Bring Me Problems

Overview
The post explores the widely heard directive "don't bring me problems, bring me solutions". It analyses why the approach can be motivating in some contexts but often leads to reduced transparency, siloed work, and poorer decision making. The author shares personal experience and suggests a more nuanced stance that encourages both ownership and open communication.

Key Takeaways

• Managers should encourage problem ownership while remaining open to hearing unresolved issues.
• Overemphasis on solutions can create silos, hide important information, and reduce team collaboration.
• Psychological safety and trust are essential for effective problem solving.
• A balanced approach: "bring me problems-solutions are great if you have them, but let's solve together if you don't."

Who Would Benefit

• Engineering managers and technical leads.
• New managers transitioning from individual contributor roles.
• Teams seeking to improve transparency and psychological safety.
• Leaders interested in fostering proactive yet collaborative cultures.

Frameworks and Methodologies

• Psychological safety principles.
• Ownership and empowerment frameworks.
• Collaborative problem-solving practices.