Every time a manager solves something the team could have learned to solve, they get a short-term win. The problem disappears, the work gets done, and the manager feels useful.
The hidden cost
The team learns to come to the manager. The manager learns to step in. People become less comfortable figuring things out, and the manager becomes less comfortable watching them struggle. Over time, the manager’s calendar fills up and the team’s capability stalls.
Support or rescue?
What looks like support is sometimes rescuing. Rescuing, repeated often enough, creates dependency. It is especially common in new managers, who were promoted because they were good at solving problems themselves.
Three questions before stepping in
- Do they actually need my help, or am I uncomfortable watching them struggle?
- What would happen if I asked a question instead of giving the answer?
- What would they need to handle this on their own next time?
Coaching questions to use instead
“What have you tried so far?” “What options do you see?” “What would you recommend?” These questions take a minute longer today and save hours over the next quarter.
Peer to Leader
Helps new managers make the shift from doing the work to developing the people who do it.
