How to Stop Being Your Team's Problem Solver (And Start Building Leaders)

Start Building Leaders Who Bring Results Instead of Problems

Let's talk about something that's probably happening in your business right now.

Your team keeps bringing you problems.

Not solutions. Not completed tasks. Problems.

"Hey, quick question about this..."

"I'm not sure what to do here..."

"Can you just tell me how you want this handled?"

And every single time, you stop what you're doing, switch gears, and solve it for them.

Because it seems faster. Because you already know the answer. Because if you don't, it won't get done right.

But here's what's actually happening:

You're training your team to stay dependent on you.

And the cost? You can't scale. You're the bottleneck to your own growth. You can't step away. And you definitely can't think strategically because you're constantly switching gears to solve problems that aren't meant for you to solve.

This is what I call the "Incomplete Tasks / Bring-Me-Problems" employee pattern.

And today, I'm going to show you how to break it—not by working harder, not by micromanaging, but by leading differently.

First: No Shame, No Judgment

Before we dive in, I want to say this clearly:

If this problem is happening in your business right now, there is no shame or judgment from me.

You probably got into your business because of a passion for what you do—teaching Pilates, yoga, meditation, whatever it is.

And because of that, you most likely haven't spent intentional time developing your leadership skills or learning how to manage and grow a team.

This isn't because you're bad or did something wrong. And it's not because your employees are bad.

It's simply showing you a gap in leadership skills. And that gap is fixable.

What This Pattern Looks Like

Here's how you can identify if this problem is happening in your business:

Example 1: The Unfilled Sub Request

Your teacher puts out a sub request. A couple days go by, no one answers. The teacher texts you: "Hey, I put out a sub request but no one has answered. What should I do next?"

Example 2: The Upset Member

Your client services person messages you: "We have an upset member who says we double-charged her. How do you want me to handle this?"

Example 3: The Incomplete Strategy

Your business manager comes to you: "I've been thinking about how we could get more private clients. I've started a list of ideas, but I'm not sure what the process should look like. What do you think we should do?"

Every single one of these examples is a 60% complete task being handed back to you.

They started it. They touched it. But they didn't finish it.

And most of the time? They don't even know they're doing it. They think they're being helpful. They think checking in shows they're doing their job.

But what they're actually doing is outsourcing decision-making to you.

Step 1: Name the Pattern (Without Shame)

Your job as a leader isn't to shame them for this. It's to illuminate the pattern.

Here's exactly what to say:

Script:

"Hey, I've noticed a pattern I want to bring to your attention. I'm getting a lot of tasks that are about 60% complete, or questions that start with 'What do you want me to do?' instead of a proposed solution. I don't think you're doing this intentionally, but I want to help you grow into someone who can fully own tasks from start to finish. So we're going to shift how we approach this together."

You're not scolding. You're naming the behavior and setting a new expectation. This is leadership.

Step 2: Re-Establish Expectations

Most employees think "done" means "I touched it."

I posted about the sub request. I started the list. I acknowledged the upset member.

But that's not done. That's just started.

As a leader, your definition of "done" has to be crystal clear. Here's what 100% ownership looks like:

1. You bring me solutions, not problems
   If something is broken, don't just tell me it's broken. Tell me how you think we should fix it.
2. You make the best decision you can with the information you have
   You don't wait for me to tell you what to do. You use your judgment, follow the SOP if one exists, or create one if it doesn't.
3. You complete the cycle
   Not start it. Not move it along. Finish it.

Here's what to say to your team:

Script:

"From now on, when you bring me something, I need it to be one of two things: either 100% complete and you're just updating me, or you're bringing me a problem WITH at least one proposed solution that you believe will work. I am not your answer key. I am your thought partner. But you have to do the thinking first."

That's your new standard. Some people will struggle at first. That's okay. You're going to coach them through it.

Step 3: Teach the 3-Part Ownership Framework

Now you need to give your team a tool to do this differently. Most people don't know how to own a task from start to finish because they've never been taught.

Here's the framework:

1. Identify the Real Problem

Not the surface symptom. The root issue.

Example:

• Surface: "No one answered my sub request."
• Root: "We don't have a clear process for how teachers fill sub classes."

1. Propose a Solution

Bring me your best idea. It doesn't have to be perfect, but it has to be something.

Example:
"I think I should post again with better copy, text five regulars personally, and offer a discounted drop-in rate. If that doesn't work, I'll cancel 24 hours in advance."

1. Own the Outcome

What does "finished" look like?

Example:
"Done means either 5 people signed up, or I've canceled it 24 hours in advance and updated the schedule. I'll text you either way."

Tell your team:

"Every time you bring me something, walk through these three steps first: What's the real problem? What's your proposed solution? What does done look like? If you can answer those, you're ready to bring it to me. If you can't, keep working on it."

This framework trains decision-making. The more they practice it, the less they need you.

Step 4: Coach Before You Correct

Here's where the real work happens.

When your team member comes to you with a problem and no solution, don't just solve it.

Coach first.

Example 1: The unfilled sub request

Teacher: "No one signed up. What should I do?"

Instead of: "Text these five people and post again..."

Say: "What's your recommendation? If I weren't available, what would you try?"

Example 2: The upset member

Client Services: "Member says we double-charged her. How do you want me to handle this?"

Instead of: "Pull up her account and refund her..."

Say: "What do you think is the right next step? Walk me through how you'd handle this."

You're rewiring their decision-making muscles.

At first, they might freeze and say, "I don't know."

That's when you say: "I know you don't know for sure. But if you had to make a decision right now, what would it be?"

Here's the truth: If you keep solving problems for them, they will never learn to solve problems themselves.

So coach first. Guide second. Solve only when absolutely necessary.

The Shift: Assignment Mode vs. Ownership Mode

Here's the deeper issue:

Most employees operate in assignment mode:
"Tell me what to do. I'll do it. Then I'll ask what's next."

But what you need—what your business needs to scale—is ownership mode:
"I take responsibility for the outcome. I think through obstacles. I make decisions. I finish what I start."

This is the difference between an employee and a leader.

Here's the conversation to have:

"I don't want to just assign you tasks. I want you to own outcomes. That means when I give you a project, you're thinking through what success looks like, anticipating obstacles, and making decisions to move it forward. I'm here to support you, but I need you to take the lead."

This repositions their role. They're not just executors. They're decision-makers.

The Bottom Line

Employees who bring you incomplete tasks aren't the problem.

The problem is:

• Unclear expectations
• Low self-trust
• A lack of structure that teaches decision-making

You fix the pattern with:

1. Clear expectations – Define what 100% ownership looks like
2. A simple framework – Teach the 3-part ownership model
3. Coaching questions – Ask instead of answering
4. Accountability – Close the loop professionally
5. Positive reinforcement – Celebrate when they get it right

When you lead like this, your team stops bringing you problems and starts bringing you outcomes.

That's when you can finally step back. That's when your business can scale. That's when you get to be the CEO instead of the problem solver.

So pick one person on your team this week. Have the conversation. Set the expectation. Teach the framework.

And watch what happens.

Want to learn more about building and leading a high-performing team?

Work with Jackie Murphy

• Say Hi on Instagram @studioceoofficial
• Level up your Marketing Skills in the Free Marketing Training:
  https://www.jackiegmurphy.com/3-marketing-mistakes
• Learn more about The Studio CEO Program: https://www.jackiegmurphy.com/studioceo