From Fixer to Facilitator

Early in my career as an HR generalist at a credit union, I prided myself on being the person who could jump in and solve problems quickly. If payroll issues arose, I was the one to fix them. If someone called with a question about their benefits, I handled it myself. I was a great doer, and I was rewarded for my hard work and ability to solve problems. Those problem-solving skills built my confidence, earned me credibility, and eventually led to promotions.

But when I was promoted into a leadership position, something shifted. My supervisor, Deb, who was a vice president, gave me direct feedback that changed the way I looked at my role. She told me I needed to start delegating more and stop handling the day-to-day technical work. She wanted me focused on strategic work like creating leadership programs for our managers and assessing the talent in our departments.

The very skills that had brought me success were now beginning to get in the way of my growth as a leader. By continuing to jump in and fix every issue, I was unintentionally holding my team back. Instead of developing their problem-solving skills and coaching them, they leaned on me. I had become the bottleneck.

This is one of the most common challenges I see in my work with managers and executives. It’s difficult to step back and focus on leadership when there’s so much work to be done and you know you have the skills to do it well. Yet the very technical skills that once fueled your success can become the thing that holds you back. The more you rely on doing, the less space you leave for leading.

Why the Shift Matters Today

In decades past, managers were often valued primarily for their technical expertise. Leaders were expected to have the answers, direct the work, and step in when problems arose. That command-and-control style worked in environments where stability was the norm and employees weren’t expected to think much beyond their tasks.

Today, the workplace looks very different. Change is constant, complexity is high, and employees want to be engaged thinkers, not just order-takers. Modern leadership requires facilitating problem-solving, empowering others, and creating the conditions for people to succeed. Staying stuck in fixing mode is one of the most common leadership saboteurs I highlight in my upcoming book, The Elevated Leader, publishing this October.

To navigate this shift, managers and executives need practical ways to move out of fixing mode and into a facilitator mindset.

Here are six strategies for shifting from fixing to facilitating:

1.    Pause Before Jumping In

When a team member comes to you with a problem, resist the urge to solve it right away. Instead, ask: “What options have you thought of?” or “How would you approach this?” This helps your employee build critical thinking skills.

2.    Focus on Your Key Result Areas

One of the most effective ways to step out of fixing mode is to clarify your key result areas—the high-value responsibilities that truly define success in your role. For most leaders, these include developing people, setting direction, caretaking the culture, and facilitating results. Once you’re clear on those, plan your week and each day around them. Block time on your calendar for strategic priorities and leadership activities before filling in the rest. This intentional planning keeps you from being consumed by tasks that others could handle and ensures you’re investing your energy where it has the greatest impact.

3.    Ask Empowering Questions

Facilitators lead with curiosity. Use open-ended questions like:

• “What outcome are you aiming for?”
• “What resources do you need to move forward?”
• “What have you tried so far?”
• “What are your next steps?”
• “What is your biggest challenge right now, and how can I support you?”
• How will you approach your coworker about this issue?”

4.    Share the Why, Not Just the What

Instead of prescribing every step, explain the bigger picture and the principles that guide decisions. When people understand the why, they’re better equipped to make good decisions without constant oversight. Supporting them through coaching by asking questions and leading them to solutions is much more effective than prescribing details. Employees want to feel a part of the process and use their own creativity.

5.    Delegate with Development in Mind

Delegation isn’t just about offloading work—it’s about building capacity in others. Choose projects that stretch your team members and give them space to own the process, not just execute tasks.

6.    Celebrate Progress, Not Just Perfection

Facilitators encourage experimentation and learning. Recognize when someone tries a new approach, even if it’s not perfect. This builds confidence and initiative over time.

Elevating Leadership for the Future

Shifting from fixing to facilitating is more than just a management technique—it’s a mindset shift. It’s moving from “I need to be the expert” to “I need to create experts.” Leaders who embrace this style multiply their impact: they develop stronger teams, free themselves from the weeds of technical work, and spend more time on strategic priorities.

If you’re curious where you currently fall on the spectrum from fixer to facilitator, I’ve created a complimentary Fixer to Facilitator Assessment. It’s a quick way to gain insight into your leadership tendencies—what’s helping you and what might be holding you back.

The results will show you whether you lean more toward fixing, facilitating, or somewhere in between, and give you practical strategies. You can access the assessment here:   Fixer to Facilitator Assessment
 

Laurie Maddalena, MBA, CSP, CPCC, is a professional speaker, leadership consultant and founder of CUES Supplier member Envision Excellence LLC in the Washington, D.C., area. Her mission is to rid the world of bad management practices and help organizations create cultures where people love to come to work. Maddalena facilitates management and executive training programs and team-building sessions and speaks at leadership events. Prior to starting her business, she was a human resources and organizational development executive at a credit union in Maryland. Contact her at 240.605.7940 or laurie@lauriemaddalena.com