The Unseen Gifts of Recurring Problems: Golddy Kaur’s Analysis

In a recent LinkedIn post, Golddy Kaur explores the persistent nature of recurring problems that leaders often face, suggesting that these issues endure not because they are difficult to solve, but because solving them would require leaders to relinquish something valuable.

Kaur opens by highlighting a particularly resonant observation from a previous discussion: “look at what was in the room every time.” This statement, she notes, often leads to a stark realization for individuals who find themselves consistently present during recurring challenges.

“That sentence is the work. The recognition that you are the constant across the recurring problem is not the diagnosis. It is the precondition for the diagnosis.”

According to Kaur, this recognition is merely the first step, a prerequisite for a deeper inquiry. The real challenge lies in the questions this realization prompts leaders to ask themselves, questions that are often difficult to confront directly.

The Hidden Benefits of Unsolved Problems

Kaur argues that recurring problems persist because they offer leaders certain benefits, even if those benefits are not consciously acknowledged. These benefits can manifest in various forms, impacting a leader’s sense of self and their position within an organization.

“Recurring problems persist not because they are difficult to solve. They persist because solving them would require the leader to give up something the unsolved problem currently provides. Authority. Identity. A reason to be the one others come to. A justification for working at the intensity they work at.”

In Kaur’s view, the very nature of these persistent issues suggests they are fulfilling an unmet need for the leader. This could be a need for authority, a stable identity, or a justification for their demanding workload. The problem, in essence, becomes a tool that underpins their role and perceived value.

The Leader’s Role in Persistence

The author emphasizes that the recurring problem on a leader’s mind is likely providing something significant, and it is crucial to pause and acknowledge this before dismissing the idea.

“The recurring problem you thought about when you read that earlier post the one that came to mind immediately, is offering you something. Sit with that for the length of one breath before deciding it is not.”

Kaur posits that leaders who efficiently resolve recurring problems are not necessarily those with superior problem-solving skills, but rather those who are willing to let go of the perceived advantages the unresolved problem offers.

The Difficulty of Forfeiture

The core of the challenge, as outlined by Kaur, is not the intellectual effort required to understand the problem, but the emotional and psychological difficulty of relinquishing the benefits derived from its persistence.

“The cognitive work is small. The forfeiture is what is hard.”

She concludes by suggesting that understanding what the problem has been providing is the entry point to resolution. Kaur also mentions her ARC Clarity Assessment as a tool designed for leaders at this precise juncture—when the recognition of the problem’s role is present, but a clear path forward is not yet evident.