The Leader’s Dilemma: Fixing Problems vs. Building Capability, According to Kobi Omenaka

In a recent LinkedIn post, Kobi Omenaka explores a critical distinction for leaders: the difference between fixing immediate problems and fostering long-term capability within their teams. Omenaka uses the example of Steve Jobs to illustrate how prioritizing short-term fixes can inadvertently create bottlenecks and hinder team scalability.

The Steve Jobs Analogy: Short-Term Fixes vs. Long-Term Growth

Omenaka recounts a story about Steve Jobs, who, when asked about his most important learning at Apple, paused before revealing it was about people. Jobs realized that his early tendency to immediately fix issues himself, while efficient in the moment, was detrimental in the long run. Omenaka highlights this core leadership challenge:

“If you fix it, the problem goes away. If you teach it, the capability stays.”

This fundamental shift, from being the solver to being the enabler, is often where leaders falter. As Omenaka points out, the immediate reward for being a “fixer” can reinforce the behavior, leading to a situation where the leader becomes indispensable, and thus, a bottleneck.

The Cost of Being the Bottleneck

Omenaka argues that teams do not scale by relying on the leader’s answers but rather on the collective learning and growth of its members. This requires a willingness to step back, even when it means allowing for a temporary dip in performance.

The Importance of Allowing Struggle

The post emphasizes that true leadership development involves allowing team members to grapple with challenges. Omenaka writes:

“That means letting people struggle a little. Letting performance dip before it improves.”

This perspective challenges the common leadership impulse to intervene and solve problems instantly. Instead, Omenaka suggests that leaders should focus on empowering their teams to find solutions, thereby building durable capabilities.

Self-Reflection Questions for Leaders

To encourage introspection, Omenaka poses several pointed questions for leaders to consider:

• Where am I stepping in instead of stepping back?
• Who am I optimising for speed instead of growth?
• What problem keeps coming back because only I know how to fix it?

These questions are designed to help leaders identify areas where they might be inadvertently hindering their team’s development by over-intervening. According to Omenaka, the ultimate goal of effective leadership is not just to achieve results but to cultivate individuals who can achieve results independently.

“Great leaders don’t just deliver results. They build people who can deliver without them.”

In conclusion, Omenaka’s post serves as a powerful reminder for leaders to evaluate their own practices. The critical question posed is whether one is primarily “fixing” or “teaching,” a distinction that has profound implications for team scalability and long-term success.