The human brain is wired to enjoy solving challenges. Asking "What puzzles would you like to solve?" sparks passion and ownership. In contrast, asking "What are your goals?" often elicits a feeling of obligation and a list of burdensome tasks, draining the work of its inherent meaning and excitement.

Setting a specific, achievable goal can inadvertently cap your potential. Once hit, momentum can stall. A better approach is to set directional, almost unachievable goals that act as a persistent motivator, ensuring you're always pushing beyond perceived limits and never feel like you've arrived.

To help your team overcome their own performance blockers, shift your coaching from their actions to their thinking. Ask questions like, "What were you thinking that led you to that approach?" This helps them uncover the root belief driving their behavior, enabling more profound and lasting change than simple behavioral correction.

In a supportive culture, managing underperformance starts with co-authored goals upstream. When results falter, the conversation should be a diagnostic inquiry focused on removing roadblocks. This shifts the focus from the person's failure to the problem that's hindering their success, making tough conversations productive.

When an employee presents a problem they should be able to solve, resist providing a solution. Instead, return ownership by asking, "What do you think you should do about that?" This simple question forces critical thinking and breaks the team's dependency on you for answers.

The belief that people fail due to lack of will leads to blame. Shifting to 'people do well if they can' reframes failure as a skill gap, not a will gap. This moves your role from enforcer to helper, focusing you on identifying and building missing skills.

Framing coaching as a punitive measure for poor performance destroys the intrinsic motivation necessary for change. It should be positioned as a developmental tool for high-potential growth and expanding impact, not as a punishment for underperformance.

Many leaders, particularly in technical fields, mistakenly believe their role is to provide all the answers. This approach disempowers teams and creates a bottleneck. Shifting from advising to coaching unlocks a team's problem-solving potential and allows leaders to scale their impact.

Annual or quarterly performance reviews are high-pressure, judgmental events that create fear. A more effective approach is to reframe management as coaching. This means providing frequent, trust-based feedback focused on developing an employee's long-term potential, rather than simply rating their past performance.