Return Questions

Domain: Managing Others - Estimated reading time: 3 minutes

As leaders, we tend to enjoy helping our teams. It can feel good to be the problem solver, decision maker or lynchpin for the team. We feel like we're doing our part to add value. While all this is normal, it is a shortsighted approach that serves our ego more than the team's long-term success.

That's not a judgment, we've all been there.

What we should be striving for is developing a team of professionals who are capable of making decisions and solving their own problems. The ability to develop this type of well-run team is a sign of a great leader. This is how the leader should be adding value; by shaping the culture not by putting-out fires as they arise.

Here are just a few strategies for accomplishing that…

Power of pause

If you've been in the habit of problem solving for employees, it may feel natural to immediately offer a solution anytime a new problem is presented.

Instead, let them finish presenting the problem and then pause for a moment to see if they offer a suggestion on how to resolve the matter. A lot of times they will have a solution in mind or at the very least a general idea of what direction they want to go. Pausing gives them the space to talk through an issue and may help them arrive at a potential solution on their own.

Return questions

If they don't come to a solution on their own, ask them what they think they should do.

A lot of questions from your team are ones they are perfectly capable of answering. When you are approached with a question, use the previously mentioned pause to ask yourself if the answer is one that only you can provide (it likely is not).

You can start by spotting questions that are primarily seeking assurance and/or reinforcement. These are questions where the employee has an idea in mind but is looking for reassurance that they are on the right path. They will sound something like "Should I try…" or "What do you think about us doing..."

Returning the question might sound like "It seems like you've put a good deal of thought into this. What's your recommendation?" or "Which direction are you leaning?". Give them time if they need it, even if they need to think about it and come back to you.

Support their decision

Regardless of how they arrive there, we're going to show our confidence in their decision-making abilities by supporting whatever solution they've chose.

It doesn't matter if you would do it differently, feel you have a better idea or just want to provide them some feedback "worth considering". As long as their solution is not likely to end in a catastrophe, let them run with it.

I've seen a number of managers get the first piece right only to veto their directs decision with their own opinion. This isn't usually done maliciously, but it's wildly ineffective. It doesn't make sense to ask for their input and suggestions only to throw our own ideas back at them.

Let them know you trust them by fully supporting their decision.

What if things go wrong?

If their solution doesn’t work or is ineffective, it's likely not the end of the world. These are learning opportunities. As we've previously discussed in psychological safety, we'll use this event to help them make more effective decisions the next time.

Let them figure out why things didn't go well, what can be learned and then repeat this process the next time they bring a problem to you. Showing them that you still trust and value their expertise after a stumble will accelerate their development and strengthen the trust between you both.

Thank you for reading. My hope is always that you've found something helpful and easy to implement.

This week’s action items:

1. Pause to see if they have an idea in mind before you respond.

2. If they do not offer a solution, ask them for one. Even if they need to think about it first.

3. Support whatever they decide, without "notes".

4. Don't let missteps shake you. Help them learn from the process then repeat these steps.