Gina Gardiner Associates
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2025-08-07 - From "Fix it for Me" to "Here's My Proposal"
One of the hardest challenges of leadership is when your team begins to depend on you for everything. Every problem is brought to your desk, so every small challenge becomes your responsibility. Before long, you are exhausted, carrying weight that was never meant to be yours alone.
I lived this cycle for far too long. At first, I thought I was being helpful - always available, always ready to solve. But then I realised something uncomfortable: by rescuing people, I was also preventing them from growing.
The turning point came with a single new rule: staff were encouraged to become solution finders rather than problem dumpers. If staff were presenting a problem I asked them to come with some thoughts of what the solution might be. At first, there was resistance. People were used to the easy option of passing the burden upward. But gradually, something remarkable began to shift.
Staff began thinking differently. They came prepared. They began owning their work in a new way. And instead of saying, "Here's the problem," they started saying, "Here's what I think we should do."
It was no longer about me being the fixer. It was about me being the coach and mentor, guiding, supporting, encouraging, but letting them step into their own leadership.
What I discovered was this: empowerment doesn't happen by chance. It happens when you create a culture where people are expected to think, to solve, and to grow.
As you reflect on your own leadership this week, ask yourself:
Am I solving problems that others could solve with a little guidance?
Am I rescuing, or am I coaching?
What might change if I expected solutions, not just problems?
You may be surprised at just how capable your people really are, once you give them permission, and an expectation that they can rise to the occasion.
I lived this cycle for far too long. At first, I thought I was being helpful - always available, always ready to solve. But then I realised something uncomfortable: by rescuing people, I was also preventing them from growing.
The turning point came with a single new rule: staff were encouraged to become solution finders rather than problem dumpers. If staff were presenting a problem I asked them to come with some thoughts of what the solution might be. At first, there was resistance. People were used to the easy option of passing the burden upward. But gradually, something remarkable began to shift.
Staff began thinking differently. They came prepared. They began owning their work in a new way. And instead of saying, "Here's the problem," they started saying, "Here's what I think we should do."
It was no longer about me being the fixer. It was about me being the coach and mentor, guiding, supporting, encouraging, but letting them step into their own leadership.
What I discovered was this: empowerment doesn't happen by chance. It happens when you create a culture where people are expected to think, to solve, and to grow.
As you reflect on your own leadership this week, ask yourself:
Am I solving problems that others could solve with a little guidance?
Am I rescuing, or am I coaching?
What might change if I expected solutions, not just problems?
You may be surprised at just how capable your people really are, once you give them permission, and an expectation that they can rise to the occasion.
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What My Clients Say
"When I took over a new team I wanted to create a shared vision within an improved team environment and make better use of the team's time. Gina devised and facilitated a super 4 hour workshop which she delivered at my office in Canary Wharf. I met with her before the meeting and was able to explore not only the areas I felt were blocking progress and the potential issues facing the team. I found the discussion extremely useful in developing my role as the leader of the team and in planning the strategies to use with the team.
We worked as a team throughout the session. Everyone was successfully encouraged to take ownership of the issues and see themselves as part of the solution.
During the session we identified several things which were getting in the way of optimum team efficiency and which constantly drained our resources. Gina ensured that everyone had a voice and that there was a real sense of 'team'. Everyone felt valued and even the tricky issues were fully aired and dealt with in a positive and constructive way.
We developed, together as a cohesive unit, strategies and approaches that we were all willing and keen to adopt to improve our efficiency and effectiveness. The session was very practical but fun too. People were fully engaged in the process
All our thoughts and ideas were recorded in a very well executed, team-building environment. We left the session with priorities identified and a cohesive plan to move the agenda forward for ourselves and with other departments and with the Senior Management Team of the company.
Back at the desk, the team felt they had been offered a great opportunity to air their frustrations and share their ideas. They had been empowered to find their own solutions and resources that could be easily employed to produce better results.
The results of the session were lasting and far reaching. We had together created a way of making far better use of our individual and team time and manage the expectations of other departments.
It was a really worthwhile session which I recommend Gina to any manager who wants to build the department's sense of team or more efficient and effective use of the team's time.
"
We worked as a team throughout the session. Everyone was successfully encouraged to take ownership of the issues and see themselves as part of the solution.
During the session we identified several things which were getting in the way of optimum team efficiency and which constantly drained our resources. Gina ensured that everyone had a voice and that there was a real sense of 'team'. Everyone felt valued and even the tricky issues were fully aired and dealt with in a positive and constructive way.
We developed, together as a cohesive unit, strategies and approaches that we were all willing and keen to adopt to improve our efficiency and effectiveness. The session was very practical but fun too. People were fully engaged in the process
All our thoughts and ideas were recorded in a very well executed, team-building environment. We left the session with priorities identified and a cohesive plan to move the agenda forward for ourselves and with other departments and with the Senior Management Team of the company.
Back at the desk, the team felt they had been offered a great opportunity to air their frustrations and share their ideas. They had been empowered to find their own solutions and resources that could be easily employed to produce better results.
The results of the session were lasting and far reaching. We had together created a way of making far better use of our individual and team time and manage the expectations of other departments.
It was a really worthwhile session which I recommend Gina to any manager who wants to build the department's sense of team or more efficient and effective use of the team's time.
"
A Mills, World Wealth Banking Executive, London & Hong Kong