Helping Your Employees Make Wise Choices

Cathie Leimbach • June 1, 2021

Creating a culture that empowers employees to make good decisions will help their professional development, increase employee engagement, and enable your organization to reach its objectives more efficiently. 

 

Helping your employees to make wiser choices requires providing them the tools they need to make high-quality decisions and the right level of guidance and coaching.  Unfortunately, it can seem time-consuming and much easier to either do it yourself or tell your team what actions they should take.  However, since the research shows that companies that empower their employees with coaching and tools have teams that are nearly four times more likely to make a good decision and outperform industry peers financially, it is well worth the effort involved.

 

Employee decision-making is enhanced when there is a clear understanding of the company's vision, values, and priorities.  Ensure that each of your employees knows how their role and responsibilities contribute to the company's overall success.

 

Embrace reasonable mistakes as learning opportunities. All too often, employees are willing to make no decision rather than make the wrong one.  Unfortunately, that leads to employees lining up outside your door waiting to be "told" what choice is the best one. 

 

Encourage your employees to make decisions on their own. However, be available if they feel they are drifting off course. Supporting your employees to learn how to make the best possible choices means listening to empower rather than jumping in with advice. 

 

Coaching your employees to make good choices requires balancing how much input you give and guiding your employee to make the best decision. Using the following four steps lets you walk an employee through the decision-making process. Your use of reflective listening and open-ended questions will allow your employee to explore the problem with you.

 

  • What are the issues? During this step, encourage your employee to identify all of the issues that are impacting the current situation.  If things are unclear, ask clarifying questions. Before moving to the second step, take a moment to summarize what you have heard. 
  • What is the desired outcome? Starting with the end in mind helps to bring clarity to the decision-making process. It also helps your employee to focus on what might work to get results.
  • What are the options? Coach your employee to identify all of the possible options. Then, keep asking "what else" until the list is complete.
  • Match the option to the desired outcome and make a choice. In this final step, your role is to empower the employee to compare all of the options and choose which one will get results. It is helpful to list the pros and cons. For each option, consider how it will help achieve the desired outcome and the potential pitfalls.

 

There is a time investment required to effectively coach and empower your team. In the long run, however, it is well worth the effort. Your team will be better equipped to repeatedly make the best decisions possible.

 

Ready to help your employees make wiser choices? Reach out for a free 20-minute session to discuss what tools can help you empower your team.


Same Conversation, Different Expectations: Why One-on-Ones Need a Clear Close

By Cathie Leimbach • September 29, 2026
Jason left his one-on-one feeling encouraged. His supervisor, Ellen, had listened as he described competing deadlines and his interest in becoming a team leader. They talked about the possibility of shifting some of his workload. Ellen also suggested that training might help him prepare for a leadership role. "Let's work on that," she said. Jason thought help was coming. Ellen thought Jason would bring her a plan. Two weeks later, the deadlines were closer. Nothing had been reassigned. Neither had looked into training. During their next one-on-one, Ellen asked how things were going. "I'm still waiting to hear which project you want me to focus on," Jason said. "I thought we agreed that you would work that out." "And the leadership training?" "Did you find a course?" Jason paused. "I thought you were going to recommend one." They had discussed the same topics. They had left with different expectations. Neither intended to let the other down. But they hadn't agreed on who would do what, or when. Turn a Good Conversation into Clear Next Steps Listening matters. So does what happens after you listen. Before you end your next one-on-one, take a few minutes to make sure you and your employee understand what comes next. Talk about priorities. If everything can't be done at once, agree on what comes first. Ask what might get in the way, and what support would help. Make room for professional growth, too. What does the employee want to learn? What responsibility would they like to prepare for? Identify a step you can each take to move that development forward. Then write down your agreements. Keep the notes simple: what needs to happen, who will do it, and by when. Include your own commitments. Putting It Into Practice Ellen and Jason tried again. "The client proposal comes first," Ellen said. "I'll talk with Marcus today about taking over the weekly report. By Friday, I'll let you know whether he can." "I'll find two leadership courses before our next meeting," Jason said. "Then we can talk about which one fits." Both Jason and Ellen knew what to do next. The following week, both reported their findings and they made decisions on how to move forward. Jason’s work became more aligned with Ellen’s departmental goals. Jason felt valued and appreciated. Their weekly one-to-ones became the backbone of their workplace success. Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register Here

Want High-Performing Employees? Make Expectations Clear During One-on-Ones

By Cathie Leimbach • September 29, 2026
Sally appreciated that her supervisor made time for weekly one-on-ones. It made her feel valued. But after 18 months with Emerald Corp, something was missing. She rarely received feedback. Her supervisor didn’t tell her what she was doing especially well—or where she needed to improve. And although the company had promised continuing education when she was hired, no development opportunities had materialized. Sally loved learning. Several next-level positions interested her, but she knew she needed additional knowledge and skills. Meanwhile, two college classmates working in other departments had already been promoted. She was a fast learner. She was getting bored. And she was beginning to wonder whether she had a future at Emerald. So Sally started applying elsewhere. During Monday’s one-on-one, she asked her supervisor whether he would serve as a reference. He was stunned. “You’re doing well,” he said. “There are lots of opportunities for you here.” Sally asked whether he would support her applying for an internal position. “Well, you’re doing fairly well,” he replied, “but there are several things you could be doing better. You’d also need more experience or training before you’d be ready for the next level.” Sally was confused. “What should I be doing better?” Her supervisor mentioned a few areas for improvement. “Why haven’t you told me this before?” Sally asked. “No news is good news,” he replied. “You’re certainly not at risk of losing your job.” “But you’re telling me I’m not ready for a promotion. How am I supposed to improve if I don’t know what you expect?” Her supervisor assumed Sally would figure it out over time. Sally had assumed she was already meeting expectations. Both assumptions were costly. Within days, Sally had two interviews with other companies. One-on-Ones Should Help Employees Succeed Employees shouldn’t have to guess what high performance looks like. One-on-ones are an opportunity to make expectations clear and help employees become more successful. Talk about what they are doing well. Be specific about where improvement is needed. Ask about their challenges, interests, and future goals. Then provide the coaching, training, and support that can help them succeed. Don’t wait until an employee asks for a reference to talk about their future. Ask before you assume. Conversation is where leadership happens™ Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register HERE