Leaders toggle between Problem-Solver and Designer modes; recognizing each and shifting deliberately prevents reactive cultures and builds lasting systems.
Leaders operate in two distinct modes that most people don't notice: Problem-Solver Mode, where they dive in, take control, and chase short-term wins, and Designer Mode, where they step back, build frameworks, and aim for long-term sustainability. The article argues that the difference between a good leader and an exceptional one is the awareness of these modes and the discipline to choose the right one for the situation.
In Problem-Solver Mode leaders rush to fix crises, providing immediate solutions that keep systems running during outages or customer emergencies. In Designer Mode they pause, map the broader system, and create processes that prevent issues from resurfacing, empowering teams to solve problems themselves. Real-world examples include a CEO who spent months firefighting customer complaints without fixing the broken service system, and a Designer-oriented leader who built a perfect incident-response process while their team struggled with day-to-day fires.
The piece warns about the "Default Mode Trap"-leaning too heavily on one mode because it feels natural. It suggests developing the weaker mode like a non-dominant hand, so leaders can shift when patterns emerge: repeated incidents, rapid team growth, or when firefighting consumes too much time. By deliberately switching modes, leaders can balance rapid response with strategic, systemic change, fostering cultures that are both agile and resilient.
Check out the full stdlib collection for more frameworks, templates, and guides to accelerate your technical leadership journey.