For decades, the archetype of a “good boss” was clear: decisive, knowledgeable, and always ready with the right answer. Employees looked to them for solutions, and managers saw their role as providing them. While this command-and-control style had its place, the complexities of the modern workplace, the rapid pace of change, and the demand for innovation are revealing its limitations.

Today, a new, more effective leadership paradigm is emerging: the manager as coach. This shift moves away from simply directing tasks and towards empowering individuals, fostering growth, and unlocking the full potential of a team. In this model, the most powerful tool in a manager’s arsenal isn’t an answer, but a well-placed question.

The Limits of the “Answer-Giver”

While providing answers can seem efficient in the short term, it often creates several long-term problems:

• Dependency: Employees become reliant on their manager for solutions, hindering their own problem-solving skills and initiative.
• Stifled Innovation: When managers always have the answer, employees are less likely to develop and propose their own creative solutions.
• Reduced Ownership: Solutions handed down from above often lack the buy-in and commitment that comes from employees discovering their own path.
• Limited Growth: Without the opportunity to grapple with challenges and find solutions, employees miss critical learning experiences that build confidence and capability.
• Managerial Overload: Managers become bottlenecks, constantly fielding questions and providing directives, leading to burnout and an inability to focus on strategic work.

The Power of the Question: Embracing the Coaching Mindset

A coaching manager understands that their primary role is not to fix problems for their team, but to equip their team to fix problems themselves. This involves asking insightful questions that guide, challenge, and empower.

Here’s why leading with questions is transformative:

1. Develops Problem-Solving Skills: When faced with a challenge, instead of immediately giving a solution, a coaching manager asks, “What have you tried so far?” or “What are some potential approaches you’ve considered?” This forces the employee to think critically and take ownership of the solution.
2. Fosters Autonomy and Ownership: By being involved in finding the solution, employees feel a greater sense of ownership and responsibility for the outcome. This boosts engagement and commitment. “What support do you need to move forward with that plan?” builds confidence.
3. Unlocks Hidden Potential and Innovation: Employees often have great ideas they’re hesitant to voice. Probing questions like, “What’s another way we could look at this?” or “What assumptions are we making?” can unearth novel solutions and encourage creative thinking.
4. Boosts Confidence and Self-Efficacy: When employees successfully navigate challenges with their manager’s guidance (rather than direct intervention), their confidence grows. They learn they are capable, which is a powerful antidote to imposter syndrome.
5. Builds a Learning Culture: A coaching approach transforms setbacks into learning opportunities. “What did we learn from this outcome?” encourages reflection and continuous improvement.
6. Frees Up Managerial Bandwidth: By empowering their team, managers spend less time firefighting and more time on strategic planning, mentorship, and high-level leadership tasks.

Practical Steps to Become a Coaching Manager

Shifting from “answer-giver” to “question-asker” requires intentional practice:

• Listen More, Talk Less: Resist the urge to jump in with solutions. Give employees space to articulate their thoughts.
• Ask Open-Ended Questions: Focus on “What,” “How,” and “Why” questions that invite deeper thought, rather than “Yes/No” questions.
• Avoid Leading Questions: Ensure your questions genuinely explore options, rather than nudging the employee towards your pre-determined answer.
• Be Patient: Developing problem-solving skills takes time. Allow employees to stumble occasionally, providing support without taking over.
• Set Clear Expectations: While you’re coaching, ensure employees understand their responsibilities and the ultimate goals.
• Provide Feedback on Their Process: Acknowledge their effort in finding solutions, even if the first attempt isn’t perfect.

The journey from boss to coach isn’t about diminishing a manager’s authority; it’s about amplifying their impact. By leading with questions, managers don’t just solve immediate problems—they cultivate a team of confident, capable, and innovative problem-solvers, building a truly resilient and thriving organisation for the future.