Beyond the Fix: The Art of Coaching the Person, Not the Problem

In the fast-paced world of corporate strategy and organizational design, we are conditioned to

be "problem solvers." When a leader faces a bottleneck in a strategy or a conflict in a

stakeholder meeting, the natural instinct is to dissect the situation, analyse the data, and

provide a solution. However, in the realm of professional coaching, focusing solely on the

"problem" is a strategic error. To facilitate true transformation, a coach must pivot their focus

from the external challenge to the internal human being: we must coach the person, not the

problem.

The Anatomy of the Trap

The "problem" is the narrative the coachee brings into the room. It is the tactical challenge—

the "what" of the conversation. If a coach spends the session brainstorming ways to fix a

specific project delay, they are acting as a consultant or a mentor. While the problem mightget solved, the coachee remains fundamentally unchanged. They have been given a fish, but

they haven't learned to fish.

Coaching the person, on the other hand, focuses on the "who." It explores the beliefs, values,

fears, and patterns of the individual facing the problem. It asks: Who is this person becoming

as they face this challenge? What internal narrative is preventing them from seeing the

solution?

The "Iceberg" of Coaching

A helpful way to visualize this is through the metaphor of the iceberg. The "Problem" is the

10% visible above the waterline—the missed KPIs, the difficult boss, the unclear career path.

The "Person" is the 90% below the surface—their self-regard, their limiting beliefs, their

emotional triggers, and their untapped potential.

When we coach the problem, we are merely rearranging the ice above the water. When we

coach the person, we address the massive structure beneath. If we can shift the "who" (the

underlying belief system), the "what" (the external problem) often resolves itself as a natural

byproduct of the coachee’s growth.

Shifting the Lens: Practical Application

Moving from "Problem-Solving" to "Person-Coaching" requires a shift in questioning.

• Problem-Focused Question: "What steps can you take to finish this project on time?"

• Person-Focused Question: "What is it about your current relationship with

'perfection' that is causing this delay?"

• Problem-Focused Question: "How will you handle the conflict in tomorrow’s

meeting?"

• Person-Focused Question: "Who do you need to be in that meeting to stay aligned

with your values, even if the conflict escalates?"

By shifting the lens, the coach invites the coachee to look into a mirror rather than at a

roadmap. This creates an "Aha!" moment where the coachee realizes that the obstacle isn't

the organizational structure or the difficult colleague—it is their own internal response to those

variables.

The Sustainability of Growth

The ultimate goal of any coaching engagement is to build the coachee’s capacity for self-

directed growth. If a coach "solves" the problem, they create a subtle dependency. If the coach

grows the "person," they create an empowered leader.

When we coach the person, we are building resilience and agility. A leader who has explored

their internal patterns of communication is not just better at handling one difficult stakeholder;

they are better at handling every human interaction for the rest of their career. They move

from a reactive state (being buffeted by problems) to an intentional state (leading from a place

of core awareness).Conclusion: The Coach’s Courage

Coaching the person requires courage. It is often more comfortable for both the coach and the

coachee to stay in the "safe" zone of tactical problem-solving. Diving below the surface to

explore a coachee’s fears or identity can feel vulnerable.

However, as Joshua Freedman suggests in At the Heart of Leadership, the "data" of

leadership is emotional and personal. By ignoring the person to focus on the problem, we

ignore the engine that drives the results. To truly serve our coachees, we must let go of the

need to "fix" the situation and instead embrace the privilege of "growing" the human. When

the person grows, the problems don't just get solved—they get transcended.

by Babita Basak