As leaders, we often face situations where team members are struggling with unclear processes or miscommunications. Maybe work keeps falling through the cracks during handoffs. Perhaps there's ongoing confusion about who's responsible for what. Or team members might be experiencing friction because expectations weren't clearly defined.

When tension arises from these gaps, our instinct is often to step in and manage the situation directly. We might find ourselves mediating conflicts, repeatedly clarifying expectations, or getting pulled into the details of day-to-day work. While this hands-on approach might solve the immediate issue, it creates two problems: it makes us a bottleneck, and it doesn't prevent the same issues from happening again.

But there's a more effective approach: rolling up our sleeves and working alongside our team to build systems that create clarity for everyone. Instead of managing people, we can create structures that help everyone succeed.

Here's what I've learned: true support isn't about fixing problems for people—it's about partnering with them to build solutions that last.

How to Support Employees Without Micromanaging

Step One: Identify System Gaps

When problems arise, look first at the systems:

• Is there a clear process?

• Are expectations documented?

• Do people have the tools they need?

• Is information easily accessible?

Pay attention to patterns that signal system gaps:

• The same questions keep coming up

• Work gets stuck at the same points

• People seem unclear about who does what

• Simple tasks feel unnecessarily complex

Common system gaps include:

• Undefined handoff points between teams

• Unclear decision-making authority

• Missing documentation

• Inconsistent processes

For example: When you notice recurring confusion about any process—whether it's project handoffs, resource requests, or team coordination—the issue often isn't about people, it's about missing structure.

Step Two: Partner Instead of Prescribe

Don't just tell people what to do differently:

• Sit down together to build the solution

• Work side by side on implementation

• Share the learning process

• Create ownership through involvement

Try opening the conversation with: "I notice this comes up often. What do you think would make this process smoother?" "What tools or resources would help you avoid this challenge?" "If we were to build a system to prevent this, what would it need to include?" "Let's take an hour together to design something that works better."

The key is inviting their expertise while showing you're ready to roll up your sleeves too: "I'm happy to work on this with you. Should we block some time to map out a better process together?"

For example: Instead of sending an email with new procedures, schedule time to work alongside team members to develop and implement solutions. This creates both capability and buy-in.

Note: This is hard to do - it’s surprisingly tempting to just tell people what they need to do and just move on, especially if you work in an environment where things move fast and you want to feel like you “checked the box” of holding people accountable. Taking the time to slow down enough to build a real solution, though, will pay dividends in the future.

Note: If this collaborative approach isn't typical in your organization, team members might be surprised or skeptical at first. They might expect you to just tell them what to do, or wonder if this is a temporary initiative. That's okay—stay consistent in showing up to help build solutions together. When people see you're genuinely committed to working alongside them, not just directing from above without understanding what they go through, they'll begin to engage differently.

Step Three: Build Sustainable Support

The goal isn't just to solve the immediate problem:

• Document processes clearly

• Create accessible resources

• Build in check-points

• Make support systematic

This means:

• Writing down what you create together

• Making sure documentation is easy to find and use

• Setting up regular review points to refine the system

• Creating feedback loops to catch issues early

Think about sustainability from the start:

• Who needs access to this information?

• How will new team members learn the system?

• What might cause the system to break down?

• How will we know if it's working?

A good system makes support automatic rather than dependent on any individual. When you build systems together, you're not just solving today's problem—you're preventing tomorrow's issues and building team capability at the same time.

One Thing to Ask Yourself This Week:

"Where am I repeatedly stepping in to manage situations that could be prevented with better systems?"

One Thing to Try:

Next time you notice a recurring issue, resist the urge to manage the situation. Instead, gather the relevant team members and ask: "What system could we create together that would prevent this issue?" Then roll up your sleeves and build it together.

Every time you're tempted to step in and manage, ask yourself: "Could a better system prevent this issue?" The answer is usually yes.

Until next week,

Lauren