Problem Solvers vs. Problem Spotters
Every team has problem spotters.
Far fewer have real problem solvers.
Spotting a problem is easy.
Solving it takes ownership, creativity, and courage.
Great managers teach their teams how to go beyond identifying what’s wrong—and start offering ideas for what to do next.
The shift from spotter to solver is what separates high-performing teams from average ones.
Why It Matters:
Culture: Problem solvers build momentum. Problem spotters stall it.
Performance: Action-oriented teams get more done and complain less.
Trust: Solvers earn credibility. Spotters erode it if they never bring solutions.
What Most Managers Overlook:
They reward spotting without expecting solving.
But just raising issues without taking ownership can create a culture of blame or paralysis—especially if nothing is ever done with the feedback.
When Carol Dweck introduced the concept of growth mindset, it transformed not just how individuals think, but how teams operate. A growth mindset encourages people to try solutions, learn from mistakes, and take ownership—not just critique from the sidelines.
How to Get It Right:
Set the expectation: “If you raise a problem, bring a possible solution.”
Praise people who take initiative—even if the solution isn’t perfect.
Model the behavior. When something goes wrong, ask: “What can we try?”
Create a safe space to experiment and learn without fear of blame.
Do:
✅ Encourage people to identify issues and propose fixes
✅ Reinforce ownership, not just observation
✅ Build systems that support action and learning
Don’t:
❌ Let complaints pile up without resolution
❌ Reward pointing fingers over stepping up
❌ Create a culture where it’s safer to critique than contribute
Problem spotters slow down progress.
Problem solvers drive it forward.
You get more of what you reward.