Diagnose First, Train Second: Is the Problem Worth Fixing?

Before investing time, money, and attention into any performance initiative, learning leaders face a fundamental question: Is this problem worth fixing at all?

The first step in the Five Essential Questions framework is confirming that a real performance problem exists. That means identifying a clear, measurable gap between expected and actual performance—one that can be observed, quantified, and agreed upon. Without that clarity, organizations risk reacting to frustration, anecdotes, or isolated incidents rather than evidence. The result is familiar: well-intentioned initiatives that consume resources while failing to improve results.

Once a legitimate performance gap has been established, many organizations rush straight to solutions. That instinct is understandable—but costly. Not every performance problem deserves action, and not every gap justifies the effort required to close it.

Question 2—Is this problem worth fixing? Introduces a critical moment of discipline into the performance-improvement process.

Not All Performance Gaps Deserve Attention

A measurable gap does not automatically require intervention. Some gaps are temporary and self-correcting. Others have a limited impact or affect only a small part of the organization. Some are visible and frustrating but inconsequential to outcomes.

Treating all problems as equally urgent leads to overloaded teams, diluted focus, and initiatives that quietly stall due to lack of follow-through. In many organizations, the existence of a gap triggers action. In disciplined organizations, a gap triggers a decision.

This question forces leaders to slow down and ask more strategic questions:

• What does it cost to ignore this problem?

• What improves if the problem is solved?

• Who is impacted—and how significantly?

If those answers are unclear, the organization may be reacting to discomfort rather than business risk.

The Cost of Doing Nothing

One side of the decision is understanding the cost of inaction. That cost may be financial, operational, reputational, or cultural. It might appear as rework, customer dissatisfaction, compliance exposure, employee turnover, or missed opportunities.

The key is specificity. Statements like “this hurts morale” or “this causes inefficiencies” are not enough. Leaders must articulate what continues to happen if nothing changes—and why that outcome matters to the organization.

If the cost of doing nothing is negligible—or cannot be credibly articulated, the problem may not be worth fixing right now. Choosing not to act is not avoidance. It is prioritization.

The Value of Fixing It

The other side of the equation is the value of resolution. What gets better if this problem is eliminated? What measurable improvement should occur? What outcome would justify the effort required to change behavior, systems, or processes?

This is where many initiatives fail before they begin. If no one can clearly describe what success looks like—or how it will be measured—any intervention risks becoming activity without impact.

Performance improvement is not about effort. It is about return. If value cannot be articulated upfront, it cannot be credibly evaluated later.

A Critical Decision Point

This question functions as a second gate in the diagnostic process.

If the problem is not worth fixing, stop.

• Do not design solutions.

• Do not launch initiatives.

• Do not ask employees to change behavior without a clear payoff.

Stopping is not failure. It is a focus. It protects credibility, conserves resources, and prevents learning teams from solving the wrong problems well.

What Comes Next

When a problem is both measurable and worth fixing, the framework moves forward to the following question: Can this issue be addressed with a quick fix? Only after the value is established does it make sense to explore solutions.

Organizations that build this discipline into their diagnostic process stop chasing noise and start investing where performance actually moves. For learning leaders, that discipline is not optional—it is the difference between being viewed as order takers and trusted performance partners.