Problem Solvers vs. Problem Spotters: The Manager's Dilemma

Most managers can tell you what’s going wrong.
Fewer know how to fix it.

That’s the difference between problem spotters and problem solvers.

Spotting problems is important. You want a team that can identify red flags, raise concerns, and surface operational friction. But spotting problems without solving them is like pulling the fire alarm and walking away.

High-performing teams don’t just flag problems—they fix them.
And high-performing managers don’t just circulate issues—they create clarity, remove barriers, and coach people toward solutions.

Here’s how to tell the difference on your team:

• Problem Spotter:

  • “The process is too slow.”

  • “This task wasn’t communicated clearly.”

  • “We’re over budget again.”

• Problem Solver:

  • “We need to streamline this process—can I map it out and propose a fix?”

  • “The task was unclear. I’ll meet with the team lead and document a better brief.”

  • “We’re over budget. I’ve identified three areas to reduce costs this month.”

Notice the shift? Problem solvers take responsibility, not just notice.

🛠️ Tips for Developing More Problem Solvers

Do this:

• Ask, “What do you recommend we do?”

• Reward solutions, not just observations

• Give people autonomy to implement fixes

• Provide coaching when ideas fall short

Don’t do this:

• Don’t fix everything yourself

• Don’t create a culture of blame

• Don’t let problem-spotting become performance theater

🔁 Real Example

At one company we worked with, a junior manager was constantly pointing out gaps in training. When asked what she’d do about it, she built a simple onboarding checklist, tested it with new hires, and cut onboarding time in half.

She got promoted within a year.

❓Reflection Questions

• Am I reinforcing problem spotting or solution thinking?

• Who on my team brings me problems—and who brings answers?

• Do I model the kind of leadership I want from others?