Often, the success of leaders has been identified with solving problems in their environment. Often, the qualities, skills and values ​​​​of the leader are forgotten at the moment when he finds himself in one or another crucial situation. Leaders have been judged by history on their problem-solving success, and many times the rest of the contributions have been minimized or maximized based on their problem-solving success. Like generals in battle, leaders must demonstrate their full performance at the moment a problem needs solutions. Unfortunately, for some leaders, problem solving is not the only solution; by the time the problem arises, it appears to generate other problems and leaders may face an accumulation of knowledge, poor skills, behaviors, character traits and cooperation. If a leader can solve a problem, in reality he has demonstrated it in the same way. devote all his abilities to all his work. Imagine that you are a leader and you need to solve the problem. The first thing to demonstrate is optimism. Followers need direction and a pessimistic attitude is the worst behavior right now. The leader must inspire resilience in his subordinates. The resilient personality of leaders is more necessary than ever when solving problems. The followers need courage to continue, and they “spy” on the leaders’ every move, every body language on their part, every note and every short message. Vini, Vidi, Vici (I came, I saw, I conquered) these words by Julius Caesar, thousands of years ago, declared to the Roman Senate after his victory over the King of Pontus that it was necessary to keep every leader in mind at every first step of the difficult situation that needs to be resolved. A p...... middle of paper. .....ion?Green Hat: To develop creative solutions to problems. Criticism of ideas is not permitted. A variety of tools are available to encourage creative thinking. Blue Hat: For process and control, usually worn by the person chairing the meeting, who may need to redirect their thinking to other "hats" to try each of the "six thinking hats" together. hats” and think about as many points as possible under each “hat” before moving on.” (Bailey 2007)ReferencesBailey, Jon. (2007). Profile: Édouard de Bono. Engineering management. Vol17. Issue 5, p46-47. Connelly Shane Mary, Gilbert A. Janelle, Marks A. Michelle, Mumford D. Michael, and Zaccaro J. Stephen. (2000). Assessing leaders’ problem-solving abilities. Leadership Quarterly, 11(1), p 37-64.Disech Joanne. (2009). Generative leadership. Creative nursing. Vol 15. Issue 4. p 172-176.