How to Redirect Issues That Are Actually Leadership Responsibilities

If you're the only HR person, or pretty new to HR, everything probably feels like it's landing on your plate. Managers bring you performance issues, team drama, employees who aren't meeting expectations, morale problems. It can start to feel like you're supposed to fix all of it. But that's not actually your job. Your job is to support leaders, not do their job for them. This guide walks through how to redirect issues back where they belong without being a jerk about it.

What Actually Gets Dumped on HR

Most of the issues that get passed to HR fall into a few predictable categories:

1. Performance conversations 

• "Can you talk to Sarah about missing her deadlines?" 

• Translation: the manager doesn't want to have an uncomfortable conversation.

  
  

2. Interpersonal conflict. 

• "Mike and Jason aren't getting along, can you mediate?" 

• Translation: the manager wants someone else to handle the awkwardness.

  
  

3. Behavior issues 

• "Can you tell Alex to stop showing up late?" 

• Translation: the manager wants HR to be the bad guy.

  
  

4. Team morale problems 

• "The team seems disengaged, what should we do?" 

• Translation: the manager wants you to diagnose and fix team dynamics they should be managing.

  
  

The quick test: Who manages this person day-to-day? Who sets their priorities and holds them accountable? If the answer isn't you, it's probably not your problem to solve. You're there to coach the manager through it, not take it over.

The Redirect Formula

When a manager tries to hand off a people issue, use this three-part approach:

1. Acknowledge without absorbing: "I hear you, this sounds frustrating."

2. Clarify ownership: "Since you manage their day-to-day work, this conversation should come from you."

3. Offer support: "I'm happy to help you prepare for the conversation or sit in for support if you'd like."

Sample scripts you can use:

For performance issues: "I'm happy to help you prepare for the conversation, but it needs to come from you as their manager. Let's talk through what you want to say."

For conflict between team members: "This sounds like something you'll need to address with both of them. Want to role-play how that conversation might go?"

For behavior issues: "You're the one who sees this behavior daily, so the feedback will land better coming from you. Let's outline what you'll say."

When they push back: If they say "But you're better at this," respond with: "I can definitely coach you through it, but your team needs to hear this from their direct manager. I'm here to support you, not take it over."

When to Stay Involved vs. Step Back

Stay involved when:

• There's a policy violation (harassment, discrimination, safety concerns)

• The situation could have legal implications

• The manager is brand new and needs hands-on coaching

• Documentation is required for progressive discipline

  
  

Step back when:

• It's about day-to-day performance or behavior management

• The manager is capable but uncomfortable

• The issue requires ongoing accountability only the manager can provide

• You're being asked to deliver feedback the manager should own

  
  

Gray areas: When you're not sure, start by coaching the manager. If they really don't have the skills yet, fine, you can step in temporarily. Just be clear you're showing them how to do it, not doing it for them going forward.

How to Support Without Absorbing

Supporting leaders doesn't mean doing their job. Here's what actually helps:

Help them organize their thoughts: 

• "Walk me through what you've observed. What specific examples can you point to?"

  
  

Provide structure:

• Share a conversation outline or talking points they can use.

  
  

Role-play difficult conversations:

• Let them practice with you before the real thing.

  
  

Review documentation:

• Look over their notes or emails before they send them.

  
  

Sit in for support (not to lead):

• Attend the conversation, but let them drive it. You're there as backup, not to take over.

  
  

What not to do: 

• Don't draft the whole email for them. 

• Don't lead the conversation while they sit there. 

• Don't let them hand you the problem and disappear. 

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If you do any of these for them now, they'll never learn and it'll keep coming back to you.

Protecting Your Role Long-Term

How you respond early on sets the tone for everything that comes after. If you take over everything at the beginning, that becomes what people expect. If you coach and redirect from the start, that becomes normal.

Set expectations early:

• In your first 90 days, be explicit about what you do and don't do: "My role is to partner with you on people strategy and coach you through tough situations, not manage your team for you."

  
  

Watch for patterns:

• If the same manager keeps bringing you the same type of problem, they need coaching, not another handoff. 

• Say something like: "I've noticed this keeps coming up. Let's talk about what support you need to handle these on your own."

  
  

Don't apologize for having boundaries:

• Redirecting work back to managers isn't being difficult, it's being clear about who does what. And that clarity makes everyone's job easier.

  
  

It's okay not to know everything: 

• When you're new, people expect you to have all the answers. You don't.

• It's fine to say: "Let me look into this and get back to you." Being thoughtful is better than reacting fast just to seem confident.

  
  

The more consistent you are with this, the less it'll feel like everything is your problem. You'll earn more respect, feel less overwhelmed, and actually have time to do the strategic work you're supposed to be doing.