Why Speaking Up Matters: The Case for Raising Problems at Work

Let’s Talk About Problems: Why Raising Issues Matters More Than Having All the Answers

Why This Phrase Bothers Us

We’ve all heard it at some point: “Don’t bring me problems, bring me solutions.” On the surface, it sounds like good advice—encouraging initiative, responsibility, and self-reliance. But every time we’ve reflected on it, something about that phrase feels off.

What it really communicates is: “If you don’t know how to fix it, don’t bother telling me.” That mindset, if left unchecked, creates an unsafe culture. Imagine how many serious issues go unspoken simply because someone was afraid they didn’t have the “right” solution at hand.

We believe the healthier approach is this: raising a problem is itself a valuable contribution. Spotting risks, identifying flaws, and bringing awareness to an issue is just as important as solving it. Both skills keep a workplace functioning.

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Tip: When you spot an issue, don’t stay silent just because you’re unsure how to fix it. Speak up early. It’s easier to resolve a problem that’s been flagged than one that’s been hidden.

The Real-World Example

Think about working on something sensitive, like payroll software. If we noticed a bug that could cause employees to be underpaid or overtaxed, we’d have an ethical responsibility to raise it. Even if we lacked the system access, technical expertise, or time to fix it ourselves, letting it slide would cause real harm.

This is where the “bring me solutions” mentality becomes dangerous. It pressures people to either stay quiet or attempt a fix beyond their expertise—both scenarios can backfire. The truth is, no single person can carry every issue from discovery to resolution. Teams exist because problems require different strengths at different times.

Tip: If you can’t solve the problem yourself, point it out and then think about who might be better equipped to handle it. Sometimes the most useful role you can play is connecting the right people.

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Collaboration Over Heroics

One of the traps we see is the “hero” mindset—the belief that the person who spots a problem must also solve it. In reality, the most effective teams know how to divide roles. Some people are natural problem-spotters; others thrive on troubleshooting; still others excel at implementing the fix.

We’ve even seen exercises that formalize this division of labor, like cybersecurity red-team drills, where the sole purpose is to find weaknesses so that others can address them. Imagine if more software teams adopted that practice: quarterly sessions dedicated to “attacking” the system just to reveal flaws. That would normalize the idea that finding problems is not failure—it’s progress.

Tip: Try adopting a “red-team” mindset in your own projects. Schedule time to intentionally look for weaknesses, knowing that spotting issues is as valuable as fixing them.

Making It Work in Daily Life

Of course, raising problems doesn’t mean dropping them on someone’s desk and walking away. What we’ve found useful is a middle ground: share the issue, explain what you know about it, and offer to help if you can—even if you’re not the person best positioned to solve it.

This also means being transparent with managers. If a problem distracts you from your assigned work, let your team know what you’re focusing on and ask for clarity about priorities. That way, you’re not going rogue, but you’re also not ignoring something critical.

Managers, in turn, need to drop the defensiveness. The phrase “bring me solutions” often comes from a place of wanting efficiency, but it risks shutting down open communication. Leaders should be the ones encouraging their teams to raise alarms, not silencing them.

Tip: When reporting a problem, frame it in terms of impact. Instead of just describing what’s broken, explain what happens if it goes unresolved. That helps everyone understand why it matters.

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Redefining a Healthy Culture

What we want to normalize is simple: finding problems is a contribution, not a nuisance. Teams thrive when everyone feels safe to raise their hand and say, “Something’s not right here.” If only solution-bringers speak up, critical issues slip through the cracks.

And really, the balance is what makes a team strong. Person A might notice the issue, Person B might diagnose it, and Person C might implement the fix. That’s collaboration in its truest form. Expecting everyone to play all three roles all the time is unrealistic.

So the next time we hear “don’t bring me problems,” we’ll push back. We’d rather work in an environment where problems are surfaced early, where curiosity is valued, and where fixing things is a shared responsibility. That’s not weakness—it’s maturity.

Final Thought: Raising issues is not complaining. It’s caring. It means we want the team, the product, and the company to succeed. And if that means bringing problems without polished solutions, so be it.

What’s your next spark? A new platform engineering skill? A bold pitch? A team ready to rise? Share your ideas or challenges at Tiny Big Spark. Let’s build your pyramid—together.

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