The Ability to Embrace the Problem And The Solution
Yet, in the beginning, all of this boils down to leaders making choices that are not easy or simple. And one of these choices is that they need to embrace the problem defining process, and the solution creating process. When I think about how hard this is, I am reminded of the work of Jim Collins and Jerry Porras in their book, Built To Last: Successful Habits of Visionary Companies (HarperBusiness, 1994). Here, the authors introduce a key concept called the “Genius Of The And.” As they wrote: “.. a key aspect of highly visionary companies: They do not oppress themselves with what we call the “Tyranny of the OR” - the rationale view that cannot easily accept paradox, that cannot live with two seemingly contradictory forces or ideas at the same time. The ‘Tyranny of the OR’ pushes people to believe that things must be either A OR B, but not both.” For example, many companies and their leaders think one can only embrace change or stability, being bold or conservative, high quality or low cost. They do not believe both can be done at the same time.
However, Colins and Porras note that visionary companies, and I would argue visionary leaders, do something different. “Instead of being oppressed by the ‘Tyranny of the OR,’ highly visionary companies liberate themselves with the ‘Genius of the AND’ - the ability to embrace both extremes of a number of dimensions at the same time. Instead of choosing between A OR B, they figure out a way to have both A AND B.” Therefore, they embrace purpose and profit, a fixed core ideology and vigorous change, having a conservative core and an opportunistic experimentation mindset. As they continue, “We’re not talking about mere balance here. ‘Balance’ implies going to the midpoint, fifty-fifty, half and half. It seeks to do very well in the short-term and very well in the long-term. A visionary company doesn’t simply balance between idealism and profitability; it seeks to be highly idealistic and highly profitable.”
When I reflect on what they wrote, I am reminded that a leader, who is attempting to solve problems within complexity, must have a unique mindset and skill set. In particular, they must have the capacity to plan and to execute at the technical, adaptive and social levels within a group setting. They also must comprehend the difference between solving operational problems, and working through strategic level, adaptive challenges. In short, they need to embrace complexity, not fix complexity.
Watch Out For Grit Gaslighting
Now, some will argue that mental fortitude is the key to embracing complexity. However, Tasha Eurich in her book, Shatterproof: How to Thrive in a World of Constant Chaos (And why resilience alone isn’t enough) (Little, Brown Spark, 2025), writes that “… if mental fortitude is indeed wholly learnable, as many self-help authors argue, if we fall short, it means we just didn’t try hard enough.” She continues “… grit gaslighting, a common phenomena, where, instead of validating our stress or distress, our commitment to coping with it is questioned. Often, grit gaslighting comes from people in positions of authority or well-meaning but unaware family and friends.” She notes that often “several factors outside our control make it difficult to stay resilient, especially under stress.”
Recently, I have met many leaders who are struggling as they attempt to problem solve within complexity. They believe that if they could just try harder they could be successful. This also is reinforced by others at work and at home. The outcome is a lack of self-confidence in their ability to do the work, and to lead others through the work. Yet, I think all of us are missing something important when we end up in the land of grit gaslighting.
Tasha Eurich’s research in the aforementioned book points out that under stressful times, we need three things to thrive. She calls them the “three-to-thrive” factors. As she writes, “The first three-to-thrive need is confidence: the belief that we’re effective in our actions, capable of achieving our goals, and able to grow and learn new things. The second three-to-thrive need is choice, means feeling free to function without pressure or threat, acting with agency and integrity, staying true to ourselves. The final need is connection, the sense that we belong, get along with others, and experience mutual closeness and support.” She continues, “Fundamentally, confidence keep us growing, choice keeps us authentic, and connection keeps us together.”
As I reflect on the leaders I know who are making progress in the midst of these challenging situations and helping their teams do likewise, I know that, on the back side, they routinely prioritize confidence, connection, and choice in order to start from a foundation that is greater than just resilience. They recognize that in order to be a better leader, they have to become better people, referencing the work of executive coach Kevin Cashman. They also recognize the truth of this short statement made by Eurich: “When you get better, everyone benefits.” And for these individuals, they are committed to life long learning, be it at the personal level or the professional level. They want to get better, and over time, they do get better.
To be continued on Tuesday.
© Geery Howe 2026
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