Don’t Come to Me With Problems, Only Solutions
Why this is a terrible saying, and terrible management advice.
[This is an excerpt from my book, Maxing Out. If you want to go ahead and buy the whole book, I’d love that! It is here, as Kindle or paperback.]
In 2015, a major scandal erupted when it was discovered that Volkswagen had been cheating on diesel emission tests to pass stringent new US standards.
After some investigation, it turned out that special software had been installed in the engine that detected when its emissions were being tested, and it altered the engine’s behavior to pass the tests. When not in the special “beat the test” mode, the emissions were found to be more than forty times the US Environmental Protection Agency’s regulated limit.
When I first heard this news, my cynical self mentally filed it under “corporate corruption” and moved on, happy to see them exposed and fined.
But then, I learned that the technologists had put this cheating functionality into the software without the knowledge of upper management. It turned out they were under extreme pressure to comply with the limits no matter what and within what was for them an unreasonably tight time frame. Upper management didn’t care how unreasonable the deadlines were, and they weren’t interested in hearing excuses regarding why the goals couldn’t be met.
Rather than raise these issues, engineers invented a workaround. Their solution was illegal, but they settled on that over having uncomfortable conversations with their bosses about the impossibility of the goal. Imagine the corporate culture of a company where the rank and file prefer a solution like this.
The expression “Don’t come to me with problems, only solutions” is a commonly quoted management trope. Usually it’s quoted by a leader talking about how their subordinates escalate issues to them.
The thought behind it is to push subordinates to be “solution-oriented.” Otherwise, the subordinate is just complaining and, by definition, accepting the status quo of whatever that issue is.
Earlier, we said subordinates should bring their bosses “things they can say yes to.” This is one way to be solution-oriented.
But sometimes it isn’t enough.
What if the subordinate can see the problem or the issue, but doesn’t know how to solve it? What should they do? Their boss has explicitly told them NOT to bring them problems.
They are stuck.
In pushing his subordinates to be more solution-oriented, sometimes that boss is suppressing open dialogue.
Given how difficult it is to achieve candor up the chain of command, it’s already hard for subordinates to bring problems to their bosses. With this saying ringing in their ears, it is even harder.
So I really don’t like it when I hear leaders say this or read articles to this effect.
Consider the Volkswagen engineers again. Maybe they didn’t see any solution out there, except what they did—which was to lie and cheat. And maybe they thought management implied they should do whatever they had to do to pass the test, maybe without telling them the solution—because management didn’t want to know.
A better management approach is being open to hearing about problems, even when the subordinate doesn’t have a possible solution. Oftentimes, people lower in an organization feel trapped by expectations, circumstances, or the situation and can’t see a resolution. They need to feel empowered to come to you with those feelings, knowing you will react constructively with a desire to help.
When subordinates bring you an intractable problem, have a conversation with them about potential solutions. Help them see the alternatives and weigh them to decide how to move forward. Or help them see that there is no alternative. Sometimes we just need to live with certain problems.
Presumably you are in management because of your experience and wisdom. Help your subordinates learn what to do, rather than expecting them to magically know. This type of conversation may turn into a mentoring session and may go from being the dreaded conversation to one of the most valuable conversations your subordinates can have. It may be their golden opportunity to learn how to deal with certaintypes of difficult problems. And they may learn to trust their boss to help them.
Over the course of these problem-solving sessions, your subordinates will become wiser and more capable of devising their own proposals. They won’t feel trapped but empowered with the agency to approach you in a new way to discuss solving problems. Now you’re placing the emphasis on solutions, but in a constructive, helpful, collaborative way.
Until then, having clear, candid discussions up the chain about problems is much preferable to inadvertent suppression of discussion because leaders are quoting misguided sayings they read on LinkedIn. Be the wise and helpful leader your team needs.
If you’re not, you might discover you’ve become a leader at Volkswagen.
I’d love to get your feedback on the Chapter above. Just let me know what you think in the comments below. If your suggestions are good, I’ll change the intro and make it better!
If you want to go ahead and buy the whole book, I’d love that! It is here, as Kindle eBook or paperback.