Skills 27 & 28: Problem Specification & Problem Ownership
One of the most common leadership mistakes is attempting to solve a problem before it’s clearly defined—or worse, solving the wrong problem altogether. Effective coaching and transformational leadership require us to slow down, clarify, and then engage others in full ownership of both the issue and its resolution.
In this article, we explore Skill 27: Problem Specification and Skill 28: Problem Ownership—two essential steps that move individuals from insight to responsibility and action.
Skill 27: Problem Specification
Definition: Identify and define correctly the nature, cause(s), and implications of a given problem to be able to effectively problem-solve.
Once a challenge has been explored, it’s time to help the individual move from general confusion to specific clarity. Problem Specification is about accurately identifying what the real issue is, where it stems from, who is involved, and why it matters.
Leaders often make assumptions or accept vague language (“I’m overwhelmed,” “It’s just not working”) without pressing further. Problem specification demands precision.
Why It Matters
Clarity is power. Without a clear definition of the problem, coaching conversations become circular, solutions are ineffective, and progress stalls. But when someone can name the real issue—without exaggeration, blame, or distortion—solutions become obvious and actionable.
A well-specified problem also allows for appropriate prioritization and strategy alignment.
How to Implement
- Encourage specificity: Ask questions like “What exactly is happening?” “When does it happen?” “Who is involved?” “What are the consequences if this continues?”
- Use structured tools: Encourage frameworks like SWOT (Strengths, Weaknesses, Opportunities, Threats), cause-and-effect diagrams, or flowcharts to break down complex issues.
- Distinguish symptoms from root causes: Ensure the stated problem is not merely a surface-level symptom. Use earlier exploration work (Skill 26) to cross-reference deeper factors.
- Clarify what’s at stake: Help the individual articulate why this matters—what’s being lost, delayed, or compromised.
Practice Exercise
Problem Precision Drill: Invite the coachee to write down their challenge in one sentence. Then ask them to revise it three times, each time making it more specific and measurable. This develops clarity and insight.
Authors Note: Years ago when I was the number one sales rep for a national company then my sales performance dropped steeply. The sales manager could have assumed what was contributing to my decline and told me to smarten up and get back to selling, but that would not have worked! Why? Because the reason for my collapse was personal after my separation with my fiancée. The point being it is VERY important to confirm the real reason for an issue or a problem – don’t make assumptions!
Authors Note: One personal example was years ago when I was a sales rep for a national company my performance was number one in the company but it dropped steeply. The sales manager could have assumed what was contributing to the situation and told me to smarten up and get back to selling but that would not have worked because the reason for my decline was personal after the separation with my fiancée. It is VERY important to get the real reason for an issue or a problem.
Skill 28: Problem Ownership
Definition: Willing to take responsibility for your own actions and outcomes, and able to help others do the same.
Now that the problem is clear, the transformational leader must guide the individual toward ownership. This is where accountability is born—not from blame, but from personal agency. It’s the shift from “This is happening to me” to “I have a role in this, and I can change it.”
Ownership is not about fault—it’s about power. Only when a person owns the problem can they own the solution.
Why It Matters
Lack of ownership leads to passivity, deflection, and stagnation. In contrast, when individuals accept responsibility for their part in the challenge, they become empowered to take meaningful action. Leaders who foster ownership build cultures of integrity, initiative, and resilience.
This skill is especially important in supervisory or coaching relationships where growth and accountability are the objectives.
How to Implement
- Ask responsibility-based questions: “What part of this do you control?” “What choices led to this point?” “What can you do differently moving forward?”
- Model vulnerability: Share your own moments of growth where ownership made a difference.
- Distinguish between fault and responsibility: Help others see that even if they didn’t cause the problem, they can choose how to respond to it.
- Set ownership expectations: Make it clear that without ownership, forward momentum will be limited.
Practice Exercise
Responsibility Mapping: Have the individual list all the factors influencing the problem. Next to each, have them rate how much control or influence they have over it (low, medium, high). Then focus the conversation only on those in the medium or high category. This shifts the energy to what they can do.
From Awareness to Action
With Problem Specification, the individual becomes clear about what they’re facing. With Problem Ownership, they become empowered to change it. These two skills work together to transition from exploration to action—anchoring growth in clarity and accountability.
As a transformational leader, when you help others see their situation clearly and own their path forward, you unlock the power of internal motivation and resilience.
Next, we’ll explore Skill 29: Goal-Setting and Skill 30: Goal Ownership—where clarity and accountability turn into inspiring, forward-focused action.
Until next time, Keep Living On Purpose!
PS. Stay tuned to your opportunity to pre-register for the Online Transformational Leadership Course. That link will be available soon. To bench your (or others) leadership skills, access our Leadership Skills Inventory-Self or LSI-360′.