The Most Expensive Mistake Leaders Make is Solving the Wrong Problem
- Jun 7
- 4 min read
Written by Shery Saeed, Executive Coach & CEO Advisor
Shery Saeed is a transformational executive coach and trusted advisor to bold CEOs, visionary founders, and culture-shaping leaders. With over 25 years of experience navigating high-stakes leadership moments, she blends strategic rigor with deep psychological insight to help clients lead with clarity, scale with conviction, and evolve with purpose.
Leaders are taught to solve problems. The better they become at solving them, the more responsibility they receive. But leadership introduces a different challenge. The problem is rarely the problem.
In fact, some of the most expensive mistakes leaders make come from solving the wrong problem exceptionally well. As organizations become more complex, the challenge shifts from finding solutions to understanding what actually needs to be solved.
That distinction matters more than ever. Artificial intelligence is reshaping industries. Customer expectations are changing. Economic assumptions are being challenged. Business models that worked yesterday are producing diminishing returns today.
In this environment, solving the wrong problem is not merely inefficient. It is expensive. Leaders are often rewarded for action. See the problem. Make the decision. Move quickly. But complex challenges require something different. Diagnosis before action. Because acting decisively on the wrong problem rarely produces the desired result.
The turnover problem that wasn't
A company experiences rising employee turnover. Leadership responds quickly. Compensation is increased. Benefits are enhanced. Engagement initiatives are launched.
Months later, employees continue leaving. Why? because turnover was not the problem. Turnover was the symptom. Leadership assumed employees were leaving because they were dissatisfied with compensation.
The real issue was a lack of career growth, inconsistent management practices, and unclear expectations. The organization invested significant time and money addressing the visible issue while the actual problem remained untouched.
The AI problem that isn't
Today, many organizations are asking, "How do we implement AI?" It sounds like a reasonable question. But it may be the wrong question. A more useful question might be, "What assumptions about work, value creation, decision making, and talent are changing because of AI?"
One organization uses AI to automate tasks. Another uses AI to redesign workflows, decision making processes, and customer experiences. Both adopted the same technology. Only one questioned the assumptions beneath it. Technology rarely creates the biggest challenge. Thinking does.
The revenue problem that was really a strategy problem
A company misses its revenue targets. Leadership immediately focuses on sales. New incentives are introduced. Additional marketing dollars are invested. Sales training is expanded. Results improve temporarily.
Then revenue stalls again. The issue was never sales. The issue was that the company's value proposition had become less relevant to changing customer needs.
What appeared to be a sales problem was actually a strategy problem. The organization treated the symptom while the underlying cause continued to grow.
The burned-out founder
A founder feels overwhelmed. Every day is consumed by decisions. The obvious conclusion is. "I need better time management." But what if time management is not the problem?
What if the real issue is that the organization still depends on the founder for every significant decision? This is not a productivity problem. It is a leadership design problem.
No productivity system can solve a problem that originates in organizational structure. The founder was trying to manage time when the real challenge was distributing authority.
Why smart leaders misdiagnose problems
Most leaders are trained to focus on events. Revenue declines. Turnover increases. Costs rise. Projects miss deadlines. Events are visible.
They demand attention. They create urgency. The problem is that events rarely explain themselves. They are often the final expression of a larger system operating beneath the surface. What leaders often call a problem is actually a signal.
A clue. A symptom. Something deeper is creating the result they can see. The challenge is that solving symptoms creates the illusion of progress. Meetings happen. Initiatives launch. Resources are invested. Activity increases.
Yet the same problem keeps returning. Not because the solution was poor. Because the diagnosis was incomplete.
The questions exceptional leaders ask
Most leaders ask, "How do we solve this?"
Exceptional leaders ask different questions first:
"What is creating this?"
"What assumptions are we making?"
"What has changed that we have not recognized?"
"What problem might this actually represent?"
These questions slow the rush toward action. But they dramatically improve the quality of decisions. Because the quality of a solution is limited by the quality of understanding that precedes it.
The problem beneath the problem
Every symptom has a source. Every visible problem exists within a larger system. Every challenge contains assumptions that deserve examination. Every recurring issue is an invitation to look deeper.
As uncertainty increases, the temptation is to move faster. But speed is only valuable when it is directed at the right problem. The leaders who create the greatest value are not always the fastest problem solvers.
They are often the most effective problem definers. They understand that solving the wrong problem exceptionally well is still failure. Because the most dangerous problems are not the ones leaders cannot solve.
They are the ones leaders misunderstand. Every solution becomes expensive when applied to the wrong problem. Every breakthrough begins with understanding what problem actually needs to be solved.
Read more from Shery Saeed
Shery Saeed, Executive Coach & CEO Advisor
Shery Saeed works with founders and CEOs at the moment when success starts to feel heavier instead of easier. Known for her Founder Ceiling framework, she helps leaders evolve their identity, decision-making, and leadership model so their companies can scale beyond founder dependence. Drawing on decades of transformation work with executives and growth-stage companies, Shery focuses on the human side of scale, where leadership evolution and business performance rise or stall together. Her forthcoming book, The Founder Ceiling, explores why strong companies plateau and how founders can become the CEO their next stage requires.
