Why Solving Problems Isn’t the Same as Leading
Most leaders are celebrated for solving problems. They move fast, make decisions, remove obstacles, and wear their decisiveness like a badge of honour. But effective leadership isn’t just about fixing what’s in front of you. It’s about shaping the conditions that keep creating the same problems in the first place.
Neuroscience and psychology now confirm what ontological leadership has long understood: identity shapes impact. When leaders operate from urgency, fear, or the need to prove themselves, even their best efforts reinforce the very patterns they’re trying to break. Real transformation doesn’t come from reacting faster, it comes from leading from who you are, not just what you do.
This shift is already underway. Companies like Microsoft and Patagonia didn’t just improve performance, they reshaped culture by redefining leadership itself. They moved from control to trust, from reactivity to reflection, from firefighting to presence. It wasn’t just strategic. It was ontological.
The question is no longer, “What problem are you solving?”
It’s: “Who are you being while you solve it?”
If that question resonates, explore the full article [here].