How CEOs can prevent burnout from fighting problem fires

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CEOs are often fired up. Too often though, they’re dangerously close to being set alight! Busy CEOs are stamping out little fires everywhere in the shape of problems. Problems that interrupt their morning coffee, interrupt their deep work, and keep them awake at 2 a.m.

Face it, if you're leading, you're problem-solving. The trick is not to get burnt out or burned in the process.

Burned and burnt out

Most leaders spend their days solving problems that aren't theirs to solve. Michael Bungay Stanier, author of _“The Coaching Habit”_ and _“The Advice Trap”_, says leaders often jump in as an ["advice monster"](https://thegrowthfaculty.com/articles/advicemonsterdemotivatingteam) with solutions because it makes them feel useful, but he says this quick reaction can lead us to put out the wrong fire (i.e. solve the wrong problem).

We also create over-dependent teams who lose the ability to think for themselves. We become the bottleneck we're trying to clear.

Research shows CEOs face three distinct types of challenges: operational fires (the daily crises), strategic puzzles (market shifts and competitive threats), and people problems ([toxic workplace](https://thegrowthfaculty.com/articles/Toxicworkplaceculture) or [accountability](https://thegrowthfaculty.com/articles/accountabilityproductivity) issues). Each requires different thinking, but all share a common thread - they rarely are what they appear to be on the surface.

The problem with problems

Dan Heath, in his book [_“Upstream”,_](https://thegrowthfaculty.com/articles/UpstreamDanHeathsummaryconcepts) argues that we get stuck in cycles of response, always putting out fires instead of _preventing_ them in the first place. We all have a tendency to work _around_ problems, he says.

The real work happens upstream – clearing the undergrowth (i.e. fixing the systems) that create problems rather than treating their symptoms.

Heath advocates for systems thinking, looking at the broader structures behind problems and addressing root causes. Instead of hiring more customer service reps to handle complaints, ask why customers are complaining in the first place. Instead of working weekends to catch up, examine what's creating the backlog.

This shift requires what Heath calls "problem awareness" - the ability to see patterns rather than isolated incidents. When the same issue keeps surfacing, stop treating it as separate events and piece together a map so you can start treating it as a system failure.

Going to the source

Leaders often pride themselves on being problem solvers, but this hero complex comes at a cost. Constant firefighting isn’t just a [trigger for burnout](https://thegrowthfaculty.com/articles/howtohelpburnoutatwork) - it prevents your team from developing their own problem-solving muscles. Your wellbeing suffers when you carry everyone else's problems.

Studies consistently show that leaders who try to solve everything themselves report higher [stress](https://thegrowthfaculty.com/articles/half-of-workers-stressed-shows-gallup-survey) levels, more health issues, and decreased job satisfaction. The irony is the more problems you solve, the more problems you create.

The hidden cost of heroic leadership

According to Kirstin Ferguson in her new book _“Blindspotting”_, leaders who are too confident in their knowledge are more likely to overlook warning signs, miss key information, or reject new ideas.

She says the antidote to the curse of expertise is blindspotting - recognising the limits of your knowledge, remaining curious, and being open to new ideas.  

“To dispel the illusion of knowledge, we need to cultivate the ability to say ‘I don’t know…yet,’ and mean it,” she says.

Kirstin says this requires “being honest with ourselves and others about the limitations of our knowledge.”

> “We need to actively seek out new information, challenge our assumptions and remain open to the idea that we might be wrong.” - Kirstin Ferguson 

Brené Brown's research on vulnerability shows that a [courageous culture](https://thegrowthfaculty.com/articles/barrierstocourageouscultureBreneBrown) partly stems from the courage to admit when you're stuck.

The courage to say "I don't know"

#### Why and What else?

When problems feel overwhelming, break them down. Use the 5 Whys technique: ask "why" five times in succession to get to root causes. Or try Michael Bungay Stanier's [coaching questions](https://thegrowthfaculty.com/articles/michaelbungaystaniercoachingquestions): "What's the real challenge here for you?" and "What else?" These simple tools cut through complexity.

#### OODA Loop

For bigger challenges, use the OODA loop (Observe, Orient, Decide, Act). Spend time understanding the problem before jumping to solutions. Most leadership mistakes happen because we act before we truly understand what we're facing.

#### FutureSPECTIVE

Dr Jen Frahm and Lena Ross of the Agile Change Leadership Institute explained in our [Emerging Leaders Program: Resistance to Change session](https://thegrowthfaculty.com/articles/session-3-emerging-leaders-program) the framework “FutureSPECTIVE.”  

·        Imagine you’ve reached your goal, what does it look like? (ask this to get your success criteria)

·        What helped us get there? (ask this to discover the changes and mindsets you’ll need)

·        What got in the way? (ask this to uncover any fear, resistance)

#### Chunk it down

Create action items that are specific and time-bound. Instead of "improve customer satisfaction," try "call three dissatisfied customers this week to understand their specific concerns." Small, concrete steps build momentum and prevent overwhelm.

Simple problem-solving frameworks 

No CEO should face challenges alone. Build relationships before you need them. Join CEO groups, find industry mentors, and cultivate peer relationships with other leaders. When problems hit (and they will) you'll have people to call.

Use your team's collective intelligence. The best solutions often come from the people closest to the work. Create space for honest discussion about what's not working and why. Sometimes the answer is already in the room; it just needs permission to be heard.

Building your problem-solving network

Every great leader you admire has faced moments of doubt, confusion, and feeling overwhelmed by problems. The difference isn't that they don't have problems; it's that they've learned to work with problems differently.

Steve Jobs got fired from his own company. Oprah was told she was "unfit for television news." Spanx founder Sara Blakely was rejected by every manufacturer she approached. They all found ways through their challenges, not around them.

Problems aren't signs of poor leadership; they're signs of active leadership. The goal isn't to eliminate problems but to get better at working with them. Some days you'll feel like you're drowning. Other days you'll wonder why you ever worried. Both feelings are part of the job.

The best CEOs know that problems are not obstacles to great leadership, rather they are the raw material of great leadership. Your job isn't to have all the answers. Your job is to help find them, together with your team, your network, and your own growing wisdom.

You're not alone in this

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How CEOs can prevent burnout from fighting problem fires

Addressing the root cause of problems before they ignite

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Stay Inspired

How CEOs can prevent burnout from fighting problem fires

Addressing the root cause of problems before they ignite

Keep informedStay Inspired

Keep informed
Stay Inspired