Leadership Development · 1 min read
Coach before you jump in.
It is tempting to hear half a problem and supply the solution. Sometimes quick direction is necessary. In ordinary situations, a short pause can reveal whether the manager needs information, permission, or help thinking.
Hear their read of the situation
Ask what happened and what they believe is causing it. Separate observations from assumptions. “The team does not care” is an interpretation; missed handoffs on three shifts are something you can examine together.
Ask for options
Invite the manager to identify a couple of possible next moves. Ask what each option might improve and what it might make harder. If they are stuck, offer context or an example without taking over the entire conversation.
Choose the next conversation
Many operating problems require someone to speak directly with another person. Help the manager prepare that conversation: what they observed, what needs to change, and what they want to understand. Practice the opening if that would help.
Follow up on the learning
Afterward, ask what they tried and what they learned. Give specific feedback on their judgment and follow-through. The point is to make the next situation easier for them to handle, rather than demonstrate how quickly you can resolve this one.