Cameron Herold tells managers to stop giving employees the answers. Ask what they think you should do, let them propose solutions, and resist jumping in with guidance. People learn to think when you make them do the thinking.
Chapters
Your job is to grow people. Your job is to let them get the results you're looking for. So if I was to come to you as one of your direct reports, what do you think I should do about teaching our people AI what you should be doing is saying to them what do you think we should do? Because they're going to say I don't know and then say, well then go away and think about it and come back and tell me what you think we should do. If they come back and they go okay, I went away, I thought about it, come back and I don't really know what to do. And you go okay, what did you do? How did you go through it? Then you can tell them the kinds of questions they could ask. Then they can go away and come back. But by you giving them the questions, you're not training them to sit down and think about the problem.