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The example manager in the article is an example of a bad manager, nothing to do with "don't bring me problems". Shouting at people who bring bad news is a dick

The example manager in the article is an example of a bad manager, nothing to do with "don't bring me problems". Shouting at people who bring bad news is a dick move regardless. And the point of "don't bring me problems" is not that no employee should bring you a problem, but that no employee should bring you a problem that they haven't tried to find a solution for. There are often problems that are outside the scope of a single employee to solve, and that's OK. But the employee needs to have at least tried to find that out. If they're genuinely unable to find a solution, that's fine. It's not fine when the first tiny problem causes them to give up on a task and say they can't do it. That's an indication of a deeper issue, and needs investigation. Or a sign that they've been trained by previous managers to bring up any problems - this is when "don't bring me problems" works well.

nicbou 6y ago
Why should they have to find a solution? If I find a bug, I open a ticket and let the next available person take care of it. Likewise I bring up process issues before looking for a solution, because I don't have a full view of the problem. I discuss it with the team first. Defining the problem and the solution are two distinct steps. Otherwise you might get invested in a solution that doesn't fully match the problem.
- cosmodisk 6y ago
  If the problem you found only half relates to your job,then yes,sure,pass it on,but that shouldn't be the case if it's purely related to your role. As a manager I do expect people report all sorts issues but it's so much better when it's like this: x,y,and z isn't working.I think we could do a,b, and c with it. It shows that the person does care about it and they can think on their feet.
- Mvandenbergh 6y ago
  The correct solution to finding a bug is to open a ticket though, so the immediate problem has been solved and routed into the appropriate workflow.
- C1sc0cat 6y ago
  Or pass the Buck :-) I often get this as an experienced person I get tasks sent to me requiring a detailed response to a problem - where what should happen is they should have done the research and proposed a solution for me to review. Its not my job to do both my job and your CTO or team leads job as well
happymellon 6y ago
This is a rubbish position that will ruin productivity. Rather than raising an issue, when I work on an unrelated task you think I should investigate instead? That's how unplanned work happens, and productivity drops. Problems should be raised, and prioritised, if it impacts the current task and prevents completion then it should be worked on. But as a manager you need to be aware that there is a problem and that it will impact timelines. If it does not impact the current task then there needs to be a business call on the priority, and if the worker should drop the current task to resolve it. Sometimes the worker has the experience to know when the issue is a business priority, but I have been caught out before when something seems important but promises have been made on the original task that were not communicated raising the priority. Communication isn't a bad thing, and not investigating is also not a bad thing.
watwut 6y ago
> And the point of "don't bring me problems" is not that no employee should bring you a problem, but that no employee should bring you a problem that they haven't tried to find a solution for. First, this is not what "don't bring me problems, bring me solutions" means. If I tried to find solution and I am contacting manager, I still dont have solution and I am still bringing problem. Second, it is management job to know and look for solutions for organizational problems. Or to know who to delegate the problem to. Employees have their own tasks and responsibilities. Informing management about issue they noticed and then moving on with their days is absolutely valid move. And sing of management incompetence to punish such information.
strken 6y ago
> It's not fine when the first tiny problem causes them to give up on a task and say they can't do it. That's an indication of a deeper issue, and needs investigation. A deeper issue with the employee, or a deeper issue with the processes and structure of your company? Is the solution to the "tiny problem" dependent on institutional knowledge that only exists inside someone's head? Does the employee have a peer to mentor them, and should you have facilitated that relationship? Is it a confidence issue, where the employee needs to be reassured rather than told off? Why are they coming to you?
- marcus_holmes 6y ago
  Both good questions. Especially the second one. It would need investigation ;) In my experience the most common cause of this is that the employee either doesn't want to do the task, or doesn't feel that they can do the task. If they don't want to, then that can sometimes be tricky to determine. Worth persevering with, though, because again it can be a sign of a deeper underlying issue. If they don't feel they can do it, then it's either a problem with their confidence, which can have many causes (everything from a fear of failure to workplace bullying). Or it's that they're right, and they actually can't do this task. Which might be because the task is specified badly, or that their training is incomplete. Or that the task is actually impossible but that's not apparent until you get into the details of it.
  - cosmicforce 6y ago
    Interesting that you would tend to focus on the individual instead of the manager or process, when it comes to problem solving. I think most commenters here understand that complex problems require coordination and collaboration, and not just a bunch of engineers playing wack-a-mole.
C1sc0cat 6y ago
Its also a failure on the company and HR functions part that this manager was A promoted /recruited and B allowed to continue their behaviour.

nicbou 6y ago

Why should they have to find a solution? If I find a bug, I open a ticket and let the next available person take care of it. Likewise I bring up process issues before looking for a solution, because I don't have a full view of the problem. I discuss it with the team first. Defining the problem and the solution are two distinct steps. Otherwise you might get invested in a solution that doesn't fully match the problem.

cosmodisk 6y ago
If the problem you found only half relates to your job,then yes,sure,pass it on,but that shouldn't be the case if it's purely related to your role. As a manager I do expect people report all sorts issues but it's so much better when it's like this: x,y,and z isn't working.I think we could do a,b, and c with it. It shows that the person does care about it and they can think on their feet.
Mvandenbergh 6y ago
The correct solution to finding a bug is to open a ticket though, so the immediate problem has been solved and routed into the appropriate workflow.
C1sc0cat 6y ago
Or pass the Buck :-) I often get this as an experienced person I get tasks sent to me requiring a detailed response to a problem - where what should happen is they should have done the research and proposed a solution for me to review. Its not my job to do both my job and your CTO or team leads job as well

happymellon 6y ago

This is a rubbish position that will ruin productivity. Rather than raising an issue, when I work on an unrelated task you think I should investigate instead? That's how unplanned work happens, and productivity drops. Problems should be raised, and prioritised, if it impacts the current task and prevents completion then it should be worked on. But as a manager you need to be aware that there is a problem and that it will impact timelines. If it does not impact the current task then there needs to be a business call on the priority, and if the worker should drop the current task to resolve it. Sometimes the worker has the experience to know when the issue is a business priority, but I have been caught out before when something seems important but promises have been made on the original task that were not communicated raising the priority. Communication isn't a bad thing, and not investigating is also not a bad thing.

watwut 6y ago

> And the point of "don't bring me problems" is not that no employee should bring you a problem, but that no employee should bring you a problem that they haven't tried to find a solution for. First, this is not what "don't bring me problems, bring me solutions" means. If I tried to find solution and I am contacting manager, I still dont have solution and I am still bringing problem. Second, it is management job to know and look for solutions for organizational problems. Or to know who to delegate the problem to. Employees have their own tasks and responsibilities. Informing management about issue they noticed and then moving on with their days is absolutely valid move. And sing of management incompetence to punish such information.

strken 6y ago

> It's not fine when the first tiny problem causes them to give up on a task and say they can't do it. That's an indication of a deeper issue, and needs investigation. A deeper issue with the employee, or a deeper issue with the processes and structure of your company? Is the solution to the "tiny problem" dependent on institutional knowledge that only exists inside someone's head? Does the employee have a peer to mentor them, and should you have facilitated that relationship? Is it a confidence issue, where the employee needs to be reassured rather than told off? Why are they coming to you?

marcus_holmes 6y ago
Both good questions. Especially the second one. It would need investigation ;) In my experience the most common cause of this is that the employee either doesn't want to do the task, or doesn't feel that they can do the task. If they don't want to, then that can sometimes be tricky to determine. Worth persevering with, though, because again it can be a sign of a deeper underlying issue. If they don't feel they can do it, then it's either a problem with their confidence, which can have many causes (everything from a fear of failure to workplace bullying). Or it's that they're right, and they actually can't do this task. Which might be because the task is specified badly, or that their training is incomplete. Or that the task is actually impossible but that's not apparent until you get into the details of it.
- cosmicforce 6y ago
  Interesting that you would tend to focus on the individual instead of the manager or process, when it comes to problem solving. I think most commenters here understand that complex problems require coordination and collaboration, and not just a bunch of engineers playing wack-a-mole.

C1sc0cat 6y ago

Its also a failure on the company and HR functions part that this manager was A promoted /recruited and B allowed to continue their behaviour.