accountability is low. They assume that it issue a guy. So they re -decorate the reporting lines. They offer bonuses. They bring a CoachThe
Are still stuck.
In a vacuum, all of them can be a good idea. But are they the right idea? Or do they change for change?
When we dig deeper, we discover something else: the roles have never been clearly defined. No one owned a decision and there was no shared language for success. The projects are slow. Accountability has disappeared – not because the party was weak, because the system lacked precision.
Being clear about the introduction and results can lead to restructuring, but it is the result, not the starting point. The real thing was not the structure. It was the thought that it had shaped.
Shift: From response to disciplined thoughts
The solution is no more power. It’s better precision.
That’s why I learn to use the 3 CS process of the leaders – a disciplined thinking process that helps to overcome their complications and move forward with the purpose.
Disciplinary thoughts are not about to sit down. It’s about to go deep. Most leaders think they did the work after the first concept. However, the original insight, the type of traction that increases, comes down to several layers.
That’s why parties focus on activities instead of results. The leader often knows the result intuitively but has never published it. So people are at speed, but no one owns. Because ownership lives on “how” which only works when everyone understands “what”.
The disciplined thinking does not just make the leaders sharp. This helps their results to be the communicator, which makes the execution scalpable.
3 CS processes how does the process work
Apply 3 CS through these steps:
- Clean your challenges.Most leaders respond to the highest signs. The first step is taking a step back to understand what the real blockade progress is. What are we solving and why?
- Chart in your course.After that, map the path to the non-negotiations and the map-the conditions that need to be honored and the results must be avoided. Think as their bumper. They do not define every technique, but they make sure the direction leads to success. For example, a product team may agree that the launch must happen before the end of the quarter, legal or customer service cannot bypass review and do not disrupt the current customers.
- Co -line the team.The death penalty is not separately. Co-ordinating means everyone involved in challenges, plans and their role. It also creates feedback loops to keep the plan adapted.What do you do if you are stuck right now
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- Name what seems to be stuck. To be precise.
- Ask yourself, “If it is not Real The problem? “
- Behind the back. See the system, not just signs.
- 3 CS process use. Clear, chart, co–line.
It may seem slower but it’s the fastest way to move forward.
Pat Alakwa writer Opportunity to Obstacles: Converting Business Challenges into Victory – Stories and Strategies of Leaders who have dominated it (Entrepreneur in Enterprise, May 6, 2025).
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