Something to doWorking with your manager
Bring a problem with a next step
A quick way to raise a problem so your manager can react, instead of starting from scratch
Why it’s worth your time
A problem dropped on a manager cold asks them to do all the thinking, usually between two other meetings. Saying what you saw, what you make of it and one possible next step gives them something to react to, and they can often answer in a minute. It also shows your judgment, which is how people come to be trusted with bigger problems.
How to raise a problem with your manager
You’ll come away with a problem raised in three sentences, and a decision on what happens next.
We’ll turn this into a checklist you can tick off.
- Say what you saw.
The facts, briefly, without the adjectives. What happened, or what you noticed.
- Say what you think it means.
Your read on why it matters: the risk, the cost, who it affects. This is where your judgment shows, and it's fine to be unsure.
- Suggest a next step, even a rough one.
It doesn't need to be the answer. It needs to be something your manager can say yes, no, or here's a better idea to.
- Put it together, and ask for a reaction.
Three sentences and a question they can answer quickly. For example: the vendor pushed delivery back two weeks; that puts the March launch at risk, since testing needs ten days; one option is asking them to ship half now.
To: your managerHeads up: what you saw, in a sentence.
I think what it means: the risk, the cost, or who it affects.
One thing we could do: a rough next step. Does that sound right, or would you go another way?
Swap the highlighted parts for your thing. Works on Slack, in email, or said out loud.Tip: Say up front whether it's urgent. If it isn't, saying so lets them answer when it suits them.
Good moments for this: whenever something's off and your manager should knowwhen you're stuck and about to ask for helpbefore a small problem turns into a big one
We’ll turn this into a checklist you can tick off.
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Making it work for you
Every workplace is different. Here’s what to think about before you start, and what might get in the way.
Things to think about
Your manager may have context you don't, and a better idea. The suggestion is there to start the conversation, not to win it.
What might make this harder
Say so, and suggest a step toward finding out: who you could ask, what you could check. That still counts.
Questions people ask
How do I bring up a problem with my manager?
In three parts: what you saw, what you think it means, and what you might do. It gives them something to react to and usually gets you a faster answer.
Should I always bring a solution when I raise a problem?
Not a full one. A rough next step is enough, and raising the problem early matters more than having it solved. Waiting until you've fixed it can make things worse.
How do I tell my boss I made a mistake?
Say what happened plainly, what it affects, and what you plan to do about it. Owning it quickly, with a next step, tends to build trust rather than lose it.
How long should a message about a problem be?
Short enough to read in one go: the facts, why they matter, a suggested next step, and a question your manager can answer quickly.
Why this works, and where it comes from
When something goes wrong, most people either hold it until they've fixed it or hand it to their manager whole. Both make your manager do more work than they need to. Holding it means they find out late. Handing it over whole means they have to work out what happened, why it matters and what to do, often between two other meetings.
The three-sentence version changes the job. What you saw gives them the facts. What you think it means gives them your read, which is often the part they most need, because you're closer to the work than they are. What you might do gives them something to react to. Reacting takes a minute; starting from scratch takes a meeting. A manager who can reply "yes, do that" in one line will be glad you framed it that way.
It's a close relative of an old piece of workplace advice, bring solutions, not problems, with one important difference: you don't need a solution. A rough next step is enough, and so is "here's how I'd find out." Taken strictly, the old advice keeps people quiet about problems they haven't solved yet, which is the opposite of what most managers want. Early and rough beats late and polished.
Over time, this shows your manager how you think. Anyone can report what happened. What you make of it, and what you'd do, is what tells them you can handle bigger problems. Your read won't always be right, and it doesn't need to be. It just needs to be there. It isn't the right move when something is urgent or unsafe. Then say what's happening right away, and work out the next step together.
Other simple things to consider
More in Working with your manager
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An exercise written by Truest, based on our experience. Last updated October 2, 2026. We sell a career membership; where that’s relevant above, we say so.