Coach Without Fixing
The Insight:
Your instinct as a manager is to solve problems quickly - it feels efficient and showcases your expertise. But when you constantly provide answers, you create dependent team members who can't function without you.
Real development happens when people wrestle with challenges and discover solutions themselves. Your role shifts from problem-solver to thinking partner, using questions to guide them through their own discovery process.
This isn't slower than fixing - it's an investment that pays exponential dividends. Teams that learn to think through problems become more creative, confident, and capable of handling bigger challenges without constant oversight.
The Tool: GROW Framework
4 steps to try now
01.
Define the Destination
Goal
Clarify what success looks like: "What's your ideal outcome?" or "What would you like to achieve?"
Push beyond surface goals to understand the real objective. If they say "finish the project," ask "What would finishing well mean?" Help them get specific - vague goals lead to vague solutions.
Sometimes they'll realise the problem they brought isn't the one they need to solve. This prevents coaching toward the wrong outcome.
02.
Map the Current Situation
Reality
Explore what's happening without judgment: "What's going on?" and "What have you tried?" Listen for facts, feelings, and assumptions.
Ask: "What's working?" and "What's not working?" Help them separate facts from interpretations: "You mentioned Sarah seems frustrated - what specifically did you observe?"
This often reveals they have more resources than they thought, or uncovers blind spots they haven't considered.
03.
Generate Multiple Pathways
Options
Ask: "What could you try?" and then: "What else?" Push for at least three options to avoid tunnel vision. Don't evaluate yet - just generate.
Ask: "If you had unlimited resources, what would you do?" or "What would someone you admire try?" If stuck: "What's the smallest step you could take?"
Your job is to expand their thinking, not narrow it to your preferred solution.
04.
Commit to Action
Will
Move from possibilities to commitment: "What will you do next?" and "When will you do it?" Help them choose one option and get specific about next steps. Ask: "What might get in the way?" and "How will you handle that?"
End with: "How can I support you with this?" This creates accountability and ensures they leave with clear action, not just good intentions. Follow up: "When should we check in on how this went?"
Why it works
Questions transfer ownership to them while building problem-solving capability. They're more committed to solutions they create than ones imposed on them.
Use it when
A team member brings you a problem they could solve themselves, you catch yourself jumping to solutions, or someone seems stuck but capable.
Bonus tip
Don't skip the "Options" step - at least three ideas prevents tunnel vision and often reveals the best solution isn't the obvious first one.
