Bring a proposed solution when you bring a problem
Describe the problem and your recommended path before asking for a decision.
Key takeaways
- What it is: Describe the problem and your recommended path before asking for a decision.
- Why it works: Escalating a problem without a proposed solution adds cognitive load to the manager — they must now both understand the problem and generate options, without the context you have. Arriving with a proposed solution (even a tentative one) signals ownership, reduces the manager’s burden, and shifts the conversation from "what should we do?" to "is this the right approach?" — a much faster and more productive discussion.
- Evidence: Practitioner experience / self-report; no formal study.
- Avoid: Bringing a solution that is already fully decided and then resisting feedback on it — which is escalation-for-approval rather than genuine problem-solving.
Why it works
Escalating a problem without a proposed solution adds cognitive load to the manager — they must now both understand the problem and generate options, without the context you have. Arriving with a proposed solution (even a tentative one) signals ownership, reduces the manager’s burden, and shifts the conversation from "what should we do?" to "is this the right approach?" — a much faster and more productive discussion.
How to do it
- 1Before escalating, spend 10 minutes thinking: "If I had to decide this myself, what would I do?"
- 2Frame the conversation: "I have a problem I want to flag. Here’s my proposed solution. I’d like your input on whether I’m missing anything."
- 3Be genuinely open to a different approach — the point is not to have your solution accepted, but to arrive prepared.
- 4For truly novel or high-stakes problems, explicitly label it as such: "I’m genuinely uncertain about this and want to think through it with you."
What the evidence says
AnecdotalOwnership and proactive problem-solving are associated with higher performance ratings and faster career advancement in organizational research. The "bring solutions" framing is practitioner consensus in management literature.
Honest caveat: This practice assumes the direct report has enough context to propose a solution. For genuinely novel problems or early in a role, proposing a solution you can not actually evaluate is worse than an honest "I don’t know."
Common mistake
Bringing a solution that is already fully decided and then resisting feedback on it — which is escalation-for-approval rather than genuine problem-solving.
IX Coach coaches the problem-escalation framing: how to describe the problem, present a solution, and invite genuine input in a way that reads as ownership rather than deflection.
Practice this with IX Coach →