Christine Carrillo on Avoiding Bottlenecks and Empowering Teams

In a recent LinkedIn post, Christine Carrillo discusses a common leadership pitfall: becoming a bottleneck by consistently solving the same problems for a team, rather than empowering them to think and decide for themselves. Carrillo argues that this pattern, while feeling helpful, ultimately hinders team growth and scalability.

Carrillo highlights the internal monologue leaders might have when falling into this trap: “I’m just answering questions.” However, she posits that the reality is more complex. The post explains the cycle where a leader solves a problem, feels useful, only for the same issue to resurface later, necessitating the leader’s intervention again.

“You’re not being helpful. You’re the bottleneck.”

This dynamic, according to Carrillo, often stems from a fear that if the team doesn’t need the leader’s answers, they won’t need the leader at all. Carrillo counters this by emphasizing the power of teaching team members how to think, rather than simply providing solutions.

The Dangers of Being the Sole Problem-Solver

Carrillo elaborates on the negative consequences of a leader acting as the perpetual problem-solver. She suggests that this approach fosters dependency rather than independence within the team. When leaders consistently step in to provide answers, they inadvertently prevent team members from developing their own decision-making capabilities.

Shifting from Answers to Thinking

The core of Carrillo’s message is a call to action for leaders to shift their focus from providing answers to teaching problem-solving methodologies. She asserts that this approach has a multiplying effect, freeing up the leader’s time and empowering the team.

“Showing them how you think isn’t about replacing you. It’s about multiplying you.”

As Carrillo points out, leaders who merely give answers cultivate teams that rely on them, whereas leaders who teach critical thinking skills build teams that can scale effectively. This distinction is crucial for sustainable business growth, especially for companies aiming to achieve significant results with smaller teams.

Empowering Decisions: A New Framework

To facilitate this shift, Carrillo proposes a practical framework for leaders to use when a team member approaches them with a problem or decision. Instead of providing an immediate answer, leaders are encouraged to ask a series of guiding questions.

“When your team comes to you for a decision, don’t answer. Ask them: → What outcome are we trying to get? → What’s your confidence level on this? → What’s the worst case if you’re wrong? → Can you reverse this decision if needed?”

Carrillo argues that if a team member can confidently answer these four questions, they are well-equipped to make the decision themselves. This process not only saves the leader time but also builds the team’s confidence and autonomy. As Carrillo concludes, this method transforms leaders from sole problem-solvers into facilitators of team growth and scalability, ultimately enabling the business to achieve more with less.