Leaders who demand solutions hide problems, eroding transparency and decision quality; encouraging teams to bring problems while offering support boosts collaboration and trust.
The piece argues that the mantra "bring me solutions" silently punishes anyone who surfaces an unresolved issue. When a manager consistently asks for a fix before a problem is even named, team members learn to hide pain points. The result is a blind spot for the leader and a culture where bad news never surfaces.
The article shows how implicit signals-praising quick fixes, losing patience with problem talk, rewarding solo wins-create a feedback loop that reduces transparency. Problems get buried, collaboration stalls, decisions are made on incomplete data, and minor issues fester into crises. The author cites personal experience of moving from "bring me problems, I'll solve them" to a more balanced stance, noting the loss of bandwidth and the damage to team morale.
The recommended approach is a hybrid: ask for problems first, welcome solutions when they exist, and be ready to co-solve when they don't. This signals psychological safety, keeps leaders informed, and lets teams own their work without feeling isolated. By keeping the door open for both problems and solutions, managers protect decision quality and sustain team performance.
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