It’s a question that often gets a quick reaction.
When newer leadership teams hear it, the response is usually some version of, “There’s no way.” But teams that have been working with EOS for a while tend to answer differently. For them, it’s not only possible—it becomes expected.
The difference here isn’t speed. It’s clarity.
In a recent session, a leadership team shared their frustration that they weren’t making real progress on their Issues List. They were having the conversations. They were dedicating the time. But the same issues kept coming back week after week. As we slowed things down and got more disciplined with the IDS process, something became clear. They weren’t struggling to solve issues. They were struggling to clearly define them.
At one point, we realized they couldn’t state an issue in a single sentence. Even when someone thought they had, the rest of the team didn’t know how to help. So we paused and spent time practicing that one skill. It felt slow in the moment. But once they got it, issues that had been sitting on their list for years were solved in minutes.
That’s the power of getting to the root. When an issue is clearly identified, it’s often halfway solved.
In this blog, we’ll walk through a few practical ways to get better at solving issues at their root. These are simple shifts, but they can dramatically change how your team moves from talking about problems to actually solving them.
1. Get Good at Stating the Issue in One Sentence
This is where most teams struggle more than they expect. Issues are often described in paragraphs, backstories, or a series of related frustrations. But when an issue isn’t clear, the conversation drifts and the team ends up solving the wrong thing.
The discipline sounds easy, but isn’t always simple: state the issue in one clear sentence. In the session mentioned above, once the team practiced this skill, everything sped up. They could name the issue, align quickly, and move straight into solving it. Sometimes you have to go slow to go fast, and this is one of those moments.
Clarity creates momentum. Without it, even the best teams spin their wheels.
2. Whose Issue Are You Solving?
Here’s a common situation: A team starts discussing an issue, and someone begins explaining it on behalf of someone else. The conversation moves forward, but something feels off.
When working on issues, pause and ask a simple question: “Is this your issue?” If the answer is “no,” involve the owner of the issue into the conversation and ask them to define the issue themself. Oftentimes, what will surface is very different from what the team had been trying to solve.
Ownership matters. When the person who owns the issue can clearly state it and ask for what they need, the team can actually help. Without that clarity, teams spend time solving symptoms or, worse, solving the wrong problem entirely.
3. Avoid Pile-Ons
You’ve probably seen this happen. A team is working through an issue, and someone adds, “This also reminds me of…” or “What about this related problem?” Before long, the conversation has drifted into three or four different directions.
These are pile-ons. And while they’re usually well-intentioned, they dilute focus.
The key is to separate issues in real time. If something new comes up, capture it and put it on the issues list. Then come back to the original issue and finish solving it. Staying disciplined here keeps the conversation productive and prevents teams from leaving discussions with nothing fully resolved.
Focus is what turns discussion into traction.
4. Be Clear on What “Solved” Means
“Solving” an issue doesn’t always mean it disappears forever. That’s the goal, but it’s not always the immediate outcome.
Sometimes solving an issue means identifying the next step. It could mean assigning it as a Rock, deciding it’s not a priority right now, or recognizing that more information is needed before moving forward. In some cases, solving the issue is simply getting to the root so the team can take the right next action.
What matters is clarity. When a team agrees on what “solved” means in the moment, they can move forward with confidence instead of revisiting the same issue again and again.
Progress happens when the next step is clear.
5. Spend Most of Your Time Making Sure You’re Solving the Right Thing
It’s tempting to jump quickly into solutions. Most leadership teams are wired that way. But when teams move too fast, they often end up solving symptoms instead of the real issue.
A helpful framework to keep in mind: if you have 10 minutes to solve an issue, spend about eight of those minutes making sure you’re solving the right thing. Use the remaining time to discuss options and decide on a path forward. It’s not a rigid rule, but it reinforces where the real work is.
When teams slow down enough to truly understand the root, the solve tends to come quickly and with much more confidence.
Bringing It All Together
Solving 15 issues in 60 minutes isn’t about moving faster. It’s about getting clearer. When teams learn to define issues well, ensure the right person owns them, stay focused on one issue at a time, and agree on what “solved” means, everything starts to change.
The work can feel uncomfortable at first. It requires discipline, patience, and a willingness to challenge how things have always been done. But instead of revisiting the same problems week after week, teams start creating momentum. They solve things. They move forward. They gain traction.
If your team feels stuck in the cycle of talking about issues without truly resolving them, you’re not alone. Please reach out. I’d be happy to talk with you more about how with the right structure and a bit of practice, solving issues at the root becomes not just possible, but expected.