The Problem Worth Solving

See how one leader addresses the problem of a team member who keeps bringing her work for him to complete.

This is a story for any leader who has found themselves doing the work of the people they lead — and hasn't yet named what that's costing everyone.

Another Friday. Same Footsteps.

Another Friday had come, and Jeremy could hear the all-too-familiar sound of Miranda's footsteps coming down the hall.

He knew what was coming. Same end-of-week deadline dump with the same problems he had solved before, the same questions needing the same answers he had already given, and the same look of indecisiveness and confusion on her face.

Frustrated, Jeremy took a deep breath and reflected on what he had been trying. He had been clear. Specific. Direct. Patient. And now, once again, he was having to work for two — carrying his own deadlines while absorbing hers. If this is what it meant to be a VP, he thought, then maybe it's just not worth it.

The following Tuesday, Jeremy described Miranda to his coach. He had even given it a name: the Friday Scrambles.

The coach listened as Jeremy made his case. "The pattern repeats week after week despite my best direction and reasoning — not to mention patience. I keep pushing her, giving her the criteria, naming the gaps, telling her exactly what to do."

Jeremy paused. "Maybe Miranda just isn't the right person for my team."

How a Leadership Coaching Question Changes Everything

After hearing Jeremy's case, the coach said, "Maybe you're right, Jeremy. But let's pause that conclusion for a moment. What else could it be?"

Jeremy sat back in his chair and went quiet. He had no immediate answer. The coach let the silence fill the room, giving Jeremy time to think.

"I don't know," Jeremy said. "I'm giving her everything I know to give her."

"Fair enough," the coach replied. "Jeremy, let me ask you something. You're a VP now — what made you good enough at your job to get promoted into this role?"

Jeremy knew the answer immediately. Results. Moving fast. Solving problems before they became someone else's problem. He was the person who always had the answer.

"Right," the coach said. "And what does Miranda need from you now that you're her leader?"

Jeremy was quick to respond. "The same — the ability to solve problems, having the right answers, pushing work over the finish line. That's what I'm giving her. It just isn't taking."

"So that strategy isn't working," the coach said. "No, it's not," Jeremy replied. "What's another approach you could try?"

Jeremy sensed the coach was taking him somewhere but had no idea how to answer. He crossed his arms. "I don't know. But I think you do." He leaned forward. "So why don't you just tell me?"

The coach laughed. "I thought we already established that strategy doesn't work."

"Every time a leader provides the answer, they remove the pressure that would have forced the team member to find one."

Jeremy Wrestles with the Problem

Sensing Jeremy starting to shut down, the coach quickly continued. "Jeremy, you were promoted because you were exceptional at what you do. How did you get so good at it?"

Jeremy's body language reenergized. "Hard work. Lots of trial and error. I'd talk to people, get their input, think it through. Over time I just got better at it."

The coach sat back and let the silence fill the room again.

"Well, crap. Miranda isn't doing any of that. She's just coming to me to do her work for her."

"And then you do it for her," the coach said quietly.

Defiantly, Jeremy said — "That's right! If the work doesn't get done, it will ultimately come back on me. I'm ultimately responsible."

The coach shifted in his seat. "You called this situation 'The Friday Scrambles.' What are you scrambling to do?" Jeremy shrugged. "Scrambling to get the work done, of course."

"So help me understand — what problem are we actually solving? Miranda, or getting the work done?"

Jeremy stared at the floor. "I'm sitting here complaining about Miranda when what I'm really focused on is getting the work done." The coach stayed silent.

"So, are you saying I'm the problem?"

The coach smiled. "I'm saying your current strategy with Miranda isn't working — and earlier you described what worked for you to get promoted. What do you notice about that?"

Jeremy Makes the Shift

Jeremy sat with that for a long moment.

Then something shifted. "I've made it this far because of my focus on the work. But maybe my focus needs to change. Maybe I need to focus on the people doing the work instead."

"That's a powerful insight," the coach said. "What are you seeing?" Jeremy went on. "I had a way of going about my work that was successful. I have no idea how Miranda goes about it." He paused. "I haven't been leading Miranda. I've been rescuing her."

"Let me push on one thing," the coach said. "You said earlier that you're ultimately responsible. So who are you rescuing?" Jeremy laughed. "Touche, El Capitaine. I guess I'm rescuing me. And while I'm doing that I'm leaving Miranda high and dry."

The coach let that sit for a moment. "When you do Miranda's work for her — who's accountable if it goes wrong?" Jeremy didn't hesitate. "I am." "And when you hand it back to her and she figures it out herself — who's accountable then?" Jeremy was quiet. "She is." The coach didn't add anything. He didn't need to. "So I'm not just doing her work," Jeremy said slowly. "I'm taking her accountability with it. Every time I rescue her, I'm making sure she can never actually own it."

"You can tell someone what to do a hundred times. Until they own the answer themselves, nothing changes."

The New Strategy Emerges

"It sounds like a new strategy is emerging," the coach said. "How are you going to implement it?"

Jeremy became eager but anxious. "I feel like a weight is coming off my shoulders — but I'm not sure what I should do." "You mentioned you have no idea how Miranda goes about her work," the coach said. "How could you find out?"

"I guess I can just ask her." "Good," the coach said. "What question, asked well, would shift accountability back to Miranda while prompting a conversation about how she goes about her work?"

Jeremy's face went blank.

The coach leaned forward. "May I offer you a few questions I've seen work in situations like this? Listen to them and tell me if any of them resonate."

Jeremy nodded.

"What do you think needs to change in how you're approaching this?"

"What would you do if I wasn't available to answer this?"

"What have you already tried, and what did you learn from it?"

"What would solving this yourself make possible for you?"

Jeremy listened intently. "I like the one about what she'd do if I wasn't available. She's never had to answer that. Neither have I, for that matter."

"Good," the coach said. "Now give me one that sounds like you. Something you'd actually say to Miranda."

Jeremy was quiet for a moment. Then:

"Miranda, I want you to be successful in your work. I'd like to hear how you would get this work done if I wasn't here."

The room was still. "That sounds like a new approach," the coach said simply. "Agreed," Jeremy replied. "Let's see where that takes us next Friday."

"Leadership isn't about being the one with all the answers. It's about helping others find them."

Your Turn

Something to Ask Yourself

What is it costing the people you lead when you do the work for them? What is it costing you? What is it costing the business?

All three dimensions matter. The full cost rarely comes into focus until you look at each one honestly.

What needs to change in the way you see this person? What would that create?

That second question is worth carrying into the week — not as something to solve, but as something to stay curious about.

The Practice Challenge

Pick one person. Before your next conversation with them, write one question in your own words — something that puts the work back in their hands without abandoning them. Not a directive dressed as a question. A genuine one.

Then ask it. Then hold the silence.

When they say "I don't know" — and they will — say: "I'd like you to think about it. Let's talk in a couple of days." Then wait. The discomfort you both feel in that moment is not a problem to solve. It's the work beginning.

The ROI

Leaders who stop rescuing recover the time and mental capacity rescuing quietly consumes. Teams that develop real ownership execute faster, with less friction, and without waiting for the leader to clear the path.

About High Order Group

High Order Group is a business and executive coaching firm that works with leaders at all levels to integrate the matters of business with the hearts of people.

High Order Group works alongside leaders who are ready to make the shift — from solving the work to developing the people doing it. The gifts that got you promoted are the same gifts that will build your team. The target just needs to change. When a leader stops rescuing and starts developing, the work gets done — and so does the person. Learn more at www.highordergroup.com.