My coachee was trying to figure out how to make things happen. He also wanted it to be done the right way. Who doesn’t?

He wanted everyone in his team to feel safe to speak up. At the same time, he was seeking to prevent members of his team from feeling attacked when others started to speak up.

He wanted to trust his team and its members. At the same time, he was fearing that they wouldn’t move forward and do the work.

He wanted the members of his team to feel independent, but he also feared that they might feel left alone in their engagement.

He wanted all the members of his team to do the job they had promised to do. But he didn’t want to point out how some jobs were being done by others.

His thinking was sound. He could see all the drawbacks of the choices available to him, his intentions, and the possibility that they might not come true. However, he started to feel anxious when things weren’t going well. He didn’t know how to bridge the gap between his intention and the results he feared in those situations.

He assumed that he needed to know how to proceed and how to reach his objectives. It wasn’t a matter of creating perfect results. He believed that his task as a leader was to achieve the given objectives.

He believed that there was a way to know and be certain.