Developing your firm: Start asking, stop solving

Many firm owners say they want to delegate to staff more, but still find themselves reviewing everything, managing client relationships and putting out fires. What's the biggest mistake owners make when trying to hand off higher-level work?

The biggest mistake is confusing delegating tasks with developing people. If you are solving all the problems and stepping in whenever someone gets stuck, your staff become dependent on you rather than developing their own capacity to solve and own problems.

If you want people to take on higher-level work, you have to stop being the answer key. Instead of immediately providing solutions or stepping in to move tasks forward, coach people to think through the problem themselves. Ask questions like, “What options have you considered?” or “What would you recommend if I weren’t available?”

The goal is not just to get the work done, but to build the person’s capacity to handle increasingly complex situations without you.

That requires owners to challenge the way they see their role. Instead of being the chief problem-solver, your job is to build more problem-solvers around you…through coaching. 

It can feel like a struggle to find time for coaching because firm owners are already overwhelmed. How can they build staff development into their existing workflow?

First, owners need to challenge the mindset that views coaching as extra work. Coaching doesn't require an extra process. It requires changing how you respond to situations that are already happening every day.

If you see coaching as something that takes additional time, it will always get pushed to the bottom of the list. We don't know many firm owners who are sitting around with extra time on their hands. But if you see coaching as a tool for building capacity in others, it becomes part of your regular role.

When a team member brings you a question, a challenge or a problem, resist the urge to solve it. Instead, create space within yourself to pause, slow down and reflect before reacting with an answer or directive. Ask yourself, "What question could I ask right now that would help this person think more deeply, take more ownership or discover their own solution?"

You have to replace the instinct to be helpful by providing answers with the discipline to be helpful by asking questions—and then listening deeply to the responses.

What are some specific coaching techniques you use to help staff move from task execution to independent problem-solving?

What do you want with this client? What do you want in your career? What do you want the outcome of this (particular) problem to be?

When you ask that question, you give away some of your power because you are asking them to define success. You are asking them to describe what the endgame looks like. That can be uncomfortable for owners, because it means you are no longer fully in control.

But if you ultimately want them to own the situation, they need to help define what success looks like. Ownership doesn't come from following directions. Ownership comes from helping shape the destination.

That requires trust. It requires patience. They will not always get it right. But it unlocks real independent energy because we are wired to move toward the things we want more than the things other people tell us we should want.

Can you share a framework for gradually transferring client relationships or advisory responsibilities to a team member without creating risk for the firm?

We have seen leaders do this successfully, but it rarely happens by accident. It needs to be an intentional process built around two things: ongoing development conversations and gradually increasing responsibility.

First, include the team member in as many client interactions as possible so they can observe your communication style, decision-making process and how you navigate complex situations.

Second, allow them to handle portions of client meetings or communications while you remain actively involved. This gives them an opportunity to practice while still having support and guidance available.

Third, have them begin leading client interactions and advisory conversations while you are present in a supporting role. At this stage, clients start to see them as a trusted advisor, not just a member of the team.

Finally, transition ownership of the client relationship to them. They become the primary point of contact, and you make it clear that you are available as a resource when needed, but they are responsible for leading and owning the relationship (and they own it, so they let you know when you are needed).

Owners may have tried pieces of these four steps.  The most important part of the process is what happens after each interaction. Take time to reflect together. Be genuinely curious. Ask questions such as, "What went well?" "What was challenging?" "What would you do differently next time?" and "What did you notice that I may have missed?" Create an environment where feedback flows both ways. Those developmental conversations help build judgment, self-awareness and trust, while allowing you to manage risk along the way.

The goal is not to just transfer work. The bigger goal is to transfer ownership and build confidence.

(Image provided by Brian Kush)

Tuesday's newsletter: Gen Z is rewriting your partner track
The most recent Q&A: Your firm’s email is a cybercriminal target
In the vault: Every firm growth and efficiency lesson we've published for small firms this year