Surf the wave 1: Shifting from Problem-Solving to Possibility-Thinking

Is Your C-Team Ready to See What Wants to Happen?

In times of deep change and challenge, C-level teams are often driven to react quickly, solve problems, and manage crises. But if all we’re doing is putting out fires, what’s the long-term cost?

Imagine this scenario: Your company is navigating a tough merger. Pressures are mounting—new systems, integration headaches, cultural clashes. Every meeting is filled with urgent issues: “How do we get operations stable? How do we handle customer complaints? How can we just keep the lights on?”

Sounds familiar?

What if we asked a different question? Instead of focusing only on problems, what if we looked at the opportunity within the challenge? What if we asked, “What wants to happen here?”

This question changes everything. 

Rather than reacting to immediate issues, the team begins to explore the potential within the merger itself:

- Which are new synergies we haven’t tapped in yet? Instead of rushing to stabilize, could we uncover unique strengths each side brings and leverage them creatively?

- What could this merger make possible that wasn’t before? 

- In what way would this be a chance to reinvent certain processes or even parts of our culture that were overdue for change?

- What would it bring if we could align around a shared vision rather than just trying to avoid failure?

Suddenly, the tone of leadership changes. This isn’t just a survival exercise; it’s a moment to create something powerful and new.

When a C-level team shifts to “possibility-thinking,” a few things happen:

- Openness Emerges: Conversations become more forward-looking and positive, opening doors to insights and ideas that problem-solving alone would have missed.

- Engagement Deepens: Leaders and employees alike are drawn to opportunities that feel meaningful and transformative, not just exhausting.

- Strategic Growth Unfolds: Instead of just stabilizing, the team begins to innovate, creating new pathways for growth that can define the future of the company.

So, as your team faces its own set of challenges, ask yourselves: What wants to happen here? Shift your focus to what’s emerging, not just what’s urgent. You might just find that this crisis holds the seed of a transformation you never expected.

Turn these moments of disruption into defining opportunities!

Are you ready to see beyond the problems? Let’s explore what’s truly possible.