When a “People Problem” Isn’t What It Seems
How often do leaders assume that performance issues come down to individual behavior?
A team’s missing deadlines.
A manager is losing trust.
An employee who once thrived is now disengaged.
The knee-jerk reaction is to diagnose it as a people problem:
They’re not motivated.
They’re not a good culture fit.
They lack accountability.
But here’s the uncomfortable truth:
👉 Most “people problems” are actually strategy problems in disguise.
What’s Really Going On Beneath the Surface?
When we step back, we often see:
A high performer suddenly floundering in a new leadership role with no training or mentorship
A team unclear about priorities because leadership hasn’t communicated the vision
A department left siloed due to a lack of cross-functional alignment
None of these are rooted in individual failure.
They’re rooted in systemic misalignment.
As Patrick Lencioni wrote in The Five Dysfunctions of a Team:
“If you could get all the people in an organization rowing in the same direction, you could dominate any industry.”
But first, you need to build the boat and make sure people know how to row together.
A Personal Story (Insert Yours Here)
One client I worked with had significant software quality issues. They had checklists, reminders, meetings, and even one-on-ones, but the quality problems persisted. The finger pointing was rampant - “the engineers write bad code”, or “software quality isn’t testing well enough”, or “both engineering and quality are lazy!”. The problem? Writing and testing quality code was hard, and it was harder than the negative feedback they were delivering and receiving! The systems were immature and the tools insufficient to make it easy to do the “right” thing. A simple, cross-functional review of the quality processes revealed a number of gaps. Once they were prioritized, quality began to improve as soon as changes began. Emotions were defused, teams began talking again, customers were happier, and there was momentum to implement additional improvements.
Reframing the Problem = Unlocking the Solution
When you recognize that what looks like a “people issue” is really a strategy gap, your approach changes:
| Instead Of... | Try... |
|---|---|
| Blaming the individual | Reviewing the role clarity and support |
| Micromanaging performance | Strengthening communication |
| Replacing team members | Realigning priorities and vision |
This shift doesn’t remove accountability—it enhances it by creating an environment where accountability can thrive.
So… What Are You Really Solving For?
The best leaders ask:
“What system, structure, or strategy needs to shift to help this person succeed?”
That question leads to long-term solutions. Solutions that not only retain talent, but multiply their impact.
The Bottom Line
People are at the heart of every business. But when things go wrong, the solution is rarely just about them.
It’s about what’s around them.
How they’re led.
What they’re working toward.
And whether the system supports their success.
💡 Next time you face a “people problem,” ask yourself: What’s the strategic gap here?
Let’s explore this together—join the conversation over on LinkedIn.
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