For much of my career, I prided myself on being the “answer man.” I’d spent tens of thousands of hours developing expertise in a range of specialisms.
People came to me with problems, and I responded with solutions, drawing on my knowledge and experience. It felt like leadership—being the go-to person who could fix anything.
But over time, I realized this approach wasn’t working. A few years ago I realized I’d dropped into a trap.
The Answer Man Trap
Being the answer man came with unexpected downsides:
- The Solutions Didn’t Stick
People often came back days later, frustrated that my solution hadn’t worked. They weren’t learning to solve their problems—they were relying on me to do it for them. - My Own Work Suffered
By the time I finished helping others, it was often 5 PM. My own tasks were untouched, so I stayed late, sacrificing my personal and family time to catch up. - I Wasn’t Really Helping
The most painful realization was that I wasn’t truly helping. I was creating dependency. Instead of building capability in others, I was fostering reliance on my answers.
The Shift to Coaching
The turning point came when I started experimenting with coaching. Instead of offering answers, I began asking questions:
- “What do you think is causing the problem?”
- “What have you tried so far?”
- “What outcome are you aiming for?”
At first, people were surprised. Some resisted, expecting me to provide the quick fix I always had. But over time, something transformative happened:
- People started owning their problems. They explored options, thought critically, and grew more confident in their abilities.
- The solutions improved. When people designed their own solutions, they were more invested in making them work.
- I reclaimed my time. Coaching freed me to focus on my work, while empowering others to handle theirs.
This shift wasn’t just a personal breakthrough—it reflected a broader leadership philosophy: Intent-Based Leadership.
What Is Intent-Based Leadership?
Intent-Based Leadership is a philosophy developed by David Marquet, a former U.S. Navy submarine captain. It transforms traditional command-and-control leadership into a culture of empowerment, ownership, and accountability.
Marquet’s breakthrough came when he took command of the struggling USS Santa Fe. Instead of micromanaging, he encouraged his crew to take ownership by shifting from giving orders to empowering them with control. His mantra:
“Don’t give orders; give control.”
How Intent-Based Leadership Works
The foundation of Intent-Based Leadership lies in clarity and empowerment:
- Provide Clarity of Intent
Leaders articulate the “why” behind a mission or goal, ensuring everyone understands the bigger picture. For example, instead of saying, “Do this,” you might say, “Our goal is X; how do you think we can achieve it?” - Empower Decision-Making
Teams are encouraged to state their intent before acting:- “I intend to implement solution A to address problem X.”
- “I intend to adjust the process to reduce bottlenecks.”
- Build Competence and Confidence
Leaders invest in coaching and training their teams, ensuring they have the skills and knowledge to take control. - Foster Psychological Safety
Create an environment where people feel safe to express ideas, take risks, and learn from mistakes without fear of blame.
Connecting the Dots: My Shift and Marquet’s Lessons
Looking back, my transition from answer man to coach mirrored David Marquet’s philosophy. Like Marquet, I realized that true leadership isn’t about having all the answers—it’s about enabling others to lead themselves.
When I started asking questions instead of giving answers, I noticed the same outcomes Marquet described:
- Teams became more capable and confident.
- Solutions improved because they came from those closest to the problem.
- I had more time to focus on higher-value leadership tasks.
This shift not only changed how I led—it transformed the culture of those around me.
Why Command-and-Control Kills Agility
Traditional command-and-control leadership—the kind I initially practiced—directly opposes agility. Here’s why:
- Creates Bottlenecks
Centralized decision-making slows responses to change, undermining the speed and adaptability agility demands. - Stifles Innovation
Teams hesitate to take risks or suggest ideas, fearing they’ll be overruled. - Builds Dependency
Leaders become the single point of failure as teams rely on them for every decision. - Increases Complexity
Layers of oversight and approvals add unnecessary friction, slowing progress.
Embracing Leadership Agility
To foster agility, leaders must shift from commanding to coaching and enabling. Here’s how:
- Empower Teams
- Instead of telling people what to do, ask what they intend to do.
- Provide context and trust them to act.
- Focus on Outcomes
- Define the “what” and the “why,” but let teams figure out the “how.”
- Coach, Don’t Direct
- Ask open-ended questions that encourage critical thinking and problem-solving.
- Remove Impediments
- Act as a multiplier, removing obstacles and creating the conditions for teams to succeed.
- Celebrate Ownership
- Recognize and reward individuals and teams for their contributions and growth.
The Call to Action
If you’re stuck in the answer man (or answer woman) trap, take a step back. Start asking questions instead of offering solutions. Empower your teams to think, act, and grow.
As Marquet discovered—and as I’ve learned firsthand—leadership isn’t about knowing all the answers. It’s about creating an environment where others can thrive.
Are you ready to turn your leadership ship around? Share your thoughts and experiences in the comments! Let’s start the conversation.
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