Leading When Things Are Broken

A Process for Every Leader to Overcome Organizational Challenges and Adversity

Photo by Jerry Yeats on Unsplash

Ok, you’ve taken over a team or organization, and there are glaring issues. It’s underperforming, and you notice this right from the start. Problems are everywhere. Your team is half-engaged, policies aren’t being followed, there’s a culture of apathy and indifference, and the person who hired you for the role is unaware but probably should be.

Now, what will you do?

This scenario is common. Quite common, actually. I’ve personally experienced it, and many who read this will likely agree. It happens more often than one might think. Broken teams and organizations are widespread. They’re everywhere — in every industry and sector, and in places you’d never expect to find them. Yet, here’s what they all have in common: leadership and culture issues. And as author Adam Bryant states in his book, The Leap to Leader, “There is no such thing as a healthy culture in an underperforming company.”

So, back to the question: What happens when you take over a team or an organization and find that it’s severely broken? Well, you start by rolling up your sleeves, taking inventory of the issues, and crafting a plan of action to systematically address them over time. However, before you do that, there’s one thing you must have prepared in advance: your personal leadership philosophy. It serves as your foundation for getting things done; your bedrock for explaining to the masses who you are, what you stand for, and why. It’s also your opportunity to set the tone for your team or organization, which includes your idiosyncrasies and what you will not tolerate, and it must be ready as your platform for the way forward.

Now that you have your personal leadership philosophy in hand, the next step is to take inventory of your resources, specifically your personnel, so you can strategically communicate with and delegate executable action items. These personnel will be your lowest-hanging fruit in terms of ease of getting business done and moving objectives across the goal line — your strategic partners and those who have been patiently waiting for leadership to hire someone like you and will leap to help you when you ask for assistance. Additionally, you should begin to take inventory of everything you notice that is wrong. Key word: notice. There may be other issues that you do not notice, and that’s where your strategic resources come in handy; they’ll inform you.

So, what do you do once you notice a problem? I’ll break it down into five easy steps:

Step 1: Acknowledge and analyze the problem. I’ve found this can be the most challenging step for any organization’s leader to take. Just taking a moment to say, you know what, this is a problem, and I’ve got to do something about it. I recommend creating a slide deck that outlines the issues, with one slide for each. Give each problem a title at the top. On the slide, state the problem, provide background on how you learned about it, and, to the best of your ability, propose a recommended fix. Identify stakeholders, and finally, specify the resources you anticipate needing to address the problem. Repeat this process for each issue.

Step 2: Discuss the problem with your colleagues, peers, and stakeholders, while keeping your boss informed. You’ve heard the phrase, “the squeaky wheel gets the grease”; now be that squeaky wheel by seeking help promptly. Why? Because the moment you realize you have a problem, you, as the leader, become part of the issue if you fail to act with courage and urgency. Now is the time to call a friend or mentor and talk through the problem with them to better understand what you’re facing. If you have a coach, let this be a topic for one of your sessions.

Step 3: Create your plan to address the problem and, when appropriate, inform your team that you’ve identified an issue so they know you’re aware of it. Who knows, maybe someone on your team was about to quit over it, and just hearing you acknowledge it and take action could be the catalyst for changing their mind(s). If the problem involves poor leadership, either provide them with the support they need to improve or follow your organization’s policies to move them along. If it’s a matter of poor decision-making, then it’s likely a cultural issue, and it’s time to change the behaviors and/or processes that support the decision-making process. Under no circumstances should you tolerate further bad behavior, lest you want to amplify your current state.

Step 4: Execute your action with unwavering commitment and focus. You were hired because you are a leader, so let nothing obstruct your goal of ensuring your team meets their objectives by following the rules and fulfilling their responsibilities according to policies, standards, and ethics. You will likely encounter resistance, and when that happens, I encourage you to be courageous. Problem-solving can be challenging, but no executive, outside agent, or anyone else should deter you from doing what is right for your organization. However, exercise caution. Not everyone is as invested in your issue as you are, so choose your words carefully, act strategically, and consult your HR team when needed. Do not confuse head-nodding with genuine support; no one cares more than you do, and don’t rely on a senior leader to help you resolve issues unless it directly and positively benefits them and their team in a way that the rewards outweigh the risks. Additionally, do not assume that perceived negative opinions are truly negative. Sometimes people may express themselves loudly, but that doesn’t mean they don’t support your efforts. Continue to build and nurture your relationships and demonstrate that you care about their concerns as well.

Step 5: Continuously re-evaluate your actions and analyses to determine whether you need to adjust your course. Improvement is one thing, but ongoing improvement is on another level. Among the five steps outlined here, this is undoubtedly the most critical. Just because it was the right course of action from the beginning doesn’t mean it still is. Things evolve, and problems can change as new information is gathered. It’s akin to your car navigating you to a destination; when it learns of an obstacle ahead, it reroutes you. That’s where your slide deck becomes useful: revisit it, update the issue with additional background information, and continue to consult your leaders, mentors, colleagues, and stakeholders in your decision-making.

Problems are everywhere, and leading people and ideas is complex and nuanced; it’s never as simple as we’d like. It can be exhausting, but rest assured, you’re equipped to go the distance. You have what it takes to reach your destination and do it the right way. Now go and execute.