6.2Recurring issues (playbook)
The essentials in 30 seconds
- Reflex: one symptom = likely causes = an action sequence. Diagnose before acting.
- Root cause: a recurring problem is not ten incidents, it is a missing fundamental (direction, delegation, recognition, style, conflict, meaning).
- Cross-references: each action points to the guide level where you can dig deeper.
Salim thread — wrap-up: 1 year later
One year later, Salim rereads this playbook with his team of 7. Verdict: three symptoms really caught up with him — meetings that dragged on, a tool change that stalled, and a manager (himself) overwhelmed while the team waited. The "meetings", "change" and "delegation" rows below are the ones he used most.
| Symptom | Likely causes | Actions |
|---|---|---|
| The team is busy but with no clear direction | vague or unshared goals, unexplained purpose | restate SMART/OKR goals, explain the why, connect to purpose (N1.1, N3.1) |
| The manager is overwhelmed, the team underused | little or no delegation, micro-management | delegate with clear instructions and follow-up suited to autonomy; protect your time (N1.2, N2.5) |
| Demotivation despite fair pay | missing recognition, irritants (hygiene factors), lack of meaning | remove irritants, recognize sincerely, give autonomy and meaning (N1.3) |
| A team member failing on an assigned task | delegation to someone not ready, style unsuited to autonomy | reassess autonomy, adjust style (direct/train), support (N2.1) |
| Tensions poisoning the climate | untreated conflict, manager who avoids or denies | intervene early, listen to each side, seek interests, mediation (N2.3) |
| Meetings that drain energy and produce nothing | no goal, no agenda, no decision | frame (goal, timing), close on "who does what", remove the useless (N1.5) |
| A change that stalls or gets rejected | no meaning given, resistance brushed aside, logistics only | give meaning, listen to fears, involve, aim for quick wins (N3.5) |
| Flying blind, with no visibility | no dashboard, or too many non-actionable indicators | 5-8 KPIs linked to goals (result + steering), alert thresholds (N4.3) |
| Remote workers disengaging or forgotten | presence-based management, proximity bias | steer by results, regular rituals, ensure fairness between on-site and remote (N5.1) |
Ready-to-say script — naming the symptom with the team (2 min)
"I notice our meetings run over with no decision. My hypothesis: no agenda and no clear close. I suggest we test for one month: agenda sent the day before, 30 min sharp, and we close with who does what by when. What do you think?"
Copy-paste template — express diagnostic sheet
SYMPTOM observed (facts): ...
Since when / frequency: ...
Likely CAUSES (playbook 6.2): ...
Check (who to listen to, what to observe): ...
ACTIONS (in order): 1) ... 2) ... 3) ...
FUNDAMENTAL targeted: direction / delegation / recognition / style / conflict / meaning
REVIEW in 2 weeks: improved? stable? worse?Micro-business (2-3 people)
No formal table: a frank discussion around the symptom is often enough to name the cause.
Remote / hybrid
"Dropout" and "tension" symptoms show less: written rituals + regular one-to-ones to detect them early.
Algerian SME
Factor real constraints (peaks, short staffing, phone/WhatsApp channels) into causes before concluding it is a willingness problem.
Intercultural
Silence can mean respect, not agreement: explicitly check understanding before acting.
Key takeaways
- Diagnose (symptom → checked causes) before acting.
- A recurring problem = a fundamental to fix at the root.
- Each action points to the guide level to dig deeper.
48h challenge — apply tomorrow
Spot 1 current symptom in your team, fill in the express diagnostic sheet above and test the 1st action.
- I can link a symptom to its likely causes.
- I have filled in (or scheduled) an express diagnostic sheet.
- I know the cross-reference to the level to dig into for my case.
Frequently asked questions
Several symptoms at once, where to start?
Start with the one blocking performance or climate most (often unclear direction or open conflict). One fixed fundamental often unlocks two others.
What if the causes are not in the table?
The table covers the classics, not everything. Listen (one-to-one), observe facts, and dig with the matching guide level.
How long before concluding?
Test the action sequence for 2 to 4 weeks with a dated review. Without progress, change the cause hypothesis rather than pushing harder.
Karim's team is very busy but everyone pulls in their own direction. First reflex?