In healthcare, many leaders step into their roles after years of success as clinicians. They are often recognized for their clinical expertise, ability to solve problems, and willingness to step in and get things done. These are valuable strengths; however, what makes someone successful as a clinician is not always what enables them to be effective as a leader.
The challenge often lies in shifting from being the person who has the answers and solves the problems to being the person who develops that capability in others. Without making this shift, leaders may continue to take responsibility for solving problems and making decisions themselves. And while these actions come from a genuine desire to support their teams, they can unintentionally create dependence rather than develop the confidence and capability of others.
Developing capability within our teams requires a fundamental shift in how we think about our role as leaders: moving from directing the work to creating shared clarity about what matters most, what success looks like, and who has the authority to make decisions.
When the Manager Becomes the Default Problem Solver
In my recent webinar, Empowering Teams Through Clarity, Not Control, I shared the story of Sarah, a fictional nurse manager whose experience may feel all too familiar.
Sarah was a new nurse manager who wanted to do everything right. She cared deeply about her team and patients, so she worked hard to make everyone’s job easier. She solved problems, developed action plans, approved decisions, and created detailed checklists. And for a while, it seemed to work.
But over time, something unexpected happened. Team members stopped bringing ideas forward. Decisions stalled when Sarah was not available. Staff waited for instructions rather than taking initiative. Meanwhile, Sarah was exhausted, feeling as though she could never disconnect from work. Without realizing it, Sarah had created a highly compliant team, but not an empowered one.
Then her mentor asked a question that changed her perspective; “Does your team know what success looks like, or do they simply know what you want them to do?”
Understanding the Difference Between Compliance and Commitment
The mentor’s question highlights an important distinction between compliance and commitment.
Compliance is about doing what is expected because we have been directed to do so. Commitment goes deeper. It emerges when people understand the purpose behind their work, have a meaningful role in shaping how goals are achieved, and take personal ownership of achieving the desired outcomes.
A Different Approach to the Same Leadership Challenge
When Sarah later learned that patient falls were increasing on the unit, she decided to approach the challenge differently. Instead of arriving at the unit council meeting with a predetermined action plan, she shared the data, explained why improvement mattered, and established a clear expectation that the council would collaborate with therapy colleagues to develop an evidence-based plan to reduce falls. She also clarified the council’s decision-making authority and any parameters they needed to work within. Then she stepped back and listened.
Team members began identifying patterns, discussing workflow challenges, and proposing solutions based on their clinical expertise and point-of-care experience. Sarah had not relinquished her leadership responsibility. She had shifted from controlling the work to creating the conditions for those closest to the work to make meaningful decisions about their practice.
The lesson? Empowerment begins with clarity, not control. Great leaders provide clarity around the vision and expectations, develop competence and confidence, and create the conditions for those closest to the work to take ownership and determine the best path forward.
The next time you are tempted to solve a problem for your team, consider asking yourself: Am I creating an opportunity for someone else to think, contribute, and take ownership—or am I taking away an opportunity for them to develop those capabilities?
Leadership is not about having all the answers. It is about creating conditions where others can find them.
Developing Leaders Who Empower Others
At CHCM, we recognize that building empowered teams requires leaders who know how to create clarity, develop others, and foster a culture of ownership and accountability. Our shared governance and professional governance and leadership development programs and solutions help healthcare leaders strengthen the skills and behaviors needed to move beyond directing the work toward empowering those closest to the point-of-care.
Contact Creative Health Care Management to learn more about how we can support leadership development in your organization.
Frequently Asked Questions About Helping Healthcare Teams Solve Problems
Rather than immediately providing solutions, leaders can ask questions that help staff think through challenges and develop their own answers. Questions such as “What do you think is contributing to this situation?” “What options have you considered?” and “What would you recommend?” encourage critical thinking and professional judgment. Leaders can also help staff reality-test their ideas by asking, “How do we know that is true?” or “What do we expect to happen if we try that?” Leaders can support this process by providing relevant information, clarifying expectations, and following up to evaluate outcomes and learning.
Useful questions include: “What are you noticing?” “What have you already tried?” “What options have you considered?” and “What would you recommend, and why?” Asking “What support do you need from me?” also helps identify where the leader’s involvement would be most useful.
Leaders can clarify the desired outcome, explain decision-making boundaries, and help staff access the resources they need. Agreeing on when to reconnect keeps the leader involved while giving team members room to develop and carry out an appropriate response.
Immediate patient safety concerns, urgent situations, and decisions outside a staff member’s authority may require direct leadership action. The level of involvement should reflect the situation, organizational requirements, and the team member’s experience. Once the immediate concern is addressed, a follow-up conversation can create an opportunity for learning.
References
Creative Health Care Management (2023). Leading an empowered organization. Minneapolis, MN: Creative Health Care Management, Inc.
Guanci, G. (2026). How Leaders Empower Others in Health Care | CHCM. Creative Heath Care Management. https://chcm.com/news-events/how-leaders-empower-others-in-health-care/
Marquet, D. (2012). Turn the ship around: A true story of turning followers into leaders. New York, NY: Penguin Group.
This content was developed under human authorship and editorial oversight, with optional support from AI tools used to enhance clarity and efficiency.
Amber’s deep understanding of data, attention to detail, and drive for creating a culture of excellence offers her clients a strong advantage. With her impressive background as a clinician and leader within a large health system she knows how to motivate others and unlock the potential in individuals and teams. Her work in engaging and leading teams through the strategic planning process by aligning organizational goals with unit and department goals has led to staff understanding of the big picture and collaborative relationships with those from the point of care to those in executive suites.
