They didn’t need answers. They needed a partner.

The work was on track. Deliverables were being met.

But something was missing.

She was quieter in meetings. More reserved.

Still producing quality work—but holding back from stepping forward.

It wasn’t a skill gap.

It wasn’t confusion.

It was hesitation.

Not about what to do—

but whether she had the space and backing to lead more boldly.

So I paused my usual agenda.

And asked a simple question:

“Where do you feel like you’re holding back?”

That opened the door.

It wasn’t about underperformance.

It was about uncertainty.

About stepping into responsibility without knowing if her voice would be supported when it counted.

She didn’t need instructions.

She didn’t need applause.

She needed reinforcement.

Encouragement.

The kind of leadership that signals: “You’ve got this. And I’ve got you.”

That was my third lesson in adaptive leadership:

Sometimes the most powerful thing you can offer… is belief.

Not just through words—but through presence, resourcing, and trust.

This is the Supporting style in Situational Leadership—low direction, high support.

It’s designed for someone who has the competence, but may still be building confidence in themselves—or their environment.

According to Blanchard and Hersey’s model, Supporting is ideal when someone is:

• Fully capable, but hesitant

• Navigating team dynamics or visibility

• Ready to grow, but not yet self-assured

This is where many leaders step too far back.

They assume skill means certainty.

They confuse capability with confidence—and miss a moment to lead.

And in doing so, they miss a critical moment to lead.

Supporting is not passive.

It’s not hands-off—it’s shoulder-to-shoulder.

Signals to Look For:

• Hesitation to take initiative, speak up, or lead

• Reluctance to make decisions without reassurance

• A visible drop in enthusiasm or ownership

• Resistance that looks like disengagement—but may be uncertainty in disguise

These aren’t performance issues.

They’re quiet cues that someone needs support—not because they can’t…

but because they’re not sure it’s safe, encouraged, or valued.

Your role isn’t to direct—it’s to reinforce. To listen.

To praise what’s working.

To invite their voice and back their contribution.

Because when people feel seen and supported, they lean back in.

Your Turn:

Who on your team has the skills—but may still be seeking reassurance?

This week, create space for them to step forward.

Invite their ideas. Reinforce their presence.

And if needed—remove a blocker, open a door, or lend your voice behind theirs.

Next Monday, we’ll close the loop with Delegating—what it looks like when trust becomes the default, and you fully step back.

And at the end of April, I’ll share a full article tying all four leadership styles together—with practical insights for how to flex in real time.