During a recent conversation with a seasoned construction executive, I asked how he mentors the next generation of leaders. His answer made me smile because it perfectly described two very different approaches to work.

He explained that some employees communicate with him to report what is wrong, what could go wrong, or why something cannot be accomplished. Others come with the same issue but have already evaluated the options and are prepared to recommend a solution, asking only for guidance, approval, or a slight course correction to keep the project moving forward.

When someone consistently brings problems without solutions, he often catches them off guard by asking one simple question:

“Are you the project messenger or the project manager?”

His point isn’t that team members should never escalate problems. Quite the opposite. Great leaders know when to seek help. The difference is that project managers take ownership. They think critically, evaluate options, anticipate consequences, and bring recommendations instead of simply transferring responsibility to someone else.

He went on to explain that he genuinely enjoys mentoring people who want to grow. However, some individuals become comfortable being messengers because it allows them to avoid responsibility, accountability, and sometimes even the conflict that comes with making decisions. Others embrace ownership, knowing that leadership is developed by solving problems, not just identifying them.

I asked if I could borrow his phrases for a future blog because it captures one of the biggest differences between managing work and leading it.

Solutions Look Different Depending on Your DiSC Style

One of the reasons people communicate solutions differently is because of their natural behavioral style. The DiSC assessment helps us understand these differences.

A D (Dominance) style, typically arrives with a direct recommendation.

“Here’s the problem. Here’s what I recommend. If you approve, I’ll implement it today.”

An i (Influence) style, often builds support first.

“I’ve talked with the team, everyone understands the issue, and here’s the solution we’ve all agreed will work.”

An S (Steadiness) style, carefully considers the people affected.

“I’ve looked at how this change will impact the team and developed an approach that minimizes disruption while solving the problem.”

A C (Conscientiousness) style, arrives with research and facts.

“I’ve reviewed the specifications, contract documents, schedule impacts, and costs. Based on the data, this is the best course of action.”

None of these approaches are better than another. They simply reflect different ways of thinking. The strongest organizations recognize the value each style brings while expecting everyone, regardless of communication style, to take ownership of solving problems.

Workplace Example: The Project Team

Imagine a delivery delay threatens tomorrow’s scheduled concrete pour.

The project messenger walks into the Project Executive’s office and says:

“The concrete supplier can’t deliver tomorrow. What do you want me to do?”

The project manager walks in and says:

“The supplier is down a truck and can’t deliver tomorrow. I’ve already contacted two alternate suppliers. One can deliver tomorrow morning at a slightly higher cost, and the other can deliver tomorrow afternoon with no additional cost but would delay the schedule by half a day. My recommendation is to use the first supplier because the added cost is less than delaying the critical path. Are you comfortable with that approach?”

Both employees identified the same problem.

Only one managed it.

Workplace Example: The Office Manager

The office manager notices that several subcontractors have expired insurance certificates, meaning payments to those vendors could be delayed.

The project messenger walks into the owner’s office and says:

“Three subcontractors have expired insurance certificates. We can’t process their payments. What do you want me to do?”

The project manager walks in and says:

“Three subcontractors have expired insurance certificates. I’ve already contacted each company, explained what is needed, and two have committed to sending updated certificates this afternoon. The third hasn’t responded, so I’ve copied their project manager and accounting department. If we don’t receive it by 2:00 p.m., my recommendation is that we place their payment on hold until they’re compliant. Does that approach work for you?”

Again, both employees identified the same issue.

One transferred the responsibility.

The other owned the process, presented a recommendation, and only needed leadership’s approval to keep the business moving forward.

Whether you’re Project Administration, Accounting, Project Engineers, Superintendents, Project Managers, or an Executive, or any other title in the workplace, your value isn’t measured by how many problems you discover. It’s measured by your ability to think critically, develop solutions, communicate effectively, and move the organization forward.

The next time you’re preparing to walk into your manager’s office, ask yourself one simple question:

Am I delivering a problem, or am I leading toward a solution?

That answer may say more about your leadership potential than any title ever could.

To those of you currently leading teams, keep mentoring the next generation. Ask questions that teach people how to think rather than simply telling them what to do. The leaders you develop today will determine the success of your organization tomorrow.

To those aspiring to become stronger leaders, challenge yourself to be known as someone who brings solutions, not just problems. Ownership, preparation, and critical thinking are qualities that earn trust, create opportunities, and accelerate careers.

Whether you’re leading projects, departments, or companies, remember that every conversation is an opportunity to demonstrate leadership.

So, I’ll leave you with one final question:

Are you the project messenger…or the project manager?

If you’re ready to become more intentional about your career and leadership journey, Florida Construction Connection through The Breistol Method®, is here to help construction management and real estate development professionals become the pilot, not the passenger, of their careers by making intentional decisions that lead to long-term success.

Until next time, continue building projects that matter, relationships that last, and a career you’re proud to call your own.

To Providing Solutions, Not Announcements,

Suzanne Breistol