What If It’s a Problem They Can’t Solve?

I like to be transparent about my mistakes because it helps you avoid them. To paraphrase Bismarck: Any fool can profit from their own mistakes; the wise person profits from those of others. In that spirit…

I had always distinguished between a problem identifier and a problem solver to show that I valued people who got things done. Admiring a problem never solves it, and it is often just a way for people to try to show how smart they are.

“Don’t bring me problems, bring me solutions” was my mantra. That is, until it led to one of my top people covering up a problem because he didn’t have a solution. John was dealing with an unconventional problem that he didn’t have the experience to solve.

“I thought I was letting you down,” he told me. I felt his disappointment.

“No, John, I let you down.”

I had created a situation in which he felt he had to self-censor and spin his wheels as the problem worsened, instead of coming to me with his thinking.

I learned instead to say: “When you bring a problem, bring your contributions.”

A contribution can take many forms, depending on the nature of the challenge. Here’s guidance you can give to your direct reports.

When they are facing a solvable problem within their authority, have them solve it and report what they did. The best contribution is often a problem nobody else has to deal with because you handled it.

When they are facing a problem outside their authority that they know how to solve, have them define the problem, identify viable options, and recommend a course of action. Have them bring you their judgment, not just the issue.

When they are facing a problem within their authority that they cannot solve, have them bring their assessment: Define the problem, identify the risks, explain what they’ve tried, and note where they need your help.

When they are facing a problem outside their authority that they cannot solve, have them bring you their thinking. Define the problem, explain its impact, and help you understand what would improve if the obstacle were removed or reduced.

In every case, the expectation is the same: Don’t simply identify a problem. Contribute to progress.

Now, people have a useful spectrum:

• Solve it.
• Recommend.
• Assess.
• Inform.

All four are legitimate contributions, depending on the situation. I learned that my role is to help people determine which contribution is most appropriate, not to demand a solution in every circumstance.

You see the world’s best companies using a similar approach.

Toyota rewards people who identify problems early, before they become crises. What if the employee was wrong when stopping the assembly line? Toyota rewards the behavior, not the outcome. Otherwise, no one will stop the assembly line until a crisis removes any doubt.

They also evaluate leaders on how well they improve processes and develop people, not simply on production. They want to promote leaders who strengthen the common good, not just ones who look good on short-term metrics.

The Ritz-Carlton provides employees with a problem-solving budget to use at their discretion. Customers love the speed and care in getting the right things done – no lengthy approval processes, just commonsense application to support their guests.

What do you tell your direct reports about bringing up problems?

About Author

Chris Kolenda

I work with leaders who want to build unshakeable business endurance.

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