Many effective leaders I’ve worked with have the uncanny knack for working on leveraged problems. In some problem domains, the product management skillset is extraordinarily effective for identifying useful problems, but systems thinking is the most universally useful toolkit I’ve found.
If you really want a solid grasp on systems thinking fundamentals, you should read Thinking in Systems: A Primer by Donella Meadows, but I’ll do my best to describe some of the basics and work through a recent scenario where I found the systems thinking approach to be exceptionally useful.

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Systems thinking provides a framework for understanding complex problems by modeling them as interconnected stocks (accumulations) and flows (changes). The approach helps identify leverage points for improvement by visualizing feedback loops and dependencies. Using developer velocity as an example, the framework demonstrates how metrics like deployment frequency, lead time, and defect rates form interconnected systems where downstream issues can impact upstream performance. This methodology enables leaders to test hypotheses about system behavior and identify the most impactful areas for investment without extensive upfront work.

Introduction to systems thinking