My grandmother loved to swat flies. Armed with her trusty green fly swatter – she silently stalked the buzzing nuisance. When the fly landed on the counter top, grandmother moved in. Laser focus. Then . . . SWAT!!! Another one bites the dust.

Many managers treat problems like flies
It goes like this. An employee comes into your office. She explains her problem. And before three sentences are out of her mouth . . . SWAT!! You give your answer and kill the problem.

It feels good to swat problems
There is a sense of mastery that comes from applying the laser-focus of your expertise. It’s nice to know what to do and how to do it.

And, as many managers tell me, solving problems seems so . . . proactive. You send the employee off, satisfied that you’ve done your job. You’ve killed another fly. Swatted another problem into oblivion.

But you’ve missed a golden opportunity
Sure, you’ve applied your expertise – but you’ve missed the leadership opportunity that the conversation presented.

While, you were able to do what you already do so well – solve other peoples’ problems. That is not your most important job.

Your most important job is developing leadership
Because, ultimately you can’t solve all the problems. There are just too many flies for you to be running around the organization swatting away. You need to develop the creativity, resourcefulness, and leadership in others. But, by reflexively solving problems, you stunt leadership development – for them and also for yourself.

Developing leadership is different from problem-solving
When you use your expertise you cast yourself in the role of . . .well, the expert. You’re the one who know. You’re the source of answers and direction.

Which means that the other person is the one who doesn’t know. Suggesting that they lack creativity, resources, and by extension the leadership capacity to take self-directed action.

So, by being too quick of a problem-swatter you trap yourself and your team in a limiting dynamic that puts all the burden on your shoulders while inhibiting their development.

It traps others into continuing dependence on you and your expertise
Because, they don’t have to step up to a new level of responsibility and accountability – when you keep swatting problems for them.

To break out of this vicious cycle – the first move is yours.

Your first move is to put down your fly swatter
You can’t start swatting away at the first buzz of a problem.
Instead, let go of applying your expertise.

Become more interested in what they think – than what you know. Assume that they are smart, resourceful professionals.

Instead of giving answers – ask questions.
Ask questions that help the other person explore the issue. Questions that call forth their best ideas, their courage, and their competence.
Be curious about their ideas, perspectives, and concerns.
Let them do most of the talking.

If the urge to solve the problem starts arising – take a breath.
One client told me, “After 60 seconds I start to feel like I’m failing . . . if I don’t tell them what to do.” No matter how strong pull to swat flies feels, it’s just an old habit, really. Not something you must respond to.

Instead of swatting every problem:

1.    See yourself as a coach – more than an expert problem solver
2.    Focus on developing others – more than immediately swatting away the problem
3.    Ask thought-provoking questions – that call forth the best in others
4.    Be more interested in what they think – than what you know

So, the next time you hear that annoying buzz of a problem – put down that fly swatter and start doing your most important work.

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• Why you have to tame your lizard brain
• Seven Steps to Overcome “Feedback Allergies”
• What’s in your “shadow”?
• What are your inner obstacles?
• What happens when you zig-zag around problems