In every organization, solving problems is not just a task; it is a leadership responsibility. Yet, the way we approach problem-solving often falls short. We gather in meeting rooms or on video calls, armed with reports, opinions, and assumptions. We talk around the issue, sometimes without ever truly seeing it. The result is too often surface-level understanding, missed opportunities, and ineffective fixes.
One of the most powerful lessons I continue to see validated in my coaching and consulting work is this: meaningful improvement happens when leaders choose to solve problems at the source. It sounds simple, but it requires a mindset shift. It calls for a deliberate move from detached analysis to grounded, first-hand engagement.
Let me share a story that recently reinforced this point.
A Leadership Reflection Sparks a Shift
Not long after a coaching session with the president of an organization, I received a message from her. She wanted to share how our discussion had already influenced her approach. The situation was common: her team was trying to resolve an operational issue via a Zoom call.
But something felt off.
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.”
Her decision to stop and reset the meeting wasn’t just tactical. It reflected a leadership mindset change. She recognized that real learning and effective action would only come from going to the place where the problem actually happened. This approach, what many of us call Gemba-based problem-solving, is foundational to sustainable improvement.
Why Gemba Matters
“Gemba” is a Japanese word that means “the actual place.” In Lean thinking, it refers to the place where value is created, often, the place where work is done. In manufacturing, this might be the shop floor. In healthcare, a patient's room. In software, it might be a developer’s workspace. Wherever the work lives, that is your Gemba.
Too often, organizations attempt to solve problems far from the Gemba. They convene meetings in conference rooms or set up virtual calls with partial information and people who are not directly involved in the issue. What is missing in these settings is context. Leaders cannot observe the actual flow, physical layout, timing, or environment. They cannot see what pressures people face in the moment, or what subtle barriers may be at play.
When leaders take the time to visit the Gemba, they gain insight that no spreadsheet or summary report can deliver. They observe real conditions, ask better questions, and, most importantly, show respect to the people doing the work by seeking to understand their reality.
Involve the People Closest to the Work
One of the biggest opportunities in problem-solving is often right in front of us, yet easily overlooked. It lies in the experience and knowledge of the people doing the work.
Too often, frontline staff are left out of problem-solving conversations. Decisions are made about processes without input from those who operate them daily. This disconnect leads to solutions that are impractical, incomplete, or unsustainable.
In the example shared by the president I coached, she realized that the virtual meeting lacked the perspectives of those who were there when the issue occurred. These individuals could offer critical details: what they saw, what they heard, what didn’t go as planned, and what had worked in the past.
Involving the right people early on builds trust and engagement. It also generates better ideas. When employees see that their insights are valued, they become more willing to speak up about problems and contribute to solutions. Over time, this creates a culture where continuous improvement becomes part of the daily work, not an extra initiative.
Pause When You’re Headed Down the Wrong Path
One of the most courageous things a leader can do is stop a meeting that isn’t productive. It takes humility and clarity to recognize when a conversation is missing the mark. It also takes strength to admit that the setting, people, or timing may not be right.
In the case of the president who reached out to me, she paused the Zoom meeting not because the issue wasn’t urgent, but because the conditions for solving it weren’t in place. She understood that continuing would waste time and might lead to inaccurate conclusions.
This kind of pause is not a failure. It is a strategic reset. It allows for reframing the problem in its proper context, assembling the right team, and setting the stage for meaningful progress.
By building this discipline into your leadership habits, you help your organization avoid the trap of “false urgency” and move toward real effectiveness.
Model the Behavior You Want to See
Leaders shape culture by what they do, not just by what they say. If you want your teams to adopt a habit of solving problems at the source, you need to model that behavior yourself.
This means more than doing a Gemba walk now and then. It means showing up with curiosity, asking questions without blame, and inviting others to share their observations. It means being willing to slow down the decision-making process when needed, to gain clarity and alignment.
When leaders consistently choose to see with their feet, they build an environment where others feel safe doing the same. This promotes ownership, accountability, and deeper learning across the organization.
Learning as a System, Not an Event
What I appreciate most about the story the president shared is that it was not about one meeting. It was about a mindset. She saw the meeting as part of a broader system of improvement. Rather than treating it as a one-time fix, she used it as a moment to reinforce a better way of learning and solving problems.
This is what Lean organizations strive to build: a system of learning. One where people at all levels are equipped and encouraged to observe, think critically, test ideas, and learn from outcomes. Where mistakes are not hidden or punished, but surfaced and studied. Where improvement is not a project, but a way of life.
It starts with solving problems at the source. That is the doorway to deeper understanding and more effective solutions.
Related Terms and Concepts
To help make this post more discoverable and useful, it may help to clarify related terms that naturally connect to solving problems at the source:
Gemba walk: The practice of going to the place where work happens to observe, ask questions, and learn.
Root cause analysis: A structured way of identifying the underlying reasons a problem occurred, best done where the problem took place.
Frontline engagement: Involving people closest to the work in improvement efforts.
Visual management: Tools used at the source to make problems visible.
Scientific thinking: Applying a structured approach (such as PDSA) to test and learn from changes, grounded in direct observation.
Continuous improvement: Ongoing efforts to improve processes, systems, and outcomes, driven by those doing the work.
These ideas all point back to the same principle: meaningful improvement begins with clarity. And clarity comes from seeing the problem directly, involving the right people, and creating space for real learning.
Final Thoughts
What the president did in that moment by pausing a Zoom meeting, recognizing the need to be present, and involving the people closest to the issue, was simple. But it was also profound. It demonstrated leadership in its most practical and human form.
She chose not to power through the agenda. She chose to see with her feet.
In a world that often prizes speed and remote efficiency, this kind of leadership stands out. It reflects respect, discernment, and the quiet courage to change course when needed. And it is exactly the kind of thinking that moves organizations toward real excellence.