Is your chain of command killing your teams problem solving skills?

 tldr; When managers get involved in resolving differences of perspective or opinion, rather than challenge their teams to work together to solve problems - they engage in a game of professional “telephone” that drains efficiency and kills engagement.  The reliance on management kills efficiency, builds silos, and prevents team growth. Leaders should stop being "problem solvers" and start being "problem advisors" by encouraging staff to handle interpersonal friction themselves, ultimately fostering a culture of accountability and psychological safety.

True transformation requires moving past the assignment of tasks and being the “problem solver”, and instead, being the “problem advisor.” It means doing the hard work of shifting your own mindset. Greatness is grown, not installed, and it grows best in an environment where people feel safe to raise their voice and resolve their own challenges. Don't give them a checklist for how to talk to each other—teach them how to build trust and psychological safety instead.  

As a coach, I get to work with many, many different teams! Some I’m formally assigned to. Some I am temporarily covering as a back-up. Some I just drop into and see what I can learn.  It’s a great opportunity to see a lot of people working and leading in a lot of different ways. Recently, I’ve observed a bit of a trend across a few different groups that has me curious.

We all know that when groups of people get together, there will be differences of opinions and perspectives. As coaches, we view these differences as opportunities for conversation, learning, growth and, ultimately, improvement! In a lot of cases, I see the differences of opinion or perspective expressed in respectful, professional ways… and the cycle of improvement begins.  

Lately though, I’ve seen something different. Instead of differences discussed between two people, I am seeing the first person “escalate” to their manager or leader - who then discusses the issue with the other person’s manager, who finally talks to the second person.  

On paper, they were "following the chain of command." In reality? They were building silos and avoiding the messy, human work of growth.

When managers discuss peer-level issues with other managers, it can turn something small into something big, and misses an opportunity to value individuals and interactions over process and hierarchy. This counteracts the culture of self-organizing, continuously-improving teams and driving decision making closer to the squads. Instead of a chat between colleagues, this "game of professional telephone" drains efficiency and kills engagement, revealing that leaders sometimes hoard control of the conversation.

In the coaching world, intervening in peer-to-peer issues is called triangulation. This occurs when people don’t feel empowered to address conflict directly. When managers step in to "fix" a problem, they are actually conditioning their team to not take risks and to stay stuck in a "Just tell us what to do" mindset. Since conflict is an opportunity for improvement, leaders must stop being the solution for every interpersonal friction point to make their teams more accountable, flexible, creative, and effective.

So, here is a quick challenge for today.  

Managers - assess how you handle conflict. If a team member comes to you with a "he said/she said" issue, ask yourself: Am I leading to empower, or am I leading to be relevant? Instead of asking them, “What did (the other person) do?”, try asking “What have you tried to work this situation out with the other person?”  By leading with a “coaching first” approach, you encourage team members (and each other) to develop the skill and vocabulary to work through issues and differences toward a common goal.  If you're stuck on how to make this pivot, your HRBP or coach is a great resource to help!

*As a note for managers- please do make clear that while you encourage your team to resolve what they can, your door is always open for more serious issues involving safety, misconduct, harassment or systemic power imbalances.

Team Members - remember, it’s ok to have different perspectives and ideas as long as we remember we are working together to solve problems for our users and customers.  Lean in with curiosity and invite them to a conversation.  Give them the chance to be heard, just like you want to be heard and keep in mind, there are many ways to solve problems.  If you don’t know how to get started; your  manager, HR Partner or Coach are all great resources. 

*Team members - please keep in mind - This approach is for healthy professional friction. If a conflict involves harassment, safety risks, or a power dynamic that feels unsafe to navigate alone, please involve your leadership or HR immediately.

These strategies help to people and teams who can work efficiently and effectively long-term. Teaching these skills not only builds a stronger team, but helps us all to be more effective, efficient and engaged.  Our customers, users and partners deserve that!  What’s stopping you?

We all win together!

Coach Dan