From problem-solver to coach: reflecting on a year of growth and setting your team up for success in January.
As the year comes to a close, many of us feel the familiar pull to look back and look ahead at the same time. This is the season for taking stock of results, noticing patterns in our work, and considering what we want to carry forward into the new year.
In this final Leadership Insights issue of the year, we want to pause, reflect, and express our gratitude. We also offer a few practical ideas to help you set yourself up for a smoother, more intentional start to 2026.
A Theme That Kept Surfacing
Across programs, cohorts, panels, and conversations, one theme surfaced repeatedly in 2025: the shift from being the primary problem-solver to leading others through coaching. This emphasis on coaching also surfaced beyond our programs; it was reflected in the University-wide Employee Engagement Survey results, where themes related to feedback, coaching, and communication were very prominent.
For most of us, this instinct makes sense. Many supervisors stepped into management roles after years of being valued for their expertise, their ability to move work forward, and their readiness to offer answers. In those roles, success often meant being the person who could quickly resolve issues, offer clear advice, provide expertise, and see the work through to completion.
Supervisory work, however, asks for a different kind of contribution. Moving from identifying as a problem-solver and doer of the work to coaching and doing the work through others requires a deliberate mindset shift and ongoing intentionality. Many supervisors described how difficult this transition can be, especially during high-pressure moments. When work piles up, students or staff are stressed, and timelines feel immovable, it is tempting to jump in, fix the issue, and move on. In the short term, that approach can feel efficient. Over time, however, it often leads to exhaustion, bottlenecks, and missed opportunities to build others’ capacity.
One participant illustrated this challenge well by sharing his frustration with being repeatedly pulled into resolving team conflicts. As we unpacked the situation together, he realized how strongly he identified as the problem-solver on the team. His instinct was to step in, smooth things over, and move on. The coaching opportunity, however, was to pause and support the team in working through the issue on their own. By shifting to reflective listening and asking open-ended questions, he could move from solving the problem to facilitating learning and accountability.
This example highlights the value of noticing the roles we automatically take on and asking why. Small practices can help reinforce this shift over time. Reflective listening and the use of open-ended, powerful questions are simple yet effective ways to slow down the moment and create space for others to think, respond, and grow.
It is also important to remember that this change does not happen overnight, for you or for your team. Shifting from problem-solver to coach is a practice. Each week offers new opportunities to notice your instincts, try a different approach, and build comfort with leading through questions rather than answers.
