Dear Madeleine,
I have been managing people for over a decade and now manage several businesses. There are constant fires that need to be put out. I spend hours on the phone trying to get to the bottom of what the problems are. Sometimes, after I have put in time, it turns that what seemed like a huge issue just isn’t.
I can’t tell if this is just the job, or if I need to get better at identifying whether something is simply noise or a real problem that keeps us from meeting our deadlines. My biggest concern is that I will misjudge and let a critical issue slide.
How do other leaders deal with this?
Tempest in a Tea Pot
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Dear Tempest in a Tea Pot
It is both: it’s the job and it’s something you need to get better at.
What you’re describing is a classic challenge for high-level managers: balancing urgent issues with truly important ones. Some problems feel massive but end up being inconsequential, while others sneak in as minor concerns and derail progress if left unaddressed. The people who master this aspect of leadership enjoy their work a lot more than those who don’t.
It sounds like you might benefit from implementing a structured approach for triaging issues more effectively. Here are some ideas:
Create a Decision Filter: Develop a reliable system for assessing the impact of a problem. Questions you might ask yourself include:
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- Will this problem directly affect revenue, compliance, or key deadlines?
- Is it recurring or a one-time issue?
- Does it require my input or can someone else handle it?
- What is the worst-case scenario if it isn’t addressed right now?
Empower Your Team: If you’re spending too much time on the phone chasing down problems, it could mean your team isn’t equipped to handle certain issues independently. Possibly you have trained them to depend on you instead of requiring them to consider possible solutions before escalating to you. Consider implementing a clear escalation process where only specific, high-level concerns reach you.
Data-Driven Analysis: Keep a log of these fires. You may be able to identify patterns, which would point to certain processes that need refinement or proactive solutions.
Set Communication Protocols: Instead of reacting to every issue immediately, structure how your team communicates problems. For example:
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- Categorize issues (critical, important, low priority). Define exactly what needs to be escalated and what you expect your people to deal with on their own.
- Have daily or weekly problem-solving huddles. This may help to develop a shared understanding and language for what is a real problem and what might be interpreted as a temporary inconvenience.
- Require that your team members submit a written report before you agree to a meeting, so that you can see the full scope before reacting. Sometimes the discipline of having to explain a situation in writing can help the person identify a solution for themselves.
Time-Box Your Problem-Solving: Instead of getting dragged into long phone calls, set a limit; e.g., “Let’s discuss this for ten minutes. If needed, we’ll escalate further.”
If you have any peers you trust, it could help to ask them how they deal with this issue. You may get some great ideas that relate directly to your business.
This is definitely part of the job; but if you’re constantly firefighting, it might indicate that you need to stop allowing your folks to use you as a sounding board, duck responsibility, or be overly dramatic. As Ken Blanchard has said, “Leadership is what happens when you’re not around.” So the more you can train them to think things through, assess risk, weigh the options, develop a community of thought partners, and make good decisions without needing your help, the more you are developing your people.
I wish you smoother sailing!
Love, Madeleine
About Madeleine
Madeleine Homan Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services as well as a key facilitator of Blanchard’s Leadership Coach Certification course. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.
Got a question for Madeleine? Email Madeleine and look for your response soon. Please be advised that although she will do her best, Madeleine cannot respond to each letter personally. Letters will be edited for clarity and length.
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