As a high performer, you're good at solving problems. But do you ever feel too good at it?

I'm hearing from a lot of leaders lately that they're spending their days putting out fires, dealing with crises and answering questions for their team members. 

If that sounds a lot like your days, too, you may feel like you're stuck in this situation. Things are still busy and unpredictable. There's no end in sight for problems that need solving. But maximizing your impact as a leader does not mean always jumping in and coming to the rescue. Today I want to give you some alternate strategies that will benefit both you and your team.

The Downside of Solving

It's easy for leaders to get into the habit of being the fixer or the solver, especially in stressful times like these.

After all, you're a leader because you've proven that you can efficiently solve problems. When team members come to you with a quandary or crisis, you can probably identify a solution quickly. You really want to get this problem off your plate, and coaching your direct report through it seems a lot more complicated than dealing with it yourself. So, once again, you become the solver.

But while you are saving time and stress in the short term, you are setting yourself and your team members up for longer-term problems. When you regularly leap to solving instead of coaching or delegating for development, here's what can happen:

• You lose time for your most important work. As a leader, your priorities should include big-picture thinking and helping your team members develop. When you're neglecting these priorities to do the work your reports could be doing, you aren't adding all the value you can as a leader.  

• You get caught in an unproductive pattern. The more you solve for them, the more your team will ask you to solve. And the less time you will have for anything else.

• Your team members miss opportunities to grow. By over-relying on you, they're hampering their own career development.

• You sow discord on your team. If you're always solving problems for some team members instead of helping them develop, the rest of the team will notice — especially if their colleagues' underperformance creates more work for them. On the other hand, your direct reports who need development may not understand why others are your "go-tos" for important assignments.

3 Questions to Ask Yourself

So how can you balance the short-term concerns of getting things done quickly with the long-term concerns of strengthening your team, developing its members and maximizing your own leadership? Here are a few questions that can help you move from solving to coaching and developing.

• What is your role? Even if you complain about being "the solver," does your ego get a boost from playing this role? Becoming aware of this can help you get unstuck and start finding better ways to use your expertise.

• How do you want to show up? How do you want others to see you as a leader? If you’re always in the details problem-solving, you’re less likely to be viewed as someone with the capacity to move up and contribute more strategically.

• How capable is your team? If you feel nervous delegating to certain team members, is it because of their competence? If so, identify the need for additional training beyond coaching from you.

Making the Shift

With your answers to these questions in mind, what's one small shift you can make to go from short-term problem-solving to investing in your team’s longer-term development? For example, it might be as simple as pausing when someone comes to you with an issue and reminding yourself that this person has the ability to learn and that you can coach them.

As you do things differently, others might not know what to make of your changes in behavior. So remember to connect the dots for them by framing your actions, "I trust you and want to give you a chance to grow. I'm here to help, but I'm going to step back to let you own this project."

From time to time, you will find yourself in urgent situations where you need to jump in and take action. But you can still coach even in these cases. After the problem is resolved, meet with your team member to talk through what you did and prepare them to handle similar scenarios in the future.

As a leader, preparing your team members to lead is one of the most important things you can do. And it shows your own readiness for a bigger role. For more strategies like these, pick up a copy of  "Building a Strong Team" from my Leadership EDGE℠ Series.