The Real Problem Is Rarely the First Problem

After years of working with CEOs and senior leaders, I've noticed a pattern.

What they initially ask for support with, is rarely what we end up working on. Rather, it's more like the tip of the iceberg, the symptom rather than the cause.

For example:

“I want to transition out”, might become “I need a different way to working to stay.”

"I need my team to step up" could actually be “I need to clarify decision making authority.”

"I need to work on my communication" could end up being: “I need help to build my inner confidence and trust my decisions.”

"I need to execute the strategy" could morph into: “We have too many priorities and are getting overwhelmed.”

None of this is evasion. These are intelligent, self-aware people. They are just too close to it to untangle what's underneath. And the environments they're in mean that they're often struggling in silence.

Part of what I do is explore the individual, team and organisational context in depth and also listen carefully to what isn't being said. To create enough safety and trust that we can get to the real issues at play. Because until we're working on those, we're just working on the surface instead of creating lasting change.

The presenting problem is rarely the entire problem, and I never know where it's going to go. Which is why it's critical that we evolve, adapt and deepen our focus along the way, to achieve sustainable and satisfying outcomes.

Humans are so beautifully complex, there are always so many layers driving what we think, feel and do, but I absolutely love helping good people to navigate through all of it.