Martin made it. A new promotion. VP. He looked calm, collected.

“So, what’s up?” I asked. “Are you as calm as you look?”

Martin looked back and chuckled. “How did you know?”

“So, what’s up?” I repeated.

“I am now the manager of people who, just yesterday, were my peers. Overnight, things are different. I am not sure how my old team will respond to me.”

“How do you want them to respond?”

“I want to be seen as their leader,” Martin thought out loud. “I mean, I am afraid that I will provide direction and no one will follow. Then what?”

“You mean, you might tell them what to do, but the team might have other ideas?” I proposed.

“Exactly.”

“Think about it. Don’t they already know what to do?” I pressed.

“Well, yes, most of the time. But sometimes, they run into a difficult problem or a tough decision,” Martin stopped.

“And, they need your help?” I finished.

“Yes.”

“They need your help, so you tell them what to do?” I pressed again.

“Yes, but it’s the same circle. What if I tell them what to do and they don’t follow.”

“Martin, your role, as a manager, is to bring value to the decision making and problem solving of your team. The most effective managers are not those who tell people what to do, but those who ask the most effective questions.”