Are You Solving the Right Problem?
Welcome to another Toolkit Tuesday! Every week, our goal is to give you a practical leadership tool to put in your toolkit.
So there I (Steve) was… with my squad of Selectees. We were in the final 72 hours of a seven-week intensive leadership development process. We had been up for the last 48 hours straight, with little to eat. We were exhausted—physically, mentally, and emotionally.
Creator: Spc. Dereck White, July 21, 2021 | Credit: Camp Lemonnier, Djibouti | Copyright: Public Domain
And we had one final test: navigate a complex obstacle course under simulated combat. The catch? If even one team member didn’t make it, we all started over.
This was it—the moment that would reveal whether we were just individuals trying to survive or a true team that could lead under pressure.
I watched as frustration set in. Some of us were ready to charge ahead just to get it over with. Others were hesitating, afraid of making a mistake. The temptation to act first and think later was real. But I knew that in high-stakes situations, rushing without strategy only leads to failure.
We needed a plan.
The Challenge
In business leadership, we face our own version of this test every day.
A key team member quits without warning—suddenly you’re scrambling to cover the gap, but are you fixing the real problem or just reacting?
A client backs out of a deal at the last second—your team rushes to pivot, but was the deal lost because of price, value, or something deeper you didn’t see?
A high-stakes project is suddenly off track—you’re making fast decisions to get it done, but are you solving the root issue or putting a band-aid on a bigger problem?
Most leaders don’t realize it, but they’re solving the wrong problems every day.
They assume they already know the issue and jump straight into action, when in reality:
They’re fixing symptoms instead of root causes.
They’re losing credibility with their team by constantly shifting direction.
They’re burning out trying to solve the same problems over and over again—because they never addressed the real issue.
The worst part? Every time you react too quickly, you create new problems—wasting time, resources, and momentum.
But what if you had a simple leadership process to make faster, smarter decisions—without wasting energy on the wrong things?
The Tool: Tactical Decision Loop
That night, my squad needed to think before we moved—and that’s exactly what we did.
We used SLAMM:
But stopping isn’t enough—you need to make sure you’re solving the right problem. That’s where The Hoosier Rule comes in.
Stop – Take a tactical pause before reacting.
Look Around – Assess the full situation.
Make a Call – Decide based on the best available information.
Move – Take action and adjust as needed.
Just like in the movie Hoosiers, Coach Norman Dale made his team pass the ball four times before taking a shot. Great leaders ask at least four questions before making a decision.
When you combine SLAMM with The Hoosier Rule, you create a leadership habit of thoughtful, high-quality decision-making:
Stop before jumping to conclusions.
Look Around and ask at least four clarifying questions.
Make a Call with a clear understanding of the real issue.
Move forward confidently, knowing they’ve fully assessed the situation.
The Result
If you don’t apply this approach, here’s what happens:
You react emotionally and make the wrong call.
You miss the real root issue and waste time solving the wrong problem.
You lose credibility with your team because they see inconsistent, impulsive leadership.
That said, when you train yourself to apply SLAMM & The Hoosier Rule, you:
Solve problems more effectively by identifying the real issue.
Make better decisions by seeking input before acting.
Build trust with your team by demonstrating patience, curiosity, and wisdom.
How to Take Action This Week
Teach the SLAMM process to your team this week. Use it when a problem, like discussed in Challenges, arise.
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Closing the Loop
That night, we did what great leaders do: we slowed down to speed up. We made a plan, moved with purpose, and every single one of us crossed the finish line together.
The next morning, we were promoted to Chief Petty Officer—and then we all slept for 18 hours.
We can’t make you a Chief Petty Officer. But we can teach you how to make sure you're not just solving the problem in front of you—you're solving the right problem.
At Khaki Consulting, we help organizations build their leadership pipeline through structured, intentional development. Whether it’s establishing a Leadership Academy within your company or bringing your high-potential leaders into a cohort-based program, we provide a clear, actionable roadmap to teach how to lead and develop others into leaders.
