Good leaders are like Sherlock Holmes - they play the role of detective.

Some leaders, however, fail in their efforts to solve problems because they fail to follow a few simple Holmes-like rules:

Observe closely.

I'm often surprised by how often I've seen leaders fail to recognize the clear signs along their paths. It's not as if the signs aren't there: declining margins, ever higher attrition, increased failure rate on rebids, or longer new product development time.

The ability to observe closely is more difficult when the sheer volume of information to be processed exceeds the time available to assimilate it. And, rather than carve out more time or reduce the volume of data to be plowed through, leaders end up missing the most telling details that should raise red flags signaling the need for closer scrutiny.

Investigate thoroughly.

One leader's myopia resulted from her desire to be seen by subordinates as knowledgeable and informed. She knew they looked up to her because of her experience and she was reluctant to let them down by not having the answers. Because of her need to be seen as all-knowing, she didn't investigate areas about which she was uncertain or uninformed.

The solution lies in realizing that no one knows everything and that the job of the leader is to ensure that all the facts are sorted out, clarified, and confirmed. Only by persistently pursuing every question, concern, and problem can leaders fully gather all the relevant information needed to make a sound decision.

Let the facts lead to a conclusion.

Past experience and the pressure to make a quick decision cause some leaders to draw conclusions prematurely. At times, leaders erroneously assume that the present is like the past and don't recognize the critical factors that differentiate the two. At other times, the demand for a rapid resolution suppresses their efforts to analyze the facts fully in order to draw a logical conclusion.

Preconceptions can bias the decision-making process. Having someone play the role of devil's advocate can help. Assigning someone the role of questioning assumptions and challenging the logic behind decisions (without fear of repercussion) helps leaders and their teams of executives to start afresh and let each decision stand on its own merits.

Trust your gut.

Some of the best leaders I know have learned to trust their instincts and have identified the cues that let them know something is awry.

One leader knows that when the small voice in her head says, "Something's not right here," she knows to investigate further. Another leader feels it in his stomach. The "sinking feeling" that accompanies some decisions is his trigger to step back and rethink the decision. And, another leader knows that when he wakes up at three o'clock in the morning, worrying about the decision, he probably hasn't yet found the right solution.

Learning to recognize and act on these subtle signals can help leaders reap the benefits of their instinct and intuition.

Learning to recognize and act on these subtle signals can help leaders reap the benefits of their instinct and intuition.

An April Harvard Business Review article by David J. Collis and Michael G. Rukstad, "Can You Say What Your Strategy Is?" made the critical point that unless you can state your strategy in 35 words or less, it might be too complex to be useful.

One way to know if your strategy is clear is to ask colleagues and key stakeholders to explain it to you. If they struggle, you know you have more work to do.

Representative John Dingell recently said, "History is littered with the smoking wreckage of the impregnable, the indestructible and the unsinkable."

He reminds us that hubris and arrogance are attributes of leaders who contend that their plans, projects, and programs are foolproof.

How many times have you said, "There's nothing to worry about, we've got it covered," and later regretted your certainty?

email: archie@archietinelli.com archie@archietinelli.com