Coach with questions so people solve their own problems

When someone brings you a tangled problem, your first urge might be to fix it. Resist. Shift from answer-giver to question coach. Start with facts: “What happened that we could film?” Then set the aim: “What would you like to be happening instead?” Without a target, there’s nothing to steer toward. The person will likely pause, look at the floor, and think harder than usual. That’s good.

Next, list options. Don’t judge yet, just get A, B, C on paper. Now stress-test each against the desired state. “If we do A, will the result actually match what we want?” Most options will fall away. I once watched a new team lead do this. He sketched three fixes on a whiteboard, then crossed two with a squeak of the marker when he saw they wouldn’t get him there.

A plan clicks when option pieces line up with the outcome. Add owners and time. Keep it in plain words, not jargon. Then, reflect capability: “You’re good at diagnosing. You just did it. Run this and check back tomorrow.” The person often leaves taller. I might be wrong, but I’ve rarely seen someone forget a plan they wrote themselves.

This sequence leverages cognitive ownership and implementation intentions. People are more committed to solutions they generate, and they act more when “what” is tied to “when and where.” It also reduces learned helplessness by making change feel doable. Your role is a mirror and a map, not a mechanic.

When a colleague brings you a problem, ask them to describe the behavior you’d see on video, then ask what they want to be happening instead so you’ve got a real target. Generate a few options on paper and test each one against that target, discarding anything that won’t actually get the result, then assemble a simple sequence with owners and timelines. Close by naming the strengths they showed in the conversation so they leave believing they can execute. Use this the very next time someone says, “Got a minute?”