Problem

A successful manager felt he was standing in his own way. In his eagerness to solve problems, he ran the risk of rolling over people and stifling discussion.

Solution

Through coaching conversations, we pinpointed the cause for much of the manager’s actioneering. He has a keen sense of justice and a strong need to fix things that are out of balance.

He chose alternative actions—different ways of reacting when he felt an urge to jump in and “fix things.” He decided to experiment with a strategy that involved asking questions before offering advice.

This paid off. By asking people questions, he empowered his team to find solutions without coming to him first.

Impact

The manager’s team is empowered. He can focus his energy on the long-term capabilities of his function. He feels more energetic and less conflicted about his role. His peers and his manager have welcomed the change.