Not every problem worth solving is yours to solve. The real challenge is knowing the difference.
Some problems appear as opportunities. They are noticeable and urgent. The solution might even lead to recognition. I refer to them as "good problems," but they can be deceptive.
I’ve been there. A challenge lands on your desk. It has broad organizational attention. It’s interesting. It’s measurable. You’re tempted to jump in—not because it’s your responsibility, but because solving it feels like progress.
But here’s the truth: not all good problems are your problems. And the moment you start solving someone else’s problem—or chasing a challenge that’s misaligned with your mission—you’ve left your lane. That’s the trap. You feel busy. You feel effective. But you’ve drifted.
What Is a “Good Problem”?
A “good problem” isn’t bad in itself. In fact, it often looks great. It has:
Clear metrics
High visibility
Engaged stakeholders
Technical complexity
But if the problem doesn’t tie back to your core purpose, your zone of influence, or your strategic responsibilities, it becomes a distraction. And distractions—especially well-disguised ones—are expensive. They siphon energy, stretch people thin, and cloud organizational focus.
Signs You’re in the Trap
You might be caught in the “good problem” trap if:
You can’t clearly tie the outcome to a strategic goal.
The issue technically belongs to another organization, department, or leader.
It’s easier than tackling the real issue you’ve been putting off.
And maybe—just maybe—it lets you stay busy without being vulnerable. That’s the tricky part.
A Story from the Field
Years ago, when I was the superintendent, we faced the challenge of declining community engagement—a difficult issue with no straightforward solutions. During that time, a flashy pilot project came to our attention. It promised national recognition, incorporated cutting-edge technology, and had strong support from the school board. It felt like a significant win for us.
So, we jumped in. We rolled it out. But six months later, the core issue remained. We’d solved a “good” problem. But that is not the problem.
The real work we needed to do—rebuilding trust with families and redesigning communication structures—was still waiting for us. And more complex than ever.
How to Re-Center
Escaping the good problem trap takes clarity—and a willingness to pause and pivot. Here’s what’s helped me over the years:
Revisit Your “Why”
Keep your mission statement close. It’s more than words on paper. When a new opportunity arises, ask: Does this move us toward our core purpose?
Challenge the Narrative
Just because everyone’s talking about it doesn’t mean it’s yours to solve. Step back and ask, Is this the best use of my time, energy, and leadership?
Listen for Alignment
Check-in with trusted team members, mentors, and colleagues. Feedback often reveals when your energy is out of sync with your role. Sometimes, others can spot drift before you do.
Stay Agile
Don’t be afraid to course correct. Agility isn’t a weakness—it’s wisdom in motion. Let your plans evolve as your understanding deepens.
Application for Leaders
This trap isn’t just about solving good problems—it’s about priorities. And every leader I know, at some point, has been tempted by the good problem.
It usually starts with the best of intentions. We want to help. We want to be useful.
But leadership isn’t about doing everything—it’s about doing the right things at the right time, for the right reasons.
So, here’s my challenge to you: Take inventory.
Look at your calendar this week. Where are you investing time and energy? Which meetings, tasks, or “fires” are pulling you in—and are they connected to your core mission?
Ask yourself:
Is this mine to own—or someone else’s to lead?
Am I gravitating toward this because it’s easier than what I should be addressing?
Will this help us grow—or just keep us busy?
This type of reflection isn’t always comfortable, but it is essential. The more honest we are about our distractions, the more focused we can be on our true purpose.
Ultimately, leadership isn’t determined by how much we do; it's about how well we identify what matters most.
Let’s continue with the real work—the hard work, and not get caught up in the trap of just solving the good problems.