A useful exercise to go through at the beginning of your transition is to sit down and make a list of all the things that are awesome about the current state of the world. Does everyone get along? Are your processes efficient? Is your team known for rigorous and high-quality work?

Now, next to that, create a list of all the things that could be better. Is your team cagey about deadlines? Does it seem like priorities are always shifting? Is there that one really long weekly meeting nobody wants to attend?

These two lists give you the start of a plan for what you should and shouldn’t change. You don’t need to fix what isn’t broken, but neither should you feel like you’re stuck in a time machine of this is how it was always done. After all, that’s why you got the job! Taking the time to reflect on the biggest opportunities for improvement helps you understand how to best act as a multiplier for your team.

Your job as a manager isn’t to dole out advice or “save the day”—it’s to empower your report to find the answer herself. She has more context than you on the problems she’s dealing with, so she’s in the best position to uncover the solution. Let her lead the 1:1 while you listen and probe.

Here are some of my favorite questions to get the conversation moving:

• Identify: These questions focus on what really matters for your report and what topics are worth spending more time on.

What’s top of mind for you right now?

What priorities are you thinking about this week?

What’s the best use of our time today?

• Understand: Once you’ve identified a topic to discuss, these next questions get at the root of the problem and what can be done about it.

What does your ideal outcome look like?

What’s hard for you in getting to that outcome?

What do you really care about?

What do you think is the best course of action?

What’s the worst-case scenario you’re worried about?

• Support: These questions zero in on how you can be of greatest service to your report.

How can I help you?

What can I do to make you more successful?

What was the most useful part of our conversation today?

For a leader, giving feedback—both when things are going well and when they aren’t—is one of the most fundamental aspects of the job. Mastering this skill means that you can knock down two of the biggest barriers preventing your reports from doing great work—unclear expectations and inadequate skills—so that they know exactly where to aim and how to hit the target.

Here, setting expectations helps with both problems. At the beginning of the project, let your report know how you’re planning to be involved. Be explicit that you’d like to review the work twice a week and talk through the most important problems together. Tell him which decisions you expect to make, and which he should make.