Why You Need to Stop Fixing the People

What is one of the most coveted praises for many leaders? That we are capable of problem-solving. It’s a commendable quality, implying the willingness to negotiate, make difficult choices, and persuade others to our point of view.

However, not every “problem” can be solved, particularly when it comes to the day-to-day task of guiding others.

We occasionally view employee situations as problems to be solved as well. Taking a fix-it attitude, no matter how well-intentioned, can be harmful not only to our own success as leaders, but also to the development of those we lead.

Recognizing when practical advice becomes impractical fixes will assist leaders in breaking the fix-it habit.

To Lead, You Don’t Have to Fix Everything (and Everyone)
True leadership is the ability to lead others. It cannot and should not complete the task for anyone. Your workers lose because they don’t learn, and you lose because you don’t teach.

One of the most difficult habits to break is the need to “fix” others.

When the “fixes” are just that—temporary band-aids that don’t foster learning—you’re not leading.

Great leaders, on the other hand, recognise that attempting to fix an individual never succeeds for a variety of reasons. Here are a few of the most important:

It promotes distrust. Leadership should be about helping people rather than attempting to fix them. You’ll almost definitely be seen as selfish if you try to fix others. It’s a surefire way to breed resentment, which can quickly escalate into bitterness and rage, poisoning not only your relationship with that employee, but the entire team as well.

It isn’t motivating. It’s the polar opposite of inspiring to hear from your boss, manager, or leader that you need to be fixed. Most of the time, the resulting feelings are a feeling of bafflement that people don’t see you for who you are and what you’re capable of. It demotivates people and causes them to become disengaged.