How leaders bring up problems.
- Steven Cochran
- Jan 15
- 4 min read
Most workplaces do not struggle because teams lack intelligence. They struggle because they lack useful problem-solving behavior.
In leadership training workshops across Slidell and the Northshore, I often see the same pattern: someone spots a problem, announces it, and stops there; as though simply noticing the issue is the same thing as solving it. It’s not.
If you want a stronger reputation at work, the fastest way to earn it is this: don’t just report problems; upgrade the situation. Risk a solution. That’s how leadership starts, whether you manage a team in a small business or lead projects without a formal title or want to be a person that others know they should listen to.
The Three Levels of Bringing Problems
Think of this like a ladder. Everyone starts somewhere, but not everyone climbs the damn thing.
This is the easiest move and the least helpful one. No ownership, no thinking, no follow-through. It sends an unintended signal: “I noticed something wrong, but someone else should fix it.”
That attitude either spreads fast, or the annoyance with this person does. Either way, it doesn't work. Not to mention, a reputation for being the one who always sees problems and never offering solutions will lead to your team doubting the intentions you have for their success. That is a one way ticket to isolation.
Level 2: “Here’s the problem… and some ideas.”
Now we’re getting a little warmer. Level 2 shows some initiative, but have you taken the time to filter solutions for obvious bottlenecks? Which of these will lead to other problems that will make the juice not worth the squeeze? Have any of these been tried before? If so, what was the result?
The level 2 approach is a step in the right direction and the sort of reliablility we are after requires a few steps more.
Level 3: “Here’s the problem. Here’s what I think is happening. Here are the best options.”
Hint: This is how leaders bring up problems.
This is where you earn your keep. You don’t need authority to solve problems; If you aspire to have authority, get this process ingrained now: clarity, analysis, and accountability.
Level 3 thinking means you’ve done (at least) these three things:
You’ve worked to understand the situation, not just react to it.
You’ve narrowed the options to the ones that truly matter.
You’ve invited others in for perspective before escalating it.
“Do not just point at a fire; bring some water.”
When people behave this way, trust goes up, solutions get sharper, and the team moves faster. And who do they look to the next time, if not for an outright solution, at least your input on it. That’s leadership in action.
The Simple Upgrade That Changes All the Things
If you want to move from Level 1 or 2 to Level 3, here’s the structure many of my Slidell leadership coaching clients use:
Problem → Stakes → Options
Problem: What’s happening? Keep it specific and factual.
Stakes: Why does it matter? Think time, money, reputation, safety, or customer experience.
Options: Offer two or three solutions. For each, share the benefit, the risk, and how you’d test it. ANTICIPATE AND OWN THE TRADE-OFFS.
This structure forces you to think before asking others to decide. That’s what builds credibility inside any organization.
A Real-World Example (Can you tell I come from hospitality?)
Level 1: “Customers are complaining about wait time.”
Level 2: “Customers are complaining. Maybe we add staff, change the menu, or rearrange seating.”
Level 3: “Customer wait time complaints have increased from 7–9pm. Stakes are lost sales and bad reviews.Likely causes: bottleneck at POS and kitchen delays.
Option 1: Add one POS support role during peak hours (Trade-off: faster ordering vs. labor cost). Option 2: Simplify the menu during the rush (Trade-off: faster service vs. limited options).
I think we should test the first option for two weeks and track the results.”
That person gets heard because they’re useful. That’s the kind of leadership that transforms teams and wins trust across any local business.
Why Teams Love Level 3 Thinkers (Everybody does!)
A team full of Level 1 people turns into a complaint department.A team full of Level 2 people turns into a brainstorming club.But a team with enough Level 3 people? That’s when things get calm, efficient, and consistently successful.
And here’s the best part: you don’t need authority to lead; you just need discipline to think before you speak.
“Leadership is responsibility in motion.”
Whether you’re leading a growing business in Slidell, training your managers in Mandeville, or coaching team leads in New Orleans, this shift from problem-spotting to problem-solving is what builds a reputation for leadership.
The BIG Takeaway
Bringing a problem is easy. Bringing ownership and thought is rare—and rare behavior becomes reputation. So the next time you notice something off in your workplace, remember: don’t just report what’s broken. Help shape what happens next.
That’s how leaders think, grow, and earn credibility; This is what I teach, right here on the Gulf Coast.
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