See With Your Feet: Solve Problems at the Gemba

Solving Problems at the Source: Why Gemba-Based Problem Solving Strengthens Leadership and Results

In every organization, problem-solving is more than an operational requirement—it is a core leadership responsibility. Yet many leaders unintentionally weaken their problem-solving efforts by relying on reports, meetings, and second-hand interpretations instead of firsthand observation. Conversations occur in conference rooms or over video calls. People discuss the problem, but they rarely see the problem.

This pattern leads to shallow analysis, incomplete solutions, and recurring issues that erode performance and consume time and energy.

One lesson continually reinforced through my consulting and coaching work is simple but transformative: meaningful improvement happens when leaders solve problems at the source. Shifting from remote analysis to direct observation fundamentally changes the quality of thinking, the accuracy of diagnosis, and the effectiveness of solutions.

A Leadership Reflection That Sparked a Breakthrough

Shortly after a coaching session with the president of an organization, she shared how our discussion reshaped her immediate approach to a problem her team was trying to resolve. They had gathered on Zoom to troubleshoot an operational issue, but early in the conversation, she sensed the limitations of their setting. The team lacked firsthand insight from those directly involved, and they were not in the environment where the problem occurred.

She paused the meeting.

Later, she wrote:

“We tried to do a problem-solving meeting via Zoom this afternoon. Soon into the meeting, I remembered your coaching and realized we could not solve the problem this way.

We paused the meeting because it lacked people who do the work, and we were not in the physical location where the problem occurred to see what contributed to it.

We are rescheduling so we can ‘see with our feet’ in the department where the problem occurred, engaging people who were involved when it happened.”

This was more than a tactical decision. It represented a significant leadership mindset shift—recognizing that real learning requires proximity to the work and direct engagement with the people who perform it. This is the essence of Gemba-based problem solving.

Why Gemba Matters in Problem Solving

In Lean thinking, Gemba refers to “the actual place”—the place where value is created. Whether the setting is a manufacturing line, a clinical unit, a distribution center, or a service environment, the Gemba is where the facts of the work live.

When problem-solving occurs away from the Gemba, leaders lack essential information. They cannot see the sequence of work, the timing, the flow interruptions, the spatial constraints, or the environmental pressures that contributed to the issue. They miss the subtle but critical details that become visible only through direct observation.

Solving problems at the source allows leaders to:

Understand the real conditions in which the problem occurred
Ask fact-based, relevant questions
Observe behaviors, process steps, and flow disruptions
Avoid assumptions that distort decisions
Demonstrate respect by seeking understanding before judgment

Without this firsthand insight, leaders risk designing solutions that do not address the real causes—or cannot be sustained in practice.

Engaging the People Closest to the Work

Frontline employees are often the most underutilized resource in problem-solving. They observe the issues, barriers, delays, and workarounds that leaders might never notice from a distance. They know what actually happened, not what the reports suggest.

Yet too many problem-solving meetings include individuals who were not present during the event. Without firsthand knowledge, teams rely on assumptions, partial information, or speculation. Solutions derived from such discussions rarely fit the real conditions.

Involving frontline employees:

Builds trust and shared ownership
Surfaces accurate, timely insights
Strengthens organizational problem-solving capability
Leads to solutions that work in the real world
Reinforces a culture of continuous improvement

In the president’s example, the absence of frontline voices became immediately apparent—prompting her to reset the meeting so the right people could participate.

The Courage to Pause and Reset

Stopping a meeting that is not productive requires clarity and humility. It is easy to push ahead in the hope that progress will emerge. Yet one of the most powerful leadership actions is the decision to pause, reassess, and create the right conditions for effective problem solving.

Pausing a meeting is not a delay—it is a strategic reset.

It prevents misalignment, poor diagnoses, and wasted time. It ensures that before proceeding, the team has:

The right people
The right information
The right location
The right understanding of the conditions

Leaders who adopt this discipline protect their organizations from the trap of “false urgency” and reposition their teams for success.

Modeling the Behaviors That Build Culture

Leadership is demonstrated through consistent behaviors, not through slogans or posters about improvement. When leaders regularly go to the Gemba, ask thoughtful questions, and seek to understand the work before reacting, they model the mindset they want their teams to develop.

This includes:

Observing first, interpreting second
Asking open-ended questions rooted in curiosity
Inviting employees to share their perspective
Looking for facts rather than opinions
Understanding how the work behaves under real conditions

Over time, these behaviors build a culture where people at all levels take responsibility for solving problems and improving the work. Improvement becomes expected, supported, and shared.

Learning as a System, Not an Event

The story the president shared is not simply about one meeting that went off track. It represents a shift toward a system of learning—a way of operating in which the organization continually:

Observes reality
Understands conditions
Identifies root causes
Tests changes
Reflects on results
Improves the work

Organizations that cultivate this learning system become more resilient, more aligned, and more capable of adapting to challenges. They make better decisions because they learn faster and more accurately.

This system begins with one discipline: solving problems at the source.

Related Lean Concepts and Search Terms

Readers and search engines commonly connect the following concepts to solving problems at the source:

Gemba walk
Root cause analysis
Frontline engagement
Visual management
Scientific thinking (PDSA/PDCA)
Continuous improvement
Daily management system
Lean leadership behaviors
Problem-solving at the source
Systems thinking

Final Thoughts

What the president demonstrated—pausing a virtual meeting, recognizing the need to be present at the source, and involving the people who lived the experience—was a clear example of effective leadership.

She chose clarity over convenience.
She chose learning over speed.
She chose to solve the problem at the source.

In a world increasingly dependent on remote meetings, digital dashboards, and second-hand data, this kind of leadership stands out. It is practical, human, and essential for any organization seeking operational excellence.