When it comes to the relationship between problem solving and leadership, there are two things BMGI feels very strongly about:
1. The problem solving culture of an organization is defined by the top six to 12 people in the organization, which means that nothing can change—or everything can change—as the top team changes. It is critical the leadership team be directly engaged in any culture change effort.
We also believe that organization-wide change leadership efforts are generally overblown. While some training can prove useful, most change comes from simply giving people a new set of positive experiences. Little else is needed.
2. Problem solving is (or should be) a core competency. It is not something to be delegated to a select group of experts. While there may be dedicated people assigned to work on specific problems, unless problem solving is viewed as a core competency from the very top to the very bottom of a business, the business will never reach its potential.