Struggling with pesky team problems and losing sleep over it?

We’ve all been there. That moment in a leadership meeting when everyone knows something’s wrong, but nobody wants to say it out loud. The project’s falling behind. Team morale is sinking. Customer complaints are piling up. But pointing fingers feels uncomfortable, especially when you pride yourself on being a supportive, empathetic leader.

Here’s the thing: defining problems clearly doesn’t mean you have to abandon your compassionate leadership style. In fact, the most effective nice leaders excel at framing challenges in ways that unite teams rather than divide them. They use problem statements—concise descriptions of issues that need solving—to create clarity without casting blame.

In this guide, we’ll explore how to craft powerful problem statements that maintain your reputation as a kind, thoughtful leader while still addressing tough issues head-on. We’ll share real-world problem statement examples across different scenarios and provide a step-by-step framework for creating your own.

What Is a Team Problem Statement? The Nice Leader’s Definition

A problem statement is a clear, concise description of an issue that needs to be addressed. It identifies the gap between the current situation and the desired state, explains why this gap matters, and sets the stage for finding solutions.

For leaders specifically, an effective problem statement accomplishes three critical things:

1. Addresses reality without assigning blame
2. Creates shared understanding without triggering defensiveness
3. Inspires collaborative problem-solving rather than finger-pointing

Think of a problem statement as the foundation for productive change. Without this foundation, teams either ignore issues (letting them fester) or jump straight to solutions without fully understanding what they’re trying to solve.

The Anatomy of an Effective Team Problem Statement

Before we dive into examples, let’s break down the core elements that make problem statements work. While formats can vary, the most effective problem statements include these key components:

1. Current Situation

A factual description of what’s happening now, presented objectively and without blame. This sets the context for the problem.

2. Impact Statement

A clear articulation of why the current situation matters—who it affects and how. This creates urgency and relevance.

3. Gap Identification

The specific disconnect between the current state and the desired state. This clarifies what needs to change.

4. Relevance to Broader Goals

How solving this problem connects to team, department, or organizational objectives. This provides meaningful context.

5. Supporting Data

Quantifiable metrics and specific observations that validate the problem exist. This brings objectivity to the discussion.

Notice what’s missing from this structure? Solutions. A well-crafted problem statement doesn’t jump to conclusions about how to fix things—it creates space for collaborative solution-finding once everyone agrees on what needs solving.

Problem Statement Examples for Nice Leaders Across Different Scenarios

Let’s look at real-world examples of how compassionate leaders frame problems effectively across different contexts. Each example demonstrates how to address issues directly while maintaining a supportive, blame-free approach.

Example 1: Declining Team Productivity

Poor Approach (Blame-Oriented): “The team isn’t working hard enough, and several members seem disengaged. This laziness is causing us to miss deadlines.”

Nice Leader Approach: “Our team’s output has decreased by 15% over the past quarter while work requests have remained constant. Team members report feeling overwhelmed with competing priorities and unclear expectations. This productivity gap puts our Q3 delivery commitments at risk and creates stress across the department. We need to identify ways to realign our workload and clarify priorities to support both our business objectives and our team’s wellbeing.”

Why This Works: The statement focuses on measurable facts rather than character judgments. It acknowledges team members’ experiences and frames the issue as a shared challenge rather than a personal failing.

Example 2: Customer Service Complaints

Poor Approach (Blame-Oriented): “Customer service representatives are being rude to customers, which is causing a spike in complaints and damaging our reputation.”

Nice Leader Approach: “Customer satisfaction scores have declined from 4.6 to 3.8 in the past two months, with 65% of negative feedback mentioning ‘unhelpful’ or ‘rushed’ interactions. Our customer service team is currently handling 25% more tickets than last quarter with no additional resources, resulting in decreased resolution time and quality. This gap between service capacity and customer expectations puts our retention goals at risk and creates a challenging environment for our support staff. We need to examine how we can better align our service resources with current demand while supporting our team members.”

Why This Works: The statement presents objective data while acknowledging the resource constraints facing the team. It doesn’t assume representatives are intentionally providing poor service but recognizes the systemic challenges at play.

Example 3: Cross-Departmental Collaboration Breakdown

Poor Approach (Blame-Oriented): “Marketing keeps making promises that Engineering can’t deliver, causing frustration and mistrust between the teams.”

Nice Leader Approach: “We’re experiencing a 40% increase in timeline misalignments between product announcements and feature delivery dates. Marketing and Engineering teams report working from different information sources and timelines, with 75% of projects experiencing mid-stream requirement changes. This coordination gap frustrates team members, reduces our market credibility, and impacts customer trust. We need to establish more effective cross-functional communication processes that provide both teams with the information they need to succeed.”

Why This Works: Rather than pitting departments against each other, this statement identifies the misalignment as a systems issue affecting both teams. It acknowledges the negative impact on everyone involved and frames the solution as a collaborative effort.

Example 4: Project Budget Overruns

Poor Approach (Blame-Oriented): “Project managers are not controlling costs effectively, and the finance team isn’t providing timely warnings about overruns.”

Nice Leader Approach: “Three of our five major projects are currently 20-30% over budget at the midway point. Project teams receive budget updates with a 3-week delay, and expense categories don’t align with project planning categories, making real-time tracking difficult. This visibility gap reduces our ability to make timely adjustments and puts our annual financial targets at risk. We need to create more transparent, accessible financial tracking that empowers project teams to make informed decisions throughout the project lifecycle.”

Why This Works: The statement identifies a process issue rather than a people issue. It recognizes that both project managers and finance teams are working within a system that doesn’t provide the necessary information flow for success.

Example 5: Employee Retention Challenges

Poor Approach (Blame-Oriented): “Managers aren’t doing enough to keep their good employees, and HR isn’t providing competitive compensation packages.”

Nice Leader Approach: “Our organization is experiencing a 28% increase in voluntary turnover among employees with 2-5 years of experience. Exit interviews indicate that limited growth opportunities (45%) and work-life balance concerns (32%) are the primary factors in departure decisions. This talent gap reduces our institutional knowledge, increases recruitment costs, and places additional burden on remaining team members. We need to examine how our development pathways and workload management align with the expectations of our mid-career professionals.”

Why This Works: The statement uses specific data points to identify patterns rather than assigning blame to individuals or departments. It focuses on structural factors that can be addressed systematically rather than pointing to specific shortcomings.

The Nice Leader’s Framework for Creating Problem Statements

Now that you’ve seen examples, let’s walk through a step-by-step process for creating effective problem statements that maintain your empathetic leadership approach while addressing issues clearly.

Step 1: Gather Objective Data

Start with measurable facts rather than opinions or assumptions. This might include:

• Performance metrics
• Survey results
• Process timestamps
• Financial figures
• Capacity utilization statistics

The more specific your data, the easier it will be to create a statement that focuses on the situation rather than on people.

Nice Leader Tip: Include data points that show multiple perspectives on the issue. This demonstrates that you’re considering everyone’s experience, not just looking at the problem from one angle.

Step 2: Identify Impact Across Stakeholders

Document how the current situation affects different groups, including:

• Team members
• Customers
• Partners
• The organization
• You personally (showing vulnerability as a leader)

Nice Leader Tip: Explicitly acknowledge how the problem impacts your team’s wellbeing, not just business outcomes. This shows that you care about people, not just results.

Step 3: Articulate the Gap Without Judgment

Describe the difference between the current state and the desired state in neutral, factual terms. Focus on:

• What is happening vs. what should be happening
• Measurable differences rather than subjective assessments
• Systems and processes rather than individual behaviors

Nice Leader Tip: Use passive voice strategically to describe negative outcomes without assigning blame. For example, “Deadlines are being missed” rather than “Team members are missing deadlines.”

Step 4: Connect to Broader Purpose and Goals

Show how addressing this problem aligns with:

• Team or departmental objectives
• Organizational mission and values
• Individual growth and development opportunities

Nice Leader Tip: Frame the problem as an opportunity to live your shared values more fully, not just as a threat to business outcomes.

Step 5: Draft, Get Feedback, and Refine

Once you’ve created a draft problem statement:

1. Review it yourself for blame language or assumptions
2. Share it with a trusted colleague for perspective
3. Refine based on feedback
4. Test how it lands with a small group before broader sharing

Nice Leader Tip: Ask specifically, “Does this statement make anyone feel blamed or singled out?” and “Does this capture the full picture of what’s happening?”

Problem Statement Templates for Different Situations

To help you get started, here are templated versions of problem statements for common business scenarios. Customize these with your specific data and context.

For Performance Issues

Our [team/department/organization] is currently achieving [current metric] in [performance area], which is [gap] below our target of [desired metric]. Team members report [relevant context about contributing factors]. This performance gap impacts [stakeholders] by [specific impacts] and puts our [broader goals] at risk. We need to identify how we can better align our [resources/processes/skills] with our performance expectations while supporting our team’s wellbeing and growth.

For Process Breakdowns

Our current [process name] is taking [current time/steps/resources], resulting in [negative outcomes] and [stakeholder impacts]. The process includes [number] of handoffs between [departments/roles] with [data point about friction points]. This efficiency gap creates [specific consequences] for our [customers/employees/organization]. We need to examine how we can streamline this process while maintaining quality and supporting those responsible for its execution.

For Communication Issues

We’re experiencing [data point] breakdowns in communication between [groups], resulting in [negative outcomes]. [Percentage] of [projects/initiatives/interactions] involve [specific communication challenge]. This clarity gap leads to [consequences] and impacts our ability to [broader goal]. We need to develop more effective communication channels and norms that provide everyone with the information they need when they need it.

For Innovation Challenges

Our organization has launched [number] new [products/services/initiatives] in the past [timeframe], with [data point about performance]. Our competitors average [comparative metric]. This innovation gap affects our [market position/customer retention/employee engagement] by [specific impacts]. We need to identify how we can create more space for creative thinking and risk-taking while maintaining our commitments to current priorities.

Common Pitfalls Nice Leaders Should Avoid in Problem Statements

Even with the best intentions, compassionate leaders can fall into these common traps when drafting problem statements:

1. Softening the Problem Too Much

In an effort to be kind, you might downplay the severity or urgency of an issue. This can backfire by suggesting the problem isn’t actually important enough to address.

Instead: Be gentle in your framing but clear about impacts and consequences. Use objective data to convey urgency without dramatic language.

2. Focusing Exclusively on People’s Feelings

While acknowledging emotions is important, problem statements that center entirely on feelings without addressing tangible business impacts may not create sufficient motivation for change.

Instead: Connect emotional experiences to concrete outcomes. Show how feelings of frustration or disengagement translate to measurable business results.

3. Being Too Vague to Avoid Discomfort

When we’re uncomfortable naming specific issues, we sometimes resort to generalities and abstractions that don’t provide enough clarity for effective problem-solving.

Instead: Be specific about what’s happening while still focusing on systems rather than individuals. Use precise language and examples while maintaining a non-judgmental tone.

4. Jumping Straight to Solutions

Nice leaders often want to reduce tension by offering immediate solutions rather than sitting with the discomfort of a clearly stated problem.

Instead: Trust the process. A well-framed problem statement creates the psychological safety needed for collaborative solution-finding later.

5. Forgetting to Acknowledge Bright Spots

In focusing on what’s wrong, nice leaders sometimes forget to acknowledge what’s working well, which can make problem statements feel more negative than intended.

Instead: Include a brief acknowledgment of strengths and successes related to the area of concern. This creates a more balanced picture and reinforces that the problem exists within a context of capability and potential.

How Nice Leaders Present Team Problem Statements Effectively

The way you introduce and discuss your problem statement can be as important as the statement itself. Here are best practices for presenting problems in a way that maintains psychological safety:

1. Prime with Purpose

Before sharing the problem statement, remind everyone of your shared purpose and values. This creates context that frames the problem as an opportunity to better fulfill your collective mission.

2. Invite Multiple Perspectives

Explicitly ask for additions or revisions to your problem statement. This acknowledges that your view may be incomplete and demonstrates humility.

3. Own Your Contribution

If appropriate, acknowledge your own role in the current situation. This vulnerability prevents others from feeling singled out and models accountability.

4. Separate Discussion from Solution-Finding

Create distinct spaces for discussing the problem statement (ensuring everyone agrees on what needs solving) and generating solutions (figuring out how to solve it). This prevents premature jumping to fixes before fully understanding the issue.

5. Express Confidence in the Team

Close the presentation of your problem statement with an authentic expression of confidence in the team’s ability to address the challenge. This reinforces psychological safety and a growth mindset.

From Team Problem to Team Solution: Next Steps After Creating Your Statement

A great problem statement is just the beginning. Here’s how nice leaders move from defining problems to solving them:

1. Validate Understanding

After presenting the problem statement, check that everyone has a shared understanding of the issue. Ask questions like, “Does this capture the essence of what we’re facing?” and “Is anything missing from this picture?”

2. Explore Root Causes

Use techniques like the “5 Whys” or cause-and-effect diagrams to dig deeper into underlying factors. Keep the focus on systems and processes rather than individual shortcomings.

3. Generate Multiple Options

Create space for divergent thinking before convergent thinking. Encourage the team to generate numerous possible approaches before evaluating any of them.

4. Evaluate With Criteria

Develop shared criteria for assessing potential solutions, including both practical considerations and alignment with organizational values.

5. Create Action Plans With Ownership

Translate chosen solutions into specific actions with clear ownership and timelines. Ensure these plans include support mechanisms for the people implementing the changes.

6. Check-In on Progress and Learning

Schedule regular reviews of both progress toward solutions and learning about the problem itself. Be open to refining your problem statement as new information emerges.

When to Use Problem Statements in Your Leadership

Problem statements are valuable tools in many leadership contexts, including:

Strategic Planning

Before setting new goals, use problem statements to clearly articulate the gaps between your current state and your aspirations.

Team Performance Discussions

When addressing team challenges, problem statements help focus on systemic issues rather than individual shortcomings.

Cross-Functional Collaboration

When multiple teams need to work together, problem statements create shared understanding of challenges that cross departmental boundaries.

Innovation Initiatives

Before brainstorming new ideas, problem statements help define the specific challenges you’re trying to solve for customers or stakeholders.

Change Management

When implementing organizational changes, problem statements clarify why change is necessary and create a foundation for buy-in.

The Nice Leader’s Mindset: Problems as Opportunities

At its core, the ability to craft effective problem statements without assigning blame comes from a fundamental mindset shift: seeing problems as opportunities rather than threats.

Nice leaders approach problems with:

• Curiosity rather than judgment
• Compassion for everyone affected
• Confidence in finding a path forward
• Commitment to both people and outcomes

This mindset enables you to address difficult realities while maintaining the psychological safety teams need to do their best work. It’s not about avoiding hard truths—it’s about presenting those truths in ways that unite rather than divide.

Your Next Step: Crafting Your First Problem Statement

The best way to develop your problem statement skills is through practice. Identify a current challenge in your team or organization and try drafting a problem statement using the framework we’ve explored.

Remember:

• Focus on observable facts
• Acknowledge multiple perspectives
• Connect to broader purpose
• Avoid blame language
• Be specific enough to enable action

Share your draft with a trusted colleague and ask for specific feedback on how it lands: Does it clearly communicate the issue without triggering defensiveness? Does it create energy for solving the problem rather than resistance or discouragement?

With practice, you’ll develop the ability to address even the most challenging situations while maintaining your identity as a supportive, empathetic leader. The result will be a team that tackles problems head-on without the fear, defensiveness, and interpersonal friction that typically accompany difficult conversations.

Keep Reading:

1. Harvard Business Review: “The Leader as Coach” – https://hbr.org/2019/11/the-leader-as-coach
2. BetterUp: “Problem Statement” – https://www.betterup.com/blog/problem-statement
3. Nielsen Norman Group: “Problem Statements in UX Discovery” – https://www.nngroup.com/articles/problem-statements/
4. McKinsey & Company: “The Psychology of Change Management” – https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-psychology-of-change-management
5. Center for Creative Leadership: “How to Lead Through a Crisis” – https://www.ccl.org/articles/leading-effectively-articles/how-to-lead-through-a-crisis/
6. One of our own The Nice Leader articles – Empathy vs. Sympathy in Leadership