Stop Solving The Wrong Problem

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On the JJ Barnes Blog, discover why leaders keep fixing the wrong problems—and how a simple shift in thinking can save time, money, and credibility in this eye-opening dive into the art of tackling what really matters.

We all like fixing things; we get a fix out of it- pun intended. Diagnose the issue, take action, and tick it off the list. Done. Except. What if the thing you fixed wasn’t actually the thing that was broken?

It happens more frequently than you might think. And the frustrating thing? Leaders are generally not aware that they’re solving the wrong problem until it costs them time, money, and, generally, a piece of credibility.

The Illusion of the Obvious

It’s human nature to tackle what’s shouting the loudest. So when sales slow or customers vanish, the usual suspects get rounded up—marketing, maybe pricing, maybe the product itself. It all makes sense on the surface. But surface reasoning is a slippery slope.

I used to consult with a business that was certain its marketing had lost its fizz. They were convinced the messaging needed to be shaken up; perhaps the branding was stodgy. So they spent the budget on a flashy rebrand, some edgy new ads, and a few glossy influencers. But nothing budged. Engagement remained stagnant, and sales didn’t budge.

It turns out marketing wasn’t the problem at all. Their ecommerce fulfillment process was the problem. Orders were delayed. Communication was inconsistent. Returns were a nightmare. Customers were losing confidence—not because they weren’t interested in the pitch, but because the follow-through was broken. They didn’t need more persuasive ads. They needed better service.

When You’re Too Close To See It

One of the hardest things about leadership is how easily your proximity to the business can blindfold you. You know the moving pieces, you know the backstory, and you’ve built the thing from the ground up. But the same proximity somehow has a way of clouding your objectivity.

This is where leaders need to stop and ask: Are we solving what appears to be the problem or what actually is the problem?

Sometimes, the real issue is boredom. Or it’s obscure. Or worse—it challenges your assumptions about how your team or systems are performing. And no one wants to admit their highly tuned machine is leaking oil.

But getting it wrong quietly drains away performance. You can patch things up here and there, but the leak is still running in the background, undoing your gains.

Quick Fixes, Long-term Headaches

And then there’s the need to be seen as the solution-finder. Especially when you’re in leadership roles and people are looking to you for answers. Quick solutions can make you seem decisive. But when the solutions don’t tackle the actual issue, they become distractions.

Think of the company I mentioned earlier. That misdiagnosis cost them six months. Not only was the budget lost, but their employees started losing confidence in leadership. Why? Because while action was being taken, the results never came. And people notice that kind of thing. There is beauty in restraint.

So, How Do You Know?

That’s the million-dollar question. But here’s a good place to begin: When something goes wrong, your initial responsibility is to resist the urge to fix it. That’s right.

Or ask:

• What is the actual outcome we’re not getting?
• What evidence do we have that X is the cause?
• What have we not considered because it appears unlikely or unpalatable?

This kind of thinking is easier said than done and does not happen by chance. It is far more natural for teams to rally behind the most plausible explanation, especially when everyone is under pressure, and the stakes are high.

The Leadership Shift

There is a quiet strength in being the kind of leader who waits. Not out of fear but out of responsibility. Who doesn’t jump to judgment? Who doesn’t turn every situation into some kind of crisis requiring an instant response?

This is not a summons to passivity. This is a summons to intentionality. Leadership is not always being the first to do something—it is being the best at thinking.

The Smart Way Forward

Here’s the real leadership flex: spend LESS time rushing into action and MORE time ensuring you got the question right. As you become more adept at discerning the real problem, you waste LESS energy and fewer spinning wheels, and you actually begin to gain real momentum.

You also set a new standard of leadership for your team. You lead by example. Patience. Attention to detail. A mindset that says: we’re not here to look busy; we’re here to get things done — with purpose, precision, and the confidence to take the time to choose the right move, not just the speedy one.

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