“Empower them,” they said.
So you gave them freedom… and watched them flounder.

We talk a lot about trust.
About giving space. About not micromanaging.

But no one tells you how hard it is to watch someone struggle when what they really need… is you.

There’s a moment I’ll never forget from early in my leadership journey.

We were in the middle of a high-stakes deliverable—tight timeline, cross-regional pressure, a team that barely knew each other yet. One team member—sharp, curious, clearly high potential—was new to the role.

And they were spiraling.

The ambiguity was fueling anxiety.
The more autonomy I gave, the more overwhelmed they became.
I kept thinking, “I should coach them through this. They’ll figure it out.”
But it wasn’t working.

So I paused.
And shifted.

Instead of asking open-ended coaching questions, I gave a starting point:
“Here’s the first step. Do this piece next. I’ll walk you through the rest.”

You could feel the tension drop.
The pace picked up.
And their confidence started to grow.

That was my first real lesson in Adaptive Leadership.

Sometimes the most supportive thing you can do… is give direction.
Not to control. Not to diminish.
But to meet someone exactly where they are.

This is the essence of the Directing leadership style:
High direction, low support.
Not micromanagement.
Not over-functioning.
Just clear, actionable guidance for someone who needs a map before they can make their own.

According to Blanchard and Hersey’s Situational Leadership model, Directing is essential when someone is:
• New to a task or environment
• Uncertain where to begin
• Craving clarity more than autonomy

But here’s the nuance most leaders miss:
It’s not a forever style.
And it’s not a power grab.
It’s a grounding mechanism.

Ignoring the need for direction out of fear of “being too prescriptive”? That’s not empowerment. That’s avoidance.

Signals to Look For:
• Hesitation in decision-making
• Repeated clarification questions
• High effort, low progress
• Visible stress around ambiguity

These aren’t signs of failure.
They’re invitations to lead differently.

Clarity isn’t control. Clarity is care.
And giving someone direction—when it’s what they need—can be a powerful leadership micro-moment.

Your Turn:
Who on your team is stepping into something new right now?
Where might clarity build confidence faster than encouragement alone?

Think less about telling someone what to do—and more about showing them where to start.
Don’t let your fear of overstepping become a barrier to momentum.

Next week, we’ll move into Coaching—what happens when someone has a little more experience, and your role becomes more about unlocking, not instructing.

And at the end of April, I’ll share a full article that brings all four leadership styles together—and the mindset it takes to flex between them in real time.