why is problem solving important for a coach

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Problem solving processes can help your team understand what they need to do, how they should interact with each other, what tools and resources they have at their disposal, and when to seek intensification and external participation. The proactive process for developing your team's vision is similar to that required for reactive problem solving. Being a problem-solving coach necessitates having a good ear and a non-judgmental attitude. Most of the time you lack information or perspective, so the first thing you should do is gather information.

Hasty opinions are a waste of good energy, of which you have a limited supply. In a work environment , excellent problem-solving skills enable you to make decisions independently and be self-sufficient. Being adept at problem solving means that an employee can independently identify and plan the steps needed to solve a problem. So what are the key differences between someone who has an outstanding ability to solve problems and someone who doesn't? If an athlete and coach don't handle problems properly, both the individual and the team will struggle to achieve the desired goals.

My experience tells me that many coaches delve into the current reality of the “problem” and hang out there, or start there, and don't really pay enough attention to the desired future reality or vision to make the client move forward more easily in training. Carly Anderson , MCC, is an active ICF evaluator, accreditation expert, leadership coach, and founder of The Mentor Coaching Group. Remember that the best answers are obtained by the athlete through questions, not just you, the all-knowing coach. No matter how proactive you are as a coach to avoid problems by building a healthy culture, you'll continue to have issues.

Training is a marathon, not a sprint, and this is even more essential when it comes to the personal development of athletes. This advice can be applied to a work environment by replacing the word athlete with employee and the word coach with leader. If you're an athlete, it's important to let your coach know what difficulties you're struggling with and ask for guidance. The key difference between someone who has exceptional problem solving skills and someone who doesn't is their ability to think outside of the box.

A person with good problem solving skills will be able to come up with creative solutions that may not have been considered before. They will also be able to identify potential risks associated with each solution before implementing it. Additionally, they will be able to assess different scenarios in order to determine which solution is most likely to succeed. Having good problem solving skills is essential for any coach because it allows them to help their athletes reach their goals more effectively.

It also helps them create an environment where athletes feel comfortable discussing their issues and asking for help when needed. Ultimately, having strong problem solving skills will help coaches create an atmosphere of trust and collaboration between themselves and their athletes.

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How to Coach Problem Solving

The key to training employees to be better problem solvers is to transform managers into coaches. The transformation is difficult but will revolutionize your organization.

Coaching problem solving is the greatest leverage point you have to drive effective problem solving. If you want to coach problem solving, then you need to build coaches. Far too few lean transformation road maps involve an explicit plan for doing so. They focus on training and try to train up a critical mass of their organization on problem solving. But what happens when someone finishes their training? They try to apply what they learned, they struggle, they may fail, and finally, they give up. Why? Because, especially in the early stages of our individual learning, we need coaches who help us close the gap between knowledge and capability, between understanding something and being able to use it. I have advised several companies to pump the brakes, slow down their training and focus more on building coaching capacity, because otherwise, people would have become frustrated.

What is the target condition for an organization with coaches? Every employee should be no more than one degree removed from a coach. In other words, every employee should be able to access a coach where and when they need it. That means coaches must be plentiful, available and connected. If an employee on the evening shift of a multishift operation has a problem they are engaged in solving, then what happens if all the coaches are on the day shift? Most likely, they never get the coaching they need because neither the problem nor the learning can wait.

Evaluate your coaching capacity by observing, or even surveying, with this question: Do you have access to a problem-solving coach where and when you need it? I do not recommend putting a lot of energy into trying to calculate a number, because it is often a moving target. As the learning increases, so does the demand for coaches, but then as the capability grows in the critical mass of the organization, the demand will drop, at least until you raise expectations again or the conditions get more complex for other reasons (a merger, a strategic pivot or an economic crisis, as examples).

The Manager as Coach

There is one guaranteed way to ensure every employee is no more than one degree removed from a coach: make coaching the priority for every manager. One-on-one meetings become coaching sessions. Staff meetings can become shared-learning coaching sessions. The strongest lean organizations I have observed make this one of the core elements of their infrastructure.

Several supporting factors must also change to enable this goal.

1. Managers must make choices situation by situation about when they are a manager first and when they are a coach first. This is a trade-off between short-term performance and long-term capability for future performance. If the incentive system, both formal and cultural, is more focused on short-term performance than building long-term capability, then the manager-as-coach scheme will fail. As one former Toyota manager told me, "I cannot get promoted until my employees are capable of doing my job. My number-one priority is developing my team." The best signal you can send is in promotions, as this manager indicated. Not only will it be clear who "gets ahead" in the organization, but those managers, once promoted, will place value on this for their decisions.

2. You need to build mechanisms and processes that enable this relationship. For example, look at your employee evaluation system. Is coaching built in or is its primary purpose to document and reward outcome-based performance? It can do both, but you can build the backbone of your system primarily for only one or the other.

3. You need to think about how many team members a manager can coach without diluting and sacrificing quality. Organizations that are focused on coaching often have a smaller span of control for each manager, but because they gain more from those employees as a result of the coaching, the payout is still positive. However, do not put the extra managers in place before you've built the capability.

Otherwise, you will have more managers committed to the old expectations and who build up greater resistance to becoming coaches. Instead, start shifting managers into being capable coaches, and they will gradually force the right ratio because they start to shape their environment to be optimal for coaching. I know one executive who makes an effort to keep their calendar very clear and open so they are available to their team for coaching or other needs. This is the kind of ownership of their coaching that managers should aspire to.

Here is the hard part: building that capability and culture, with that many managers, is difficult and takes time. It is a long-term decision to pursue this route. Not only do you face a real risk of managers diminishing what was working in order to shift to coaching, but they may not be good at it. They must learn, through practice, on their way to success. This means failures along the way. You must be accepting of those failures and perhaps supplement the organization with other crutches to prop it up during the transition.

I cannot think of many investments with a higher and more sustainable long-term payout than building an organization where every manager is a coach. However, I also cannot think of many investments that require more effort, persistence and patience.

Jamie Flinchbaugh is an entrepreneur, senior executive, consultant and board member. He is the author of People Solve Problems: The Power of Every Person, Every Day, Every Problem and The Hitchhiker's Guide to Lean: Lessons from the Road.

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How to be a better problem solving coach

By Christian Green , Kepner-Tregoe

• Performance Coaching Coaching helps people become better managers by building better teams. Learn more

Managers are the people that drive their team’s performance and make sure the organization’s work gets done. But with a trusted team in place, a manager also can function more like a coach: set strategy according to organizational goals, oversee planning and then hand the ball to the team.

Too often the role of coach is vague, and it can be viewed as simply remembering to recognize employees who have done a good job or learned some new skills. But those who have specifically developed coaching skills discover that taking the time to coach employees in their work makes them better managers. Coaching helps them to build better skilled individuals and more proactive teams who take greater ownership of their work and have greater commitment to organizational goals.

I have seen the evolution of manager/coaches at a number of clients. When we are hired to improve critical thinking skills—specifically problem solving in most organizations—we recommend that the organization also train coaches or facilitators to help others use their skills once training is complete. This add-on program can make a huge difference in the speed that new skills are integrated into the workplace. Sometimes the coaches or facilitators are employees with good leadership skills and sometimes they are the actual managers or even executives at the organization.

When managers now have specific coaching capabilities, they invariably gain a new perspective on the broader relevance of leadership skills.

While our coaching program is structured to help others use the problem-solving processes learned in our workshops, good coaching skills are good leadership skills and are invaluable in building better managers.

Coaching helps people become better managers by building better teams. Here’s how:

• A coach acts as a catalyst and makes it easier for employees to make their own way, both independently and while working together in a group.  Rather than just overseeing the action, the coach focuses individuals and groups to use their skills, insights and expertise to accomplish goals and act successfully.
• A coach that provides clear guidance in what is needed at the moment, helps people focus and then move ahead effectively.
• By asking the right questions and challenging others to take a fresh look at the situation, the coach removes their blinders (“we always do it like this!) to see the situation in new ways.
• Managers control the involvement of the right people, but effective coaches help the team gain confidence in moving ahead as a team and to recognize their capabilities…and responsibilities.
• When tough situations arise, coaches provide oversight and structure. Individuals and teams, that have been coached to develop their own expertise and insights, are better equipped to step up and contribute when the pressure to succeed is growing.

As organizations become more complex, work across multiple geographies and operate within aggressive time frames, managing people has added challenges. Good coaching skills can substantially increase the efficiency and effectiveness of the people you manage, while building their support and commitment.

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Mastering Problem-Solving: The Key Through Coaching Assessment

Coaching assessment tools.

Assessing the needs and capabilities of individuals is a fundamental aspect of coaching, especially when it comes to problem-solving.  Coaching assessment  plays a crucial role in understanding the unique challenges and strengths of clients, enabling coaches to tailor their approach and provide effective guidance. In this section, we will explore the importance of coaching assessment in problem-solving and provide an overview of different coaching assessment tools.

The Importance of Coaching Assessment in Problem-Solving

Coaching assessment is essential in problem-solving because it helps coaches gain a comprehensive understanding of their clients’ needs, goals, and areas of improvement. By conducting assessments, coaches can identify specific challenges and develop personalized strategies to address them. This targeted approach enhances the effectiveness of coaching by focusing on the areas that require attention.

Moreover, coaching assessment allows coaches to track the progress of their clients throughout the problem-solving journey. By periodically reassessing their clients, coaches can measure growth, identify areas of success, and make necessary adjustments to the coaching process. This ongoing evaluation ensures that the coaching relationship remains dynamic and supportive.

Overview of Different Coaching Assessment Tools

Coaching assessment tools come in various forms, each designed to capture specific aspects of an individual’s needs and abilities. These tools provide coaches with valuable insights that inform their coaching strategies. Here are some commonly used coaching assessment tools:

By utilizing these coaching assessment tools, coaches can gain valuable insights into their clients’ needs, preferences, and progress. This information serves as a foundation for effective problem-solving and facilitates the development of tailored coaching strategies.

Problem-Solving Assessment

A  problem-solving assessment  is a valuable tool that coaches and mental health professionals use to help individuals navigate challenges and develop effective problem-solving skills. This assessment aims to identify strengths, areas for improvement, and specific strategies that can enhance problem-solving abilities. Let’s explore the purpose and benefits of problem-solving assessment, as well as some common assessment techniques used in this context.

Purpose and Benefits of Problem-Solving Assessment

The primary purpose of a problem-solving assessment is to evaluate an individual’s problem-solving skills and provide insights into their approach to tackling challenges. By assessing problem-solving abilities, coaches can gain a comprehensive understanding of their clients’ strengths, weaknesses, and areas that require further development.

Some of the key benefits of problem-solving assessment include:

• Identification of strengths : Assessments allow coaches to identify the problem-solving techniques and strategies that individuals excel at. These strengths can be leveraged to improve overall problem-solving skills.
• Identification of areas for improvement : Assessments also highlight areas where individuals may struggle in problem-solving. This information helps coaches tailor their coaching approach to address specific challenges and provide targeted guidance.
• Enhanced self-awareness : Problem-solving assessments can increase self-awareness by providing individuals with insights into their problem-solving style, preferences, and potential biases. This awareness enables individuals to make informed decisions and adapt their problem-solving strategies when faced with new challenges.
• Development of tailored strategies : The insights gained from problem-solving assessments allow coaches to develop tailored strategies and interventions that align with the individual’s unique needs and goals. This personalized approach maximizes the effectiveness of coaching sessions.

Common Problem-Solving Assessment Techniques

There are various techniques and tools available for conducting problem-solving assessments. Here are some commonly used assessment techniques:

• Problem-solving questionnaires : These questionnaires consist of multiple-choice or open-ended questions that assess an individual’s problem-solving skills, decision-making abilities, and critical thinking. The responses provide valuable information about an individual’s problem-solving approach.
• Case studies : Case studies present individuals with realistic scenarios or problems and require them to analyze the situation, identify potential solutions, and make decisions accordingly. Case studies allow coaches to observe an individual’s problem-solving process firsthand.
• Behavioral observations : Coaches can assess problem-solving skills by observing individuals in real-life situations or during coaching sessions. This technique provides valuable insights into an individual’s problem-solving abilities, communication skills, and ability to think on their feet.
• Self-assessment exercises : Self-assessment exercises involve individuals reflecting on their problem-solving skills, identifying areas for improvement, and setting goals for personal development. These exercises promote self-reflection and active engagement in the problem-solving process.

By utilizing these problem-solving assessment techniques, coaches can gather information about an individual’s problem-solving skills, thought processes, and decision-making abilities. This information serves as a foundation for developing targeted coaching strategies and interventions to enhance problem-solving capabilities.

In the next sections, we will explore other assessment domains, including  cognitive assessment  and  emotional assessment , to provide a comprehensive understanding of assessment tools in the context of coaching.

Cognitive Assessment

To effectively address problem-solving in coaching,  cognitive assessment  plays a significant role in understanding an individual’s thinking processes, decision-making abilities, and problem-solving strategies. By assessing cognitive abilities, coaches can identify areas for improvement and tailor their coaching approach accordingly.

Understanding Cognitive Assessment in Problem-Solving

Cognitive assessment focuses on evaluating an individual’s cognitive functioning, such as their attention, memory, logical reasoning, and problem-solving skills. It provides valuable insights into how individuals process information, analyze situations, and arrive at solutions. By understanding an individual’s cognitive strengths and weaknesses, coaches can guide them towards enhancing their problem-solving abilities.

Cognitive assessment typically involves a combination of tests, questionnaires, and interviews. These assessments help coaches gain a comprehensive understanding of an individual’s cognitive abilities and identify areas that may require further development. By analyzing the results, coaches can create targeted coaching strategies to improve problem-solving skills.

Key Cognitive Assessment Tools for Coaches

Several cognitive assessment tools are available to coaches, providing valuable insights into an individual’s problem-solving abilities. Here are a few key cognitive assessment tools commonly used in coaching:

By utilizing these cognitive assessment tools, coaches can gain a comprehensive understanding of an individual’s cognitive abilities and tailor their coaching strategies accordingly. It allows coaches to identify specific areas for improvement and provide targeted guidance to enhance problem-solving skills.

Integrating cognitive assessment into coaching practice is essential for coaches seeking to optimize problem-solving outcomes. By understanding an individual’s cognitive strengths and weaknesses, coaches can develop personalized coaching plans that address specific areas for improvement. This integrated approach enhances problem-solving abilities and promotes personal growth and development.

Emotional Assessment

Emotional assessment plays a vital role in the process of problem-solving through coaching. By understanding and addressing the emotional factors that influence problem-solving, coaches can help individuals develop effective strategies to overcome challenges. Emotional assessment tools provide valuable insights into an individual’s emotions, enabling coaches to tailor their approach and support their clients more effectively.

Role of Emotional Assessment in Problem-Solving

Emotions have a significant impact on problem-solving. They can either hinder or enhance an individual’s ability to think critically, make decisions, and find creative solutions. Emotional assessment helps coaches identify the emotional factors that may be affecting an individual’s problem-solving skills.

By assessing emotions, coaches can:

• Understand their clients’ emotional states and how they may be influencing problem-solving abilities.
• Identify any emotional barriers or biases that may be hindering effective decision-making.
• Tailor coaching strategies and interventions to address specific emotional needs and promote more effective problem-solving.

Emotional assessment provides a comprehensive understanding of an individual’s emotional landscape, allowing coaches to create a supportive and empathetic coaching environment.

Prominent Emotional Assessment Tools for Coaches

Several emotional assessment tools are available to coaches, providing valuable insights into their clients’ emotional well-being and problem-solving abilities. Here are a few prominent tools commonly used in coaching:

These emotional assessment tools provide coaches with valuable information about their clients’ emotional states and how they may be influencing problem-solving. By using these tools, coaches can tailor their coaching approach, interventions, and strategies to support their clients’ emotional well-being and enhance their problem-solving capabilities.

Emotional assessment is just one aspect of a comprehensive coaching assessment. By integrating emotional assessment with other assessment tools, coaches can gain a holistic understanding of their clients’ needs and provide targeted support to enhance their problem-solving skills.

Behavioral Assessment

Significance of behavioral assessment in problem-solving.

Behavioral assessment plays a crucial role in the process of problem-solving coaching. By examining an individual’s behaviors, coaches can gain valuable insights into their clients’ patterns, tendencies, and habits. This assessment helps coaches identify the behavioral factors that may contribute to the challenges faced by their clients and develop effective strategies to address them.

Understanding the behaviors that influence problem-solving abilities allows coaches to tailor their coaching approach to the specific needs of their clients. By recognizing and addressing problematic behaviors, coaches can help individuals develop new habits, overcome obstacles, and enhance their problem-solving skills.

Noteworthy Behavioral Assessment Tools for Coaches

There are various behavioral assessment tools available to coaches that can aid in evaluating and understanding their clients’ behaviors. These tools provide objective data that can guide the coaching process. Here are a few noteworthy behavioral assessment tools commonly used by coaches:

• Behavioral Interviews : Coaches can conduct structured interviews to gather information about their clients’ past behaviors and experiences. This helps identify recurring patterns or behaviors that may impact problem-solving abilities.
• Self-Assessment Questionnaires : Self-assessment questionnaires allow clients to reflect on their own behaviors and provide insights into their problem-solving approaches. These questionnaires can cover a range of behavioral aspects, including communication style, decision-making preferences, and problem-solving strategies.
• Observation and Feedback : Coaches can observe their clients’ behaviors in various contexts, such as during coaching sessions or real-life situations. Providing constructive feedback based on these observations helps clients become aware of their behaviors and their impact on problem-solving.
• 360-Degree Feedback : This assessment involves gathering feedback from multiple sources, including the client, peers, supervisors, and subordinates. The comprehensive feedback paints a holistic picture of the client’s behaviors, highlighting strengths and areas for improvement in problem-solving.

By utilizing these behavioral assessment tools, coaches can gain a deeper understanding of their clients’ behaviors and tailor their coaching interventions accordingly. The insights gained from these assessments enable coaches to guide their clients towards more effective problem-solving strategies.

In the next section, we will explore the integration of assessment into coaching practice, including how to incorporate assessment tools into coaching sessions and leverage assessment results to enhance problem-solving capabilities.

Integrating Assessment into Coaching Practice

To maximize the effectiveness of coaching in problem-solving, it is essential to  incorporate assessment tools  into coaching sessions. Assessments provide valuable insights into the client’s needs, challenges, and areas for growth. By leveraging assessment results, coaches can tailor their approach and guide clients towards effective problem-solving strategies.

Incorporating Assessment into Coaching Sessions

Integrating assessment into coaching sessions allows coaches to gather comprehensive information about their clients, enabling a more focused and personalized approach. Here are a few ways to incorporate assessment into coaching practice:

• Initial Assessment : Begin with an initial assessment to understand the client’s current state, including their strengths, weaknesses, and specific problem-solving challenges. This assessment can involve coaching self-assessment tools , questionnaires, or structured interviews. Check out our article on  coaching self-assessment  for more information.
• Ongoing Assessment : Continuously assess the client’s progress throughout the coaching journey. Regular assessments can provide valuable feedback on the effectiveness of strategies implemented and help identify areas for improvement. Assessment methods can include coaching evaluation tools, performance assessments, or competency assessments. Learn more about coaching evaluation tools in our article on  coaching evaluation tools .
• Specific Assessments : Tailor assessments to address specific problem-solving areas. For example, if a client is struggling with decision-making, cognitive assessments can provide insights into their thinking patterns and cognitive biases. Similarly, emotional assessments can help identify emotional triggers and reactions that may impact problem-solving. Explore our articles on  cognitive assessment  and  emotional assessment  for more information.
• Use of Assessment Instruments : Utilize assessment instruments and tools that are relevant to the client’s needs. These can include various assessment models, techniques, and questionnaires that are specific to problem-solving, motivation, self-confidence, self-awareness, and other relevant areas. Refer to our articles on  coaching assessment instruments  and  coaching assessment techniques  for a comprehensive understanding.

Leveraging Assessment Results for Effective Problem-Solving

Once assessment results are obtained, coaches can leverage the information to facilitate effective problem-solving. Here are some key steps to consider:

• Identify Patterns and Areas for Growth : Analyze the assessment results to identify patterns, strengths, and areas for improvement. This analysis can help coaches develop a targeted approach to address specific problem-solving challenges.
• Set Realistic Goals : Collaborate with the client to set realistic and measurable goals based on the assessment findings. These goals should align with the client’s problem-solving needs and aspirations.
• Tailor Coaching Strategies : Design coaching strategies that align with the client’s assessment results. For example, if the client struggles with self-discipline , the coach can incorporate accountability measures and techniques specific to improving self-control. Check out our article on  coaching assessment for self-discipline  for additional insights.
• Monitor Progress : Continuously monitor the client’s progress using assessments and other evaluation tools. Adjust coaching strategies as needed to address emerging challenges or capitalize on new strengths.

By integrating assessments into coaching practice and leveraging assessment results, coaches can enhance their ability to guide clients through effective problem-solving journeys. These assessments provide valuable insights that inform personalized coaching strategies, ensuring a tailored approach that meets the unique needs of each client.

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The Leader as Coach

• Herminia Ibarra
• Anne Scoular

In the face of rapid, disruptive change, companies are realizing that managers can’t be expected to have all the answers and that command-and-control leadership is no longer viable. As a result, many firms are moving toward a coaching model in which managers facilitate problem-solving and encourage employees’ development by asking questions and offering support and guidance rather than giving orders and making judgments.

The authors explain the merits of different types of coaching—directive, nondirective, and situational—and note that sometimes no coaching at all is appropriate. They describe how managers can use the four-step GROW model to become more skilled at listening, questioning, and drawing insights out of the people they supervise. The article concludes with recommendations for making coaching an organizational capacity—effecting a cultural transformation by articulating why coaching is valuable for the firm as well as individuals, ensuring that leaders embrace and model it, building coaching capabilities throughout the ranks, and removing barriers to change.

How to unleash innovation, energy, and commitment

Idea in Brief

The situation.

To cope with disruptive change, companies are reinventing themselves as learning organizations. This requires a new approach to management in which leaders serve as coaches to those they supervise.

The Challenge

In this new approach, managers ask questions instead of providing answers, support employees instead of judging them, and facilitate their development instead of dictating what has to be done. But most managers don’t feel they have time for that—and they’re not very good at it anyway.

The Solution

Companies need to offer their managers the appropriate tools and support to become better coaches. And if they want to be sustainably healthy learning organizations, they must also develop coaching as an organizational capacity.

Once upon a time, most people began successful careers by developing expertise in a technical, functional, or professional domain. Doing your job well meant having the right answers. If you could prove yourself that way, you’d rise up the ladder and eventually move into people management—at which point you had to ensure that your subordinates had those same answers.

• HI Herminia Ibarra is the Charles Handy Professor of Organisational Behaviour at London Business School and the author of Act Like a Leader, Think Like a Leader , revised edition (Harvard Business Review Press, 2023), and Working Identity , revised edition (Harvard Business Review Press, 2023). HerminiaIbarra
• AS Anne Scoular is a cofounder of Meyler Campbell, which trains senior leaders to coach. She is also an associate scholar at the University of Oxford’s Saïd Business School and the author of The Financial Times Guide to Business Coaching .

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Module 2: Skills needed by a sports coach

3 Steps to Start Coaching Problem Solving

by Jamie Parker | Oct 20, 2019 | Lean Leadership , Lean Thinking , People Development

Do you ever find yourself stuck being the primary problem solver on the team? Do you wish you could develop expertise in the problem-solving skills of others? And what does coaching problem solving means?

To be a better leader, not only do you need to teach the thinking and methodology behind problem solving, but you also need to develop your own expertise in coaching problem solving.

1. Set Your Intention to Coach

There is one massive mindset shift required to be an effective coach. And most people don’t make it. Ready for it?

Coaching Problem Solving is NOT about Solving the Problem.

Say whaaat?

Yep, that’s right.

The learner is focused on solving the problem. However, as a coach, that is no longer your focus. Your focus is now on helping the learner develop her thinking skills. Helping her improve the way she thinks about problem definition or root cause analysis or brainstorming countermeasures or design of experiment or working through iterative PDCA cycles.

For you as a coach, it’s not about the problem!

2. Stop Giving the Answers

You can’t help yourself. You learned from a young age that having the right answer is a good thing. You learned that solving problems and fixing things gets you promoted. You learned that your job as a leader is to remove obstacles for your team, even if it means giving them the answer of what to do next.

But all that we learned is wrong in the world of coaching problem solving.

To allow for the learner to develop his problem-solving capabilities, we have to stop giving the answers.

3. Start Asking Good Coaching Questions

If we aren’t giving answers, then what are we doing? We’re asking good coaching questions.

Good coaching questions have four elements

• Non-Leading
• Non-Judgmental
• With an Intent to Coach

Sometimes we find ourselves saying things like:

• I wonder what impact X factor is having on this problem.
• Isn’t it happening because of ___?
• Maybe ___ is contributing to the problem?
• Have you thought about trying ____?
• I wonder what would happen if you tried ____

In all of these cases, we’re playing a game of Jeopardy. We’re giving the answer in the form of a question.

Instead, we can ask questions like:

• What problem are you seeing? (Tell me more about that)
• What makes this problem important to you? (or the team or the customer)
• What’s at risk if we don’t solve this problem?
• What do you think is causing that? (What else?)
• What factors do you think are you contributing to the problem? (What other factors?)
• What have you thought about trying? (What else have you thought about trying?)

The questions you ask will depend on the thinking process and methodology you’re teaching the team.

But the goal is to transition the thinking from yourself to the learner.

Related: 8 Tips to Transition from Problem Solver to Problem Solving Coach

Develop your Skill in Coaching Problem Solving

Asking good coaching questions that develop the problem-solving capabilities of others is a skill. It’s a skill we have to practice to master.

Want to dig deeper into the  Art of Asking Good Coaching Questions so that you can stop being the primary problem solver on the team and instead can develop the problem-solving capabilities of others? Join this FREE Mini-Course.

I’m a recovering Command-and-Control Manager who’s now on a mission to make the world of work more human. With a soft spot in my heart for Ops Managers, this Lean blog gives you the straight talk combining Lean, Leadership, and the real challenges of operations management.