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    Coaching not solving

    Coaching instead of solving means helping someone think a problem through when you already know the answer. Each time you hand them the answer, they learn to bring you the next problem.

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    Research prevalence

    This conversation appears in 27% of 11,359 real cases. It's the third most common.

    Source: Research Report 01, v0.2

    Why it's hard

    Giving the answer feels helpful. It's quicker, and they often ask for it outright. Holding back can feel like being awkward on purpose.

    The answer also slips out as a question. "Have you thought about calling them?" still tells them what to do. They take it as the answer and stop thinking.

    Seniority makes it harder. The more weight your words carry, the more easily a passing suggestion becomes the plan.

    What we look for

    Three sample behaviours from the four groups this moment is assessed on.

    Marker groups
    • Holding back the answer
    • Following their thinking
    • Who did the work
    • Closing
    Sample behaviours
    1. Present:You asked before you advised
    2. Present:No solution in the first 30 seconds
    3. Present:You asked more questions than you made statements

    A sample. The assessment also looks for behaviours we don't list.

    Try it before anyone is watching

    One four-minute conversation from Coaching not solving. See your initial feedback straight away, then save your results with a free account.

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    No account to start. No card. Your employer can't see how you did.

    How your practice stays private

    Questions about this moment.

    Individual contributor: Moderate; First-line manager: Core; Mid-level leader: Core; Executive: High. Low relevance means the moment is not offered at that level.

    It appears in 27% of 11,359 real leadership cases in draft Research Report 01.

    The assessment uses 16 observational markers across 4 groups. This page shows only a small sample, because held-out assessment depends on some behaviours remaining unseen.