The success of leaders has often been equated with the ability to solve problems in their environment. Often the qualities of the leader, his skills and values ​​are forgotten the moment he finds himself in one or another crucial situation. Leaders have been judged by history based on their problem-solving success, and many times the rest of the contributions have been minimized or maximized as a function of their problem-solving success. Like generals in battle, leaders must demonstrate their full performance when a problem needs solutions. Unfortunately for some leaders, problem solving isn't the only problem; the moment the problem occurs it seems to generate other problems and leaders may be faced with an accumulated baggage of knowledge, bad skills, behaviors, characteristics and cooperation. If a leader manages to solve a problem, he has actually demonstrated all his abilities in all his work at the same time. Imagine you are a leader and you have to deal with 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 subordinates to be resilient. Resilient leaders' personalities are more necessary than ever when solving problems. Followers need courage to continue, and they "spy" on every movement of the leaders, every body language, every single note and every short message. Vini, Vidi, Vici (I came, I saw, I conquered) these words Julius Caesar thousands of years ago said to the Roman Senate after his victory as King of Pontus must be present in every leader in every first step of the difficult situation which 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, typically worn by the person chairing the meeting who may need to redirect thinking into other 'hats' to try each of the 'six thought 'hats' together and think about as many points as possible under each' hats' before continuing”. (Bailey 2007) References Bailey, Jon. (2007). Profile: Edward de Bono. Management Engineering. Vol17. Issue 5, p46-47. Connelly Shane Mary, Gilbert A. Janelle, Marks A. Michelle, Mumford D. Michael, and Zaccaro J. Stephen. (2000). Evaluating the leader's problem-solving skills. Leadership Quarterly, 11(1), p 37-64.Disech Joanne. (2009). Generative leadership. Creative nursing. Vol 15. Number 4. p 172-176.