Great Leaders Don’t Give People Answers.
They Encourage Them to Think for Themselves
“What we obtain too cheaply, we esteem too lightly,” wrote Thomas Paine. We value things more if we struggle to achieve them. It holds true for accomplishments, knowledge, and IKEA furniture. The harder something is to get, the more value it holds in our minds.
As managers, it’s easy to forget this. And when we do, our people tend to pay the price.
Consider what happens when someone comes to you with a problem. I’m guessing that if you know the answer, you’ll tell it to them. It saves time and energy. You don’t want people to churn over something when you can provide a clear direction. Giving them the answer lets them get back on track and moving forward.
If we’re being honest, it also feels good. We like when people come to us for answers. It reinforces the value that we provide. It validates our authority. Every manager wants to come across as knowledgeable and helpful. Giving people answers supports this definition.
Yet when we give people answers too easily, we rob them of the chance to grow. We make things too easy. They may get a solution, but they lose the opportunity to work through their ideas. They don’t develop critical thinking skills or improve their comfort with risk. Instead, they learn to outsource their thinking.
