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Welcome to the HBR IDA Cast from Harvard Business Review. I'm Kurt Nickish.

Problems can be intimidating. Sure, some problems are fun to dig into. You roll up your sleeves,

just take care of them. But others? Well, they're complicated. Sometimes it's hard to wrap your

brain around a problem, much less fix it. And that's especially true for leaders in organizations,

where problems are often layered and complex. They sometimes demand technical, financial,

or interpersonal knowledge to fix. And whether it's avoidance on the leader's part, or just the

perception that a problem is systemic or even intractable, problems find a way to endure,

to keep going, to keep being a problem that everyone tries to work around or just puts up with.

But today's guest says that just compounds it and makes the problem harder to fix. Instead,

she says speed and momentum are key to overcoming a problem. And Morris is an entrepreneur,

leadership coach, and founder of the Leadership Consortium. And with Harvard Business School

Professor Francis Frye, she wrote the new book, Move Fast and Fix Things, the trusted leaders

guide to solving hard problems. And welcome back to the show. Kurt, thank you so much for having me.

So, to generate momentum at an organization, you say that you really need speed and trust

will get into those essential ingredients some more. But why are those two essential?

Yeah, well, the essential pattern that we observed was that the most effective change leaders

out there were building trust and speed. And it didn't seem to be a well-known observation.

We all know the phrase, move fast and break things. But the people who were really getting it right

were moving fast and fixing things. And that was really our jumping off point. So when we dug into

...