Welcome to your next step in becoming a more effective leader: using 1:1s to drive strategic execution. In this unit, you’ll learn how to guide your team through financial problem-solving, foster accountability, and build their confidence in tackling complex challenges. These skills are essential for empowering your team and ensuring that solutions come from within, not just from you.

When a team member presents a financial challenge, your first move should be to ask clarifying questions. This not only helps you understand the issue but also encourages your team member to think more deeply. For example, instead of immediately offering advice, you might say: "Can you walk me through what led up to this variance?" or "What data points are you using to support this conclusion?" These types of questions prompt reflection and often help the team member uncover new insights on their own.

Once the problem is clear, help your team organize their thoughts. If someone feels overwhelmed, guide them to break the issue into manageable parts. You could say: "What are the main drivers you see behind this forecast gap? Let's list them out together." This approach not only makes the problem less daunting but also models a logical way to approach future challenges.

It’s also important to avoid reverse delegation—where the problem ends up back on your plate. Instead of stepping in to solve it, keep the responsibility with your team member. For instance, rather than saying "Let me just handle this for you," try "What options have you considered so far? How can I support you as you work through this?" This keeps your team accountable and helps them grow their own problem-solving skills. The graphic below shows how reverse delegation can be prevented with increased awareness:

Here’s a realistic example of how these skills come together in a 1:1 conversation:

• Chris: Hey Jake, I’m struggling with the Q2 forecast. The numbers aren’t matching up, and I’m not sure where the gap is coming from.
• Jake: Thanks for bringing this up, Chris. Can you walk me through what led up to this variance?
• Chris: Sure. I noticed the shortfall after updating the revenue projections, but I haven’t pinpointed the exact cause yet.
• Jake: What data points have you checked so far? Are there any trends or anomalies that stand out?
• Chris: I’ve looked at the sales pipeline, but maybe I need to dig deeper into the expense side.
• Jake: That sounds like a good next step. What are the main drivers you think could be behind this gap? Let’s list them out together.
• Chris: I think it could be either delayed deals or unexpected costs, but I’ll confirm.
• Jake: Great. What options do you see for closing the gap once you identify the cause? I’m here to support you as you work through this.