Most leaders say they want problem solvers. Yet, in 1:1 meetings, many unintentionally train their people to become problem creators instead. The difference often lies in one small but powerful distinction: are you enabling your team’s habits or empowering their growth?

In this post, I’ll explain the difference between enabling and empowering actions, provide a list of examples, and delve into three ineffective scenarios that we see often and what to do differently to make them effective.

 

ENABLING ACTIONS
(These create dependency, reinforce avoidance, or solve the symptom instead of developing capability.)

1. Jumping straight to solutions: Telling the direct report exactly what to do instead of asking how they might approach it.
2. Rescuing under pressure: Taking back ownership of a project the moment it hits a snag.
3. Letting venting go unchallenged: Allowing repeated complaints about peers or systems without probing for what they can control.
4. Rewarding busyness over impact: Praising effort (“you’re working so hard!”) rather than outcomes or learning.
5. Avoiding accountability check-ins: Skipping follow-ups on commitments made in previous 1:1s.
6. Accepting vague updates: Settling for “things are on track” without clarifying metrics, progress, or blockers.
7. Shielding from tough feedback: Withholding constructive criticism to “protect morale.”
8. Overexplaining your logic: Talking more than listening, which conditions the direct report to rely on your reasoning.
9. Fixing relationship issues for them: Stepping in to mediate conflicts rather than coaching them to handle it directly.
10. Ignoring growth edges: Keeping conversations focused on tasks and deliverables instead of skill-building and mindset shifts.

 

EMPOWERING ACTIONS
(These foster ownership, build critical thinking, and strengthen accountability.)

1. Ask before you tell: Start with “What options have you considered?” before offering input.
2. Model strategic inquiry: Use questions like “What’s the root cause?” or “What outcome are you solving for?” to build problem-solving muscles.
3. Hold the mirror: Reflect patterns you notice (“I’ve observed you often jump into execution. What might be behind that?”).
4. Define success together: Co-create clear metrics or outcomes, so expectations are shared and transparent.
5. Follow through on commitments: Review prior action items to reinforce accountability and progress.
6. Encourage learning from failure: Debrief what was learned rather than only what went wrong.
7. Give feedback in real time: Offer specific, behavior-based feedback that connects to growth goals.
8. Empower decision boundaries: Clarify where they have full ownership vs. when to escalate. Then honor those boundaries.
9. Invite reflection: End each 1:1 with “What’s one takeaway or next step you’re committing to?”
10. Coach doesn’t consult: Resist the urge to provide the “right” answer; guide them to articulate their reasoning and plan of action.

 

ENABLING ACTION SCENARIO #1: Jumping Straight to Solutions

Ineffective Scenario:

During their 1:1, Barry tells his supervisor, “Our vendor keeps missing delivery dates, and it’s delaying the project.” Without hesitation, his supervisor responds, “Just switch vendors and fast-track the new one—I’ll connect you with Procurement.” The meeting ends quickly, and Barry leaves with a task but no deeper understanding of how to navigate vendor challenges.

Why It’s Ineffective:

By jumping straight to solutions, the leader solves the immediate problem but misses the opportunity to build Barry’s problem-solving and strategic thinking skills. It conditions dependency instead of capability. Next time Barry has an issue, he is conditioned to go to his supervisor looking for an answer instead of thinking of options beforehand himself.

Effective Scenario:

In a similar situation, the leader pauses and says, “What have you already tried, and what options do you see for addressing this?” Barry reflects and shares two possible approaches: renegotiating terms or creating a buffer in the schedule. The leader listens, asks follow-up questions to explore tradeoffs, and together they decide on next steps with Barry owning the plan.

Why It’s Effective:

By asking instead of telling, the leader helps Barry strengthen his judgment and confidence. This builds independent problem solvers rather than habitual escalators.

 

ENABLING ACTION SCENARIO #2: Letting venting go unchallenged

Ineffective Scenario:

During their 1:1, Robert spends several minutes venting about a teammate who “never meets deadlines” and how “the new reporting system is a nightmare.” His manager listens quietly, nodding along, and says, “Yeah, I’ve heard others are frustrated too.” The conversation drifts on, and they move to the next topic without addressing any next steps.

Why It’s Ineffective:

By allowing venting to go unchallenged, the leader validates Robert’s frustration but reinforces a sense of helplessness. The message becomes: It’s okay to complain as long as you’re not expected to make any changes. Over time, this normalises blame and erodes accountability.

Effective Scenario:

In a similar situation, the manager listens empathetically and then asks, “It sounds like that’s been frustrating. What parts of this situation can you influence?” Robert pauses and admits, “I could clarify deadlines earlier with him and flag issues sooner.” The manager continues, “That sounds like a solid step. What support do you need from me to make that happen?” Robert leaves with clarity and ownership of his next action.

Why It’s Effective:

By acknowledging emotion but redirecting focus to what’s within Robert’s control, the leader shifts venting into constructive problem solving. This builds emotional intelligence, accountability, and momentum instead of frustration.

 

ENABLING ACTION SCENARIO #3: Accepting vague updates

Ineffective Scenario:

During their weekly 1:1, Chris gives a quick update: “Everything’s on track with the rollout.” His manager nods and moves on to the next topic without asking for details. A week later, they discover a major delay that could have been caught earlier if expectations and progress had been clearer.

Why It’s Ineffective:

By accepting a vague update, the leader trades clarity for comfort. It signals that surface-level reporting is acceptable and prevents early problem-solving. Over time, this erodes accountability and leads to unpleasant surprises down the road.

Effective Scenario:

In a similar meeting, when Chris says, “Everything’s on track,” his manager pauses and asks, “That’s great to hear. Can you walk me through what ‘on track’ means? What milestones have you hit, and what’s next?” Chris outlines completed deliverables and mentions a minor delay with testing. Together, they identify the root cause and agree on a plan to keep the launch on schedule.

Why It’s Effective:

By probing for specifics, the leader creates a culture of precision and transparency. It helps surface risks early, strengthens accountability, and reinforces that “on track” must be backed by measurable progress.

 

Choose to stretch, not to solve

In every case, leaders face a choice: to solve or to stretch.

Solving by enabling feels faster, but it creates dependency loops that drain time and momentum. Stretching through empowering takes patience, but it builds leaders who can think, act, and own their results. The next time a direct report brings you a problem, pause before answering. Instead, ask: “What do you think?” That one question might be the difference between developing a follower and developing a future leader.

How can we help

Building a team of problem solvers takes time, strategy, and intention. Having a coach in your corner as a thinking partner will help you make these changes stick for the long term.

We can work with your team to coach key leaders on mastering the skill of empowering and removing often reflexive actions that are enabling ineffective workflows.

 

Please reach out to us directly through our contact form. Our Executive Performance Coaches have built leaders who have built teams who have built companies that empower one another up, down, and across the enterprise to drive real impact.