Problem
A successful manager recognized his own behavior was hindering team performance. In his eagerness to solve problems, he ran the risk of rolling over people and stifling discussion.
Solution
During coaching conversations, we determined that the manager’s action-driven style stemmed from a strong sense of justice and a need to restore balance. He committed to experimenting with alternative behaviors—asking open-ended questions instead of jumping in to fix issues immediately.
Implementation
The manager practiced asking questions first, encouraging team autonomy and solution ownership.
Role-play sessions and feedback loops helped him refine this approach.