How Small Problems Become Big Fires

A few years ago, I was working with a founder.

Smart, passionate, building something that really mattered.

And one day, a major issue came up, something that had been brewing for weeks.

When I asked her team, why didn't anyone mention this sooner?

The answer was quiet, almost embarrassed.

We didn't want to disappoint her.

And that's when I realized the problems weren't hiding the team was not because they were bad employees, not because they didn't care, but because telling the boss about an issue that's hard on multiple levels.

In this episode, I want to talk about something most founders don't see.

How you might be.

The reason your team isn't speaking up, and more importantly, how to fix it.

Here's a reality check.

You're a founder.

You built this thing from nothing.

You're deeply invested.

You have to be.

Your name is on it.

Your reputation, your vision.

And your team, they see that.

They see how much you care, how hard you work, how personally you take every win and every loss, and that creates something unexpected.

They don't want to disappoint you when something goes wrong.

They think, she's already stressed.

She's already working so hard.

I don't want to add to that.

Or, he's so invested in this.

If I tell him this isn't working, he'll think I've failed.

Or, she's built this whole thing.

Who am I to say there's a problem?

So they wait.

They try to fix it themselves, and they hope it will go away.

And by the time you find out the small problem is now a big problem, your team isn't avoiding the problem.

They're avoiding your reaction to the problem, though.

And here's the thing.

You might not even realize you're doing it.

Maybe you sighed a little bit too loud when someone brought you bad news last time.

Maybe you got quiet.

Maybe you asked too many questions that felt a little bit like blame.

You weren't trying to shut them down.

You were just processing, thinking, trying to figure it out.

But your team, they remember.

And they'll think twice next time.

So here's the shift.

I've learned this the hard way.

I was working on a project where I was so close to it, so invested, that every piece of feedback felt personal.

And my team started bringing me fewer and fewer problems.

Not because they weren't problems, but because they could see how much it affected me.

One day, someone finally said it.

I don't tell you everything because I don't want to stress you out even more.

That's when I realized my investment in the outcome was creating a barrier to the truth.

And that's when I understood.

And that's when I got it.

If you want your team to bring you problems early, you have to make it safe to do so.

Not just say my door is always open.

Actually create the environment where bad news is welcome.

Because here's the Problems don't grow in the dark because your team is hiding them.

They grow because there's no safe place to put them.

In Episode seven, we talked about the weekly alignment meeting.

The place where your team can surface issues, but the meeting alone isn't enough.

You also need to change how you respond when those issues come up.

Alright, here's your move.

First, acknowledge the dynamic in your next team meeting.

Say something like, I know I'm deeply invested in this business.

I I care a lot and I realize that might make it hard to bring me bad news sometimes, but I need you to know I'd rather hear about a problem early when it's small than late when it's a crisis.

So please bring me the hard stuff.

Just naming this makes it real and it gives your team permission.

Then in the next step, you have to change your response when someone brings you a problem.

Your first reaction sets the tone for every future conversation.

Here's what not to don't sigh heavily.

Don't get quiet and distant.

Don't immediately ask how did this happen?

Which sounds like blame.

And don't jump straight to solving it yourself.

That's hard.

Here is what to do.

Take a deep breath.

First, say thank you for telling me and ask what do you think we should do?

And then listen without interrupting.

The goal isn't to have no reaction.

It's to have a reaction that makes them want to tell you next time.

Step 3 separate the problem from the person when something goes wrong, make it clear you're frustrated with the situation, not with them.

Try to say things like this situation is challenging, but I'm glad you caught it.

Or okay, this is an ideal, but let's figure out how to fix it.

I'm frustrated that this happened, but I appreciate you bringing it to me now.

Your team needs to know that bad news doesn't make them bad employees.

Lastly, celebrate the early flag.

When someone brings you a problem early, before it's even a crisis, acknowledge that Specifically, I'm really glad you told me about this now.

Well, we can still do something about it because that's the behavior you want more of.

So reinforce it.

Here's what I want you to remember.

Your team sees how much you care.

And sometimes that makes them protect you from problems instead of bringing them to you.

But you don't need protection.

You need the truth.

So make it safe.

Change your first response.

Separate the problem from the person and celebrate when someone brings you bad news early because the issues aren't going away just because your team isn't mentioning it.

They're just growing in the dark.

So when was the last time someone on your team brought you a problem early and how did you respond?

Think about it honestly, because your response is teaching your team what to do next.

Make it safe, make it welcome, and watch what changes.