“You gain growth by exploiting opportunities, not by solving problems.”

1) Acting on Opportunities, Not Just Solving Problems

As we grow we seem to have more and more problems.

Sometimes we have to dedicate our time and focus on solving those problems if they are mission critical.

But sometimes it’s not possible or necessary to solve all these problems, and sometimes we need to take a different approach.

You don’t need to solve every single small problem. 

You can let some fires burn for a while, so you can grow.

A significant lesson comes from the wisdom of Peter F. Drucker, who emphasized the importance of focusing on opportunities rather than merely solving problems. Behring’s story illustrates this perfectly. Faced with issues like broken bridges and railway tracks, he realized that addressing these problems was necessary but not sufficient for growth. Solving problems only prevents damage; it does not create new value.

Drucker famously said, “Results are gained by exploiting opportunities, not by solving problems.” This insight is vital for any leader. While problems must be managed, real progress and innovation come from identifying and acting on opportunities. Leaders should prioritize initiatives that drive growth, foster innovation, and open new pathways for success.

Often we can outgrow problems much more easily than we can solve the problem by itself.

Obviously it is mission critical then it should be taken care of differently.

2) Placing the Best People on the Biggest Opportunities

Following from this, a key insight is the importance of assigning the most capable individuals to the most significant opportunities. This ensures that the biggest projects receive the attention and expertise they deserve, and it has the most impact. It’s about leveraging the strengths of your team members and aligning their skills with the most impactful tasks. This not only maximizes the chances of success but also empowers and motivates employees, showing them that their talents are recognized and valued.

We have to also be aware of our tendency to spend most of our energy trying to fix the lowest performers in the organisation. It might be better not spending the energy there, instead spending it on the highest performers.

3) Taking Responsibility & Giving Credit

According to all of the greatest leaders according to the book good to great, the succsesful leaders always gave credit to others for wins, and took blame for problems. Bad leaders blamed their team for problems, and took all the credit themselves.

If it’s a success – give credit to the team. This is because it will recognise and appreciate their contribution. They will feel great and more likely to do it more.
If it’s a mistake, it’s my, as the leader’s fault. This is important because as the leader I am responsible for everything. If we, instead blame others, and criticise them, it might not actually be accurate, because often there might be something outside their control, and it’s usually a problem of training, or structure. If we criticise others, they freeze up, and are less likely to contribute in the future.

One of the most profound management lessons I’ve learned is the importance of taking full responsibility for failures while giving full credit to the team for successes. This mindset shift is crucial and transformative. It builds trust, fosters a collaborative environment, and motivates the team to strive for excellence. When everything goes well, it’s because of the team’s hard work, dedication, and talent. When things go wrong, as a leader, it’s my duty to shoulder the blame, reflect on what went wrong, and work on improvements.

4)  Creating Structure for Success

Creating a structured environment is fundamental for effective management. Structure provides clarity, sets expectations, and establishes a framework within which the team can operate efficiently. It involves defining roles, setting clear goals, and implementing processes that guide the team towards achieving these goals. A well-structured organization is like a well-oiled machine, where every part knows its function and contributes to the overall success.

That’s why I write job descriptions and expectations for each role to make it super clear. Because if it’s not written down, then how do we know our assumptions are aligned.
Also setting up a career plan for each person and reviewing it with incentives and a clear path for their development.

Conclusion

The journey of learning management lessons is ongoing and dynamic. Embracing responsibility, placing the best people on the most significant opportunities, creating structure, and focusing on opportunities are foundational principles that have shaped my approach to leadership. These lessons are not just theoretical concepts but practical strategies that can lead to tangible improvements and sustained success in any organization. By continuously applying these principles, we can build stronger, more resilient, and more innovative teams poised for long-term success.