💡 The Leadership Habit That Develops People
One leadership practice I often encourage my coaching clients to adopt is surprisingly simple.
Recently, a client shared a challenge one of their team members had brought to them. Instead of discussing the problem itself, I suggested they respond with a different question:
"What are two or three approaches you've considered?"
The goal wasn't to test the employee or see if they had the "right" answer.
It was to invite them into the thinking process.
From there, the leader and team member could mastermind the options together—exploring the pros and cons, asking questions, and building on each other's ideas.
That small shift changes the entire conversation.
The Trap Many Leaders Fall Into
Many successful leaders become the organization's chief problem solver.
A team member brings an issue. The leader analyzes it, provides the answer, and everyone moves on.
It feels efficient.
And in the short term, it usually is.
Over time, however, people begin relying on the leader for answers instead of developing the confidence and judgment to solve problems themselves. Without realizing it, the leader has become the bottleneck.
An Investment, Not an Inefficiency
Let's be honest—this approach takes more time.
When you're busy, it's faster to simply provide the answer.
But leadership isn't just about solving today's problem.
It's about developing people who can solve tomorrow's.
Every one of these conversations is an investment in someone's growth. Over time, team members begin bringing more thoughtful ideas, making better decisions, and requiring less direction because they've learned how to think, not simply what to do.
From Answer-Giver to People Developer
John Maxwell describes Level 4 leaders as People Developers. Their greatest contribution isn't having all the answers—it's developing people who can think, lead, and create results on their own.
That doesn't mean stepping back.
It means staying engaged by asking thoughtful questions, offering perspective, and evaluating options together.
That's not delegation.
That's development.
As I've written previously, accountability grows when people take ownership rather than simply follow direction. Inviting people into the thinking process is one of the most effective ways to build that ownership.
The Takeaway
The measure of leadership isn't how many problems you solve.
It's how many capable problem-solvers you develop.
The next time someone brings you a challenge, resist the temptation to answer it immediately.
Instead, ask:
"What two or three approaches have you considered?"
Then take the time to mastermind the possibilities together.
It may take a few extra minutes today.
But those minutes are an investment that pays dividends for years—in stronger thinkers, more confident leaders, and a team that depends less on you because you've taught them how to think.
Reflection Question
Where could you spend a few extra minutes this week developing someone's thinking instead of simply solving their problem?