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By Guest Blogger: Antoine Rolland
Early in my career, I believed that great project managers were defined by their ability to answer every question. I wore my problem-solving badge with pride, thinking that leadership meant being the fixer—the one who jumped in, cleared blockers, and pleased every stakeholder.
I was managing projects amid scarce resources, complex customer demands, and constant uncertainty—all while trying to foster a positive project culture. I took on every issue, responded to every glitch, and leaned into every crisis. But in doing so, I wore myself out. I lost sight of priorities, dropped the ball more than I cared to admit, and began to feel the weight of diminishing trust. Negative feedback arrived, and burnout crept closer than I’d ever known.
The irony was palpable. In trying to fix everything, I had almost undone something far more vital, my capacity to lead.
What helped me rebuild wasn’t doing more. It was shifting how I worked.
I began to move away from being the default problem-solver and toward becoming a coaching manager. I learned to pause and listen deeply, truly trying to understand stakeholder concerns before formulating solutions. I committed to asking better questions, resisting the urge to jump to fixes and instead inviting others into the thinking process. I started to empower ownership, encouraging the team to guide their own problem-solving. I made a point to occasionally zoom out, helping everyone connect their work to the broader project and organizational goals. I embraced transparent communication, sharing our team’s decisions—and inviting challenge and feedback. And I finally remembered to celebrate success, even the small wins that fixers often overlook.
What happened next was simple and profound: my team started to grow in confidence and capability. Trust returned. Stakeholders leaned in again. I gained space, not to react, but to lead.
What about you? Where might you still be solving when coaching could invite far richer outcomes?
