3 days ago
Coach Or Solve? Creating Psychological Safety Through Leadership
Elif Suner, MBA, PCC, CTDP
Think about the leaders you've respected most. Chances are, they weren't the ones who always had the answers, but the ones who knew when to guide and when to step back. Leadership today isn't just about solving problems. It's about building trust, fostering ownership and creating the psychological safety people need to thrive. One of the most powerful ways to earn and sustain that trust is knowing when to coach and when to provide a solution.
At its core, coaching means creating a safe space where others can think, reflect and arrive at their own solutions. It requires a different kind of leadership presence—one that slows down, listens more and resists the urge to jump in. Think of it like shifting to a lower speed in a residential zone: coaching presence is deliberate and spacious, giving others room to grow.
I've seen this shift with many other senior leaders I coach. Another executive, responsible for leading complex, high-stakes projects, shared how embracing silence during problem-solving conversations not only empowered her team but also reduced her own stress. 'It felt uncomfortable at first,' she admitted, 'but over time, I saw people stepping up with ideas and solutions I never would have considered.'
Still another executive—known for her compassionate and caring leadership—shared, 'I thought I had to solve [issues] in order to help. Now I see how liberating it is to coach instead. It's a completely different mindset, and one that supports my team even more.'
But coaching isn't always the right answer.
Knowing When To Coach—And When Not To
It's essential to consider your team member's level of competence and commitment. According to the Situational Leadership model from the Center for Leadership Studies, which outlines four development levels (D1 to D4), leaders should adapt their style based on the development level of the person in front of them—not just their job designation.
• When someone lacks competence but is enthusiastic (D1), leaders are most effective when they Direct (S1)—providing clear instructions and close supervision.
• When someone has some competence but low commitment (D2), the Coaching style (S2) works best—combining direction with encouragement and support.
• For individuals with moderate to high competence and variable commitment (D3), leaders should Support (S3)—fostering involvement and confidence.
• When someone is highly competent and committed (D4), leaders can Delegate (S4)—offering autonomy and trusting them to take full ownership.
Trying to coach someone who lacks the necessary knowledge can feel like a test. They may wonder, 'Why are they asking me this? I don't even know where to start.' Conversely, providing detailed solutions to someone who is already capable can come across as patronizing. We build trust when we meet people where they are—not where we assume they are.
Blending Coaching And Problem-Solving
In leadership conversations—especially during one-on-ones—the best leaders effectively blend both coaching and problem-solving. Some moments call for answers and speed; others call for slowing down, listening and letting the other person think.
In my coaching work with executives, I often see how mastering this blend can be transformative. I recall a senior leader navigating a critical organizational change. Rather than defaulting to quick answers, he explored how a more balanced approach could serve both his team and the business. By intentionally resisting the urge to jump straight to directives and asking, 'What would need to happen for us, as a team, to look back and say, 'We're glad this change happened'?'—a question that moves the conversation toward meaningful solutions—he created the space for real dialogue. The result? His team co-created solutions that gained far more traction and commitment than top-down decisions ever had.
Here are a few coaching-style prompts leaders can use:
• 'What's your thinking so far?'
• 'What options have you considered?'
• 'What would success look like here for both you and the team?'
Other times, a quick suggestion or solution is exactly what's needed—especially when time is tight or confidence is low. The key is to be intentional, not reactive.
The Leadership Presence That Builds Safety And Trust
Leadership presence is about more than being in the room or on the call— it's about the quality of attention and intention you bring. A coaching presence often includes silence, curiosity and a slower pace. It signals, 'I trust you' and invites people to trust themselves.
Jumping straight into problem-solving can be helpful, but over time, it may also create dependence. Coaching, on the other hand, nurtures independence and ownership. When people feel heard and respected, they're more likely to speak up, take risks and stay engaged.
I once coached a VP who saw a real shift after adopting a more coaching-focused leadership style. Her team started raising issues sooner, challenging assumptions and collaborating more effectively. A simple change she made was adding pauses and asking reflective questions, such as, 'What perspectives are we missing?' She also held back from giving quick answers, creating space for her team to lead the problem-solving. Over time, this built quiet but powerful trust—which led to faster decisions and stronger results.
Creating psychological safety isn't just about encouraging people to talk—it's about how you show up when they do. Trust-building leadership focuses on connection rather than control. When leaders know when to coach and when to solve, they communicate one of the most powerful messages of all: 'I see you. I believe in you. And I'm here with you.'
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