Identifying Underlying Issues

Most teams don’t have a problem-solving issue. They have a problem-identification issue. I’ve seen this pattern repeatedly: • A metric drops • Pressure rises • Someone proposes a fix • The fix “works” • The problem comes back Why? Because most teams optimize for speed, not truth. Root Cause Analysis isn’t about paperwork or compliance. It’s about intellectual honesty. Early in my career, I made the classic mistake: I treated symptoms as causes because they were visible, measurable, and emotionally satisfying to fix. Only later did I realize: If your solution feels obvious, it’s probably shallow. Good RCA forces uncomfortable questions: – What system allowed this to happen? – Who benefits from the current setup? – What are we avoiding naming? Tools like 5 Whys, Fishbone, Fault Trees, Pareto aren’t about methodology. They’re about slowing down thinking when everyone else wants to rush. Most recurring issues aren’t technical failures. They’re thinking failures that passed for action. If this framework resonates, you’ll see your problems differently and more importantly, you’ll stop fixing the same ones twice. What’s the last issue you “solved” that quietly came back? Image redits to Bastian Krapinger-Ruether, make sure to follow! — Natan Mohart

Are You Solving the Right Problem? As leaders & professionals, we're often under pressure to act quickly when challenges arise. Our instinct—or perhaps muscle memory—is to dive straight into solution mode. But over the years, I've found that one of the most important questions we can ask ourselves is: Are we solving the right problem? Consider the hybrid workforce. Organizations often roll out solutions like employee engagement activities, gift cards, virtual celebrations, enforcing video-on policies during calls, or hosting virtual team-building sessions. While these seem like good ideas, they may serve as quick fixes that don't address the real issue. So, what's the actual problem? ❓Is it a lack of engagement? ❓A drop in productivity? ❓Struggles with team cohesiveness? ❓Or could it be something deeper, like communication barriers? ❓Disconnect between leadership and employees? ❓Or even more fundamental issues like trust and culture? Getting to the heart of the problem is crucial. 🛠️ 3 Steps to Identify the Right Problem: Observe and Listen: Start by carefully observing the symptoms. What are the visible signs that something's not working? Gather data and listen to feedback from your team. This will help you understand the nature of the issue. Ask Deep Questions: Go beyond surface-level explanations. Use techniques like the "5 Whys" to dig into the root causes. If engagement is low, ask why—several times over—to uncover the core issue. The real problem often lies beneath the symptoms. Understand the Context: Consider the broader organizational environment, team dynamics, and culture. What seems like an issue in one area might be a symptom of a deeper problem elsewhere. Context is critical to accurate diagnosis. Once the right problem is identified, solving it effectively requires careful consideration. 💡 3 Considerations When Solving the Problem: Engage Multiple Perspectives: Involve diverse voices from across the organization. Different perspectives can reveal angles you might miss and lead to more robust solutions. Collaboration ensures broader acceptance and better outcomes. Resist the Quick Fix: It's tempting to go for quick solutions, but they often only address symptoms. Focus on sustainable solutions that tackle the root cause. This may take more time, but the long-term benefits are worth it. Reflect and Iterate: After implementing a solution, reflect on its impact. Did it address the problem effectively? Be prepared to iterate and adjust as needed. Continuous improvement is essential for long-term success. The most successful leaders don't just jump to solutions—they take the time to define the problem accurately. By doing so, they create a foundation for meaningful, lasting change. So, before you dive into solving what seems like an urgent issue, ask yourself: Am I truly solving the right problem? #Leadership #OrganizationalDevelopment #ProblemSolving #HybridWorkforce #Culture

One of the most common questions I get from leaders building teams is: “What best practices can I use to fix the problems we face?” Many jump to immediate solutions without really understanding the root cause. They try quick fixes, only to see the same issue persist or resurface later. The key is to first diagnose where the problem truly lies. Here’s a framework inspired by Ray Dalio’s Principles that has helped me make effective interventions: Principle 1: Culture Ask yourself, “Is this problem widespread across the organization?” - Analogy: Imagine a place where no one follows traffic rules and there's no respect on the road. This is a cultural problem—a pervasive issue that affects everyone. Principle 2: Systems Consider, “Are our processes, policies, or ways of working causing the problem in certain areas or even across the organization?” - Analogy: Picture a city where people generally respect traffic rules, but there are frequent breaches because the rules are unclear or enforcement is inconsistent. That points to a systemic issue. Principle 3: Individual (Will and Skill) Finally, ask, “Is the problem confined to a few individuals? And if so, is it due to a lack of skill or a lack of motivation?” - Analogy: Now, think of a scenario where most drivers follow the rules, but a few consistently break them. This is an individual issue. Once you identify which layer is the root cause—culture, systems, or individual—you’ll know exactly where to focus your intervention. Solving symptoms might offer a temporary fix, but addressing the underlying problem creates lasting change. Remember, just like taking paracetamol can lower a fever without addressing the underlying infection, quick fixes might ease the pain temporarily. The real impact comes from understanding and solving the root cause. Have an Xtraordinary day! 😊

PDCA Problem-Solving Implementation Guide 1. Record the Problem Before solving a problem, it must be clearly recorded. This section captures essential details: ✅ What? – Define the problem in simple terms. Example: "Machine downtime due to overheating." ✅ Where? – Specify the location where the problem occurs. Example: "Production Line 3." ✅ When? – Mention the time or frequency of occurrence. Example: "Every 3 hours during peak operation." ✅ Who? – Identify the person/team affected or responsible. Example: "Maintenance team and machine operators." --- 2. Analyze the Problem (Fishbone Diagram / Ishikawa Diagram) This step breaks down the root causes of the problem into six major categories: 1️⃣ Man (People) – Human-related issues such as skill gaps, fatigue, or errors. Example: "Operators lack training on temperature monitoring." 2️⃣ Machine (Equipment) – Issues related to machines, tools, or software. Example: "Cooling fan failure due to wear and tear." 3️⃣ Management (Policies & Supervision) – Leadership, procedures, and decision-making. Example: "No preventive maintenance schedule in place." 4️⃣ Method (Process & Procedures) – Work processes that may contribute to the problem. Example: "Inefficient lubrication process causing overheating." 5️⃣ Material (Raw Materials & Resources) – Issues with materials used in production. Example: "Low-quality lubricants used, causing excessive friction." 6️⃣ Milieu (Environment) – External factors like temperature, humidity, or workplace conditions. Example: "Hot working conditions increasing machine temperature." --- 3. Identify Root Causes (5 Whys Technique) After listing potential causes, use the 5 Whys method. Example: ❓ Why is the machine overheating? → "Cooling fan failure." ❓ Why did the fan fail? → "It was not replaced on time." ❓ Why was it not replaced? → "No preventive maintenance plan." ❓ Why is there no plan? → "Management did not prioritize it." ❓ Why did management not prioritize? → "Lack of awareness about maintenance importance." --- 4. Take Action (Corrective & Preventive Measures) This step focuses on fixing the issue and preventing recurrence by assigning responsibilities. ✅ What? – Define the action to be taken. Example: "Implement a preventive maintenance schedule for cooling fans." ✅ Who? – Assign ownership to individuals or teams. Example: "Maintenance Supervisor, John Doe." ✅ When? – Set a deadline for completion. Example: "By 30th September 2025." --- 5. Validate the Results After implementing corrective actions, assess whether the problem was effectively solved. ✅ Result Evaluation: Good, on target ✅ – The problem is fully resolved. Slightly improved ☑ – Some improvement but still needs work. Bad, off target ❌ – The issue persists. ✅ Standardization: Create a new standard if the solution is a best practice. Update the existing standard if adjustments are required. ✅ Approval: Score the effectiveness and obtain approval from an expert...

Identifying and Addressing the Root Cause of Challenges Every dental service organization (DSO) leader knows the feeling: a persistent issue keeps showing up. Margins are shrinking, team performance is lagging, or a key growth strategy isn’t working as expected. Leaders rush to fix these surface-level symptoms, often implementing quick solutions like cutting costs, hiring new talent, or tweaking workflows. But the real challenge? Those “fixes” rarely last. Why? Because most organizations are solving the wrong problem. As a leader, one of your most valuable skills is identifying root causes instead of chasing symptoms. Here’s what I’ve learned about uncovering what’s really holding your DSO back: 1️⃣ Dig Deeper with “The 5 Whys” When a problem arises, don’t stop at the surface. Ask “why” repeatedly to peel back the layers of complexity. Symptom: Shrinking margins. Why? Overhead costs are too high. Why? Supplies are over-ordered. Why? Lack of oversight in ordering. Why? Accountability isn’t clear. Why? Leadership hasn’t communicated expectations. The root cause? Misaligned communication, not just bloated expenses. Fixing this prevents future issues. 2️⃣ Recognize Patterns Across Locations Recurring issues often point to deeper misalignments. Is patient retention low due to isolated staff turnover, or is it a broader culture problem? Are delayed collections the fault of one team, or does the billing system need an overhaul? 3️⃣ Align Your Team Around Solutions Leadership alone can’t solve everything. Frontline staff often see the real challenges. Foster a culture where they feel safe sharing insights without fear of blame. 4️⃣ Don’t Ignore Leadership’s Role Sometimes, the root cause is closer than we think. Have you clearly communicated expectations, empowered teams, and supported managers? Leadership gaps can ripple through an organization, but addressing them has an outsized impact. 5️⃣ Measure What Matters Use KPIs to dive deeper: Why has revenue stalled? Look at production per hour or patient retention. Why is turnover high? Exit interviews may reveal leadership, culture, or compensation issues. Real Results Require Root Cause Solutions Surface-level fixes feel good momentarily but lead to frustration when issues return. Root-cause problem-solving takes time but creates sustainable growth, engaged teams, and efficient processes. What challenges keep recurring in your DSO? Let’s dig deeper together. #DSOLeadership #OperationalExcellence #GrowthStrategies

🎯Have you heard the term latent organizational weaknesses? These system failures can be compared to the way blocks are removed from a Jenga tower. The tower may remain standing, but with each block removed, visible gaps begin to appear, threatening its structural integrity. From above, the tower may still look intact, concealing the fragile foundation and the vulnerabilities hidden within. At any point the tower could fall. This imagery highlights a common oversight in understanding failures: many focus solely on the final, visible touchpoint, often labeled as human error, rather than digging deeper into the systemic weaknesses and contributing factors that led to the outcome. So how do we uncover these latent weaknesses and prevent a major breakdown? Let's look at a few ways: 🔎 Go deeper during RCA: When you land on human error as a root cause, this is the starting point for not only identifying the immediate error, but continuing to investigate underlying factors such as process design, communication gaps, or resource constraints. Why did that individual choose to take that action or make that decision at that point in time? Avoid the blame game! 🧠 Adopt a systems thinking approach: Evaluate how different components of the organization interact and influence one another. How do different teams, tools, and processes interact, and where might those connections be causing problems? 🔎Look for weak spots ahead of time: Take a step back and think about what could go wrong before it happens. Are there parts of the process that seem risky or prone to issues? What would happen if something unexpected came up? Regularly perform Failure Mode and Effects Analyses (FMEA) or similar techniques to pinpoint potential weak spots before failures occur. 👨💻 Encourage a culture of Open Reporting: Encourage everyone to share their mistakes, near-misses, or concerns without fear of being blamed. These stories often point to bigger problems we need to fix. 🏫 Keep learning and growing: Make sure everyone knows not just what to do but also why it matters. When people understand the bigger picture, they’re better at spotting and avoiding potential issues. By focusing on these areas, we can build a stronger, more resilient system where we’re catching issues before they become big problems. What else would you suggest? Let me know if you want to learn more! #humanperformance #manufacturingexcellence

If I only have 30 minutes to help a leader get unstuck, here’s exactly what I do. Imagine I’m sitting in an airport with 30 minutes before boarding. A man named Joe sits next to me and strikes up a conversation. I tell him that I help leaders get and stay unleashed. He tells me he’s a Plant Manager who feels stuck—his boss keeps shifting priorities, his inbox overflows, and every day feels like firefighting. He asks me to help him. I look at the clock. Thirty minutes. Here’s the process I walk him through. 1. Name your presenting problems. (5 minutes) I ask Joe to describe what’s keeping him up at night. He starts listing them off: - An unsupportive boss - Disengaged team members - Lagging throughput - Declining profitability The list grows quickly. I tell him these are symptoms, not sources. They point to deeper leadership issues—but they aren’t the root causes. 2. Uncover the underlying leadership issues. (18 minutes) I tell Joe there’s one piece of bad news and two pieces of good news. Bad news: Every problem he faces is influenced by his leadership. That’s not blame—it’s ownership. Good news #1: If leadership influences every problem, it can also influence every solution. Good news #2: There are only seven root causes of leadership problems. They fall into seven categories: 1. Character – Arrogance, blame-shifting, or lack of accountability. 2. Competence – Relying on old skills instead of developing new ones. 3. Capacity – Mismanaging time, energy, attention, or resources. 4. Clarity – Failing to define priorities, plans, and roles. 5. Community – Allowing low trust, safety, or collaboration. 6. Culture – Tolerating behaviors that violate company values. 7. Consistency – Constantly shifting goals or expectations. As I explain each one, Joe scores himself from 1–5. By the end, he pinpoints his biggest issues: Clarity and Consistency. 3. Determine your critical actions. (8 minutes) Once you know the true issues, you can take deliberate action to transform them into traits. Joe and I brainstorm possible steps, identify what to stop doing, and commit to five specific actions for the next 90 days to strengthen his Clarity and Consistency. My flight boards just as we finish. Joe walks away with renewed focus, a clear plan, and a path to get unstuck. The key to unleashing your leadership is to identify the issues that hold you back and transform those into traits that define your leadership.

Prescription without diagnosis is malpractice. But are you unknowingly doing this in your business right now? You might think: ➝ Spending more on marketing will fix your growth issue ➝ Hiring more people will solve your bandwidth problem ➝ More pizza parties will transform your company culture But how do you know you’re addressing the root cause—and not just a symptom? I’ll admit, I’ve made surface-level decisions before. But over time, I’ve learned: ➝ Making decisions without proper analysis is like taking a prescription without bloodwork. ➝ The real problem often lies 2–3 layers deeper than it seems. ➝ It takes time and diligence to uncover the root cause before jumping into solutions. As a consultant, much of my work with clients revolves around diagnosing the real problem first. Here’s how I ensure we’re tackling the right issues: 1. Ask questions—and a LOT of them. 2. Dig deep by repeatedly asking “Why?” Each answer informs the next question, peeling back layers to find the truth. 3. Spot patterns. Most problems aren’t isolated incidents—they’re recurring trends. 4. Bring in fresh perspectives. Sometimes you’re too close to see clearly. Outside input can reveal what you’re missing. 5. Map the problem visually. Tools like Miro or Lucidchart help untangle complex systems and identify bottlenecks. When you solve issues at their core, rather than masking symptoms, your business grows sustainably. What frameworks or strategies do you use to identify and address bottlenecks?

Here’s the reality: minor issues rarely stay minor. When left unaddressed, they snowball, creating problems at the worst possible times. This is true in all areas of life but especially critical in business. Small cracks in processes, communication, or team dynamics often spread into bigger, more complex problems. Leaders who act early on issues, rather than hoping they’ll resolve themselves, see smoother, more consistent success. Here’s how these issues escalate & what you can do to handle them early. 1. First Signs of Trouble – Early Indicators Minor issues often reveal themselves if you’re watching for them: an employee's dip in enthusiasm, delayed deadlines, a decline in customer feedback. These are the first indicators that something is going off course. Yet, too often, we think, “It’ll sort itself out.” But ignoring the first tremors doesn’t stop the earthquake. When you notice the signs, take a soft but proactive approach. Start with an open conversation, ask questions, & dig beneath the surface. Though these talks can feel confrontational, addressing the issue calmly & constructively often prevents larger confrontations later. 2. Excuses & Delays – The Danger of Deferring Decisions It’s natural to delay dealing with uncomfortable situations, especially if the issue seems minor. Common excuses include, “We’ll fix it in the next quarter,” or “The team’s already under pressure.” But let’s be clear—avoiding a small problem just gives it space to grow. The fix? Apply a “solve now, ask later” mindset. Look for quick, manageable solutions as soon as you spot an issue, even if it feels minor. 3. Scaling Issues – When Small Problems Grow Neglecting minor issues can lead to major operational challenges. Imagine a supply chain manager notices a vendor falling slightly behind but doesn’t address it. Over time, this minor delay snowballs, impacting inventory & deadlines. What started as a minor delay can soon demand an entire process overhaul. To address, adopt a “check-in” culture. Set regular times to review small obstacles with your team, without judgment. This enables minor issues to surface & be addressed before they turn into systemic challenges. 4. Crisis Mode – Too Late for Prevention When minor issues are ignored for too long, they escalate to crisis level. At this point, the solutions must be more drastic & the stakes are much higher. The lesson? Don’t wait until the last minute. If you see something going wrong—even at a minor level—take action. Approach it with empathy and understanding, but do something. Business thrives on momentum & early problem-solving keeps momentum working for you rather than against you. As leaders, our job isn’t just to react; it’s to anticipate, stay vigilant, and to act early. By addressing issues before they grow, you’re creating a foundation for sustained success and growth. So, when you see those early signs, step up—because early action is your best tool for long-term results.

Are You Solving Problems or Just Putting Band-Aids on Symptoms? Many leadership teams fall into the trap of addressing too many issues at a surface level. It's easy to think you're making progress when you're solving multiple problems, but are you really fixing the root causes? More often than not, surface-level solutions act as temporary band-aids. The real issues will keep resurfacing, dragging the business down. Here’s the key: Instead of trying to patch dozens of problems, dig deep into a handful of core issues. How? Ask tough questions—go beyond the obvious and challenge your assumptions. Seek diverse perspectives—every department sees the problem differently. Look at your leadership, management, and core systems—in my experience, most recurring issues stem from here. Fix those underlying problems, and you won’t need to keep revisiting the same issues next quarter. Really fixing 2-3 fundamental problems is more impactful than applying “quick fixes” to a dozen. It’s the difference between moving forward and treading water. So, next time you're in a meeting, ask yourself—are you fixing the real problem, or just slapping on some Seal-Flex?