Firm leaders are really good at problem-solving. They have the ability to analyze a situation, weigh the pros and cons, and arrive at a solution that makes the most sense. Through countless such decisions, they have consistently demonstrated wise and courageous leadership that has propelled their firms forward.

Problems Without A Best Option

But what happens when their analytical prowess encounters a crucible of choices, where each potential path carries significant consequences, and no solution offers a truly satisfying resolution?

Every once in a while, a very difficult problem appears and has to be dealt with. This is the case when a situation has been allowed to exist over the months, or years, that has finally reached the threshold of being intolerable. It could be putting up with the antics of a large client, the errant behavior of a valuable partner, or the disruption of a talented individual. At first, they may have been merely annoying, but over time, these behaviors have evolved into deeply divisive issues that can no longer be overlooked.

These situations are rare enough that leaders will only encounter them a time or two in their career. So when they arise, there is little experience to draw on for handling them. However, this absence of direct experience does not mean leaders are without recourse. Valuable insights and lessons learned by others can provide crucial guidance in navigating these complex scenarios.

Some Direction And Guidance

This was the intent of the article I wrote, and recently published, entitled When Leaders Tolerate the Intolerable. Over three decades of coaching and consulting, I’ve made some observations and collected some practices – some that were helpful and others not so much.

I hope these insights provide you with strategies to proactively prevent escalating challenges, or, should you find yourself confronting such complex situations, a framework for thoughtful and decisive action. As a leader, the responsibility for resolution ultimately rests with you.