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Originally trained as an engineer, Dr. Nicole Price later found her true calling in leadership development as a keynote speaker, training leader, and CEO of Lively Paradox. She believes that leadership is personal. Her goal is to always balance courage with caring as she helps clients face and overcome the most challenging leadership development obstacles. Dr. Price holds an M.Ed. in Adult Education, an Ed.D. in Educational Leadership and Management, and is a consultant and a Master Coach for InsideOut Development. 

Nicole Price

In leadership, there’s a belief that often goes unspoken—people can’t be trusted to solve their own problems. This mindset isn’t limited to people working in junior roles; it’s prevalent even at the highest levels of leadership. We tend to think that only through our intervention can others succeed. But what if that perspective is fundamentally flawed? What if, instead of positioning ourselves as problem-solvers, we understood our roles as coaches or trusted guides who enable others to unlock their potential?Breaking the “Fix-Them” HabitLeaders are conditioned to solve problems. It’s in our job descriptions, and we often receive praise when we consistently address issues and solve problems. But when it comes to coaching, this “fix-it” mentality can do more harm than good. The challenge is that people are not processes to be solved. We aren’t broken machines needing repair; we’re complex, capable individuals who can navigate our own challenges. Yet, the impulse to jump in with advice or solutions often overshadows our belief in other people’s abilities.This approach doesn’t just chip away at the confidence of the people we lead—it reinforces a false narrative that they’re incapable of resolving their own issues. It’s a subtle form of disempowerment that can stifle growth and innovation. When we’re always the ones solving problems, we unintentionally teach people to rely on us instead of building their capacity to think and act independently.Flipping the ScriptAn InsideOut Approach (TM) to coaching flips the script. Instead of considering ourselves to be the experts with all the answers, we show up as facilitators of self-discovery. This method involves asking the right questions—questions that encourage people to reflect, explore, and come up with their own solutions.When we coach this way, we’re affirming our belief in the person’s ability to handle their own challenges. It’s not just about what they know; it’s about helping them draw from their experiences, values, and insights to find the right path forward. This approach fosters confidence, ownership, and accountability—qualities essential for genuine growth.Tips to Remember People Are Capable1. Pause Before You Advise: When someone comes to you with an issue, a challenge, or a complaint, before jumping in with advice, take a moment to pause. Ask yourself, “What does this person already know about their situation?” This simple shift can help you move from fixing to guiding.2. Ask, Don’t Tell: Just at the point when you think someone needs your sage advice, try turning your advice into questions. Instead of saying, “You should do this,” try asking, “What do you think you should try?” This empowers the individual and encourages deeper thinking. Besides, you will be surprised how often the person says exactly what you are thinking.3. Trust the Process: Give this method a genuine try before dismissing the merits of it. Believe that the person has what it takes to figure things out. Their approach might differ from yours, and that’s okay. We are all different therefore doing it your way might not turn out exactly as it did when you tried it for a variety of reasons. Trust that the journey of discovery is just as important as the outcome.By challenging our own assumptions and adopting an InsideOut Approach (TM) to coaching, we create environments where people feel trusted, capable, and empowered to take control of their own success.

Trusting People to Solve Their Own Problems

Whenever we help a company implement a coaching program or tackle issues with DEI, we understand that organizations are made up of people.

How Coaching Helps Overcome the Most Common Hurdle to Diversity, Equity, and Inclusion

Nicole Edwards is a dynamic, passion-driven talent development professional dedicated to making a positive impact on everyone she meets. She has been the professional development manager at Prime Time Palm Beach County for the last six years, where she has devoted her time to investigating cutting-edge topics and approaches to training and development in the out-of-school time (OST) field. Passionate about leadership development, successful communication, and building teams, she is also a Master Practitioner Candidate of the Myers-Briggs Type Instrument. She believes that OST is a unique, rich platform to ignite positive change in OST practitioners and youth alike.

Nicole Edwards

March 2013 - TD Magazine

Tech Support

Agencies must reskill and upskill existing staff as missions and technologies evolve. A skills-first strategy taps internal talent, boosting agility, morale, and long-term retention—without overreliance on external hiring. The Business Case for Skill-Based Talent Management Workforce Agility & Retention: Rapidly redeploy trained staff to priority projects, reducing burnout and turnover. Cost Savings: Upskilling costs 20–30% less than recruiting new employees, closing gaps faster.Innovation & Loyalty: Investing in careers fosters continuous improvement—employees are more committed when they see growth opportunities. Key Components of a Skills-First Talent Framework Competency Architecture: Define clear skill profiles per role to guide hiring and development. Assessments & Badges: Measure proficiency, reward achievements, and motivate ongoing learning. Skill Gap Analysis: Built-in analytics identify shortfalls so targeted learning paths can close gaps efficiently. Curated Microlearning Library: Thousands of bite-sized courses across government topics deliver training at the point of need. Data & Insights: Dashboards track progress, engagement, and trends, informing content investment and strategy. How Meridian Empowers Skill-Based Talent Management Skill Tagging & Tracking: Auto-tag courses and learner profiles—portfolios update with each completion to highlight high-potential talent. Skill Gap Analysis: Compare workforce skills against profiles, then deploy relevant microlearning to address deficits. Personalized Learning Paths: Dynamic journeys adapt to individual goals and proficiency, mapping clear career milestones. Role-Based Dashboards: Custom views for HR, leadership, and staff surface key metrics for swift, data-driven decisions. By uniting these capabilities, Meridian enables agencies to transition from credential-based hiring to proactive, skill-focused development, thereby strengthening resilience and nurturing retention. Best Practices for Implementation Engage Stakeholders Early: Align HR, managers, and IT on strategic competencies. Pilot Critical Functions: Start with high-impact areas (for example, cybersecurity) to prove value and refine processes. Just-in-Time Learning: Leverage micro-learning “snacks” for on-the-job reinforcement. Measure & Iterate: Monitor proficiency timelines, completion rates, and gap closure—then refine content and paths. Skill-based talent management isn’t just about filling vacancies—it’s about empowering employees, driving innovation, and cultivating loyalty. Meridian’s integrated approach—competency mapping, gap analysis, personalized paths, and microlearning—helps agencies build an agile, committed, future-ready workforce. Ready to see it in action? Stop by our table at ATD Government Workforce to learn more!

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