Two people hit the same roadblock on a project.
One says: "We have a problem."
The other says: "We have a problem. Here's how I'd fix it."
Guess who gets promoted.
In 10+ years as an intern, an IC, and now a manager across corporate and research, I've watched this pattern play out again and again.
Everyone raises concerns. That doesn't make you stand out.
High and elite performers bring a proposal.
It doesn't have to be perfect. It just has to be a real starting point. Use ChatGPT, Claude, or a trusted colleague to rough one out.
I call it your Problem-to-Proposal Ratio: how often you flag an issue without a solution attached.
- New grad? A high ratio is expected.
- Senior, staff, principal? It should keep shrinking.
And if yours is low but you're still not moving up? Treat that like any other problem. Fix what you can, or find a place that sees your impact.
Your turn: What's a roadblock you turned into a proposal? Tell me on LinkedIn (link below).
Behind the post
I gave it a name, the Problem-to-Proposal Ratio, because a named thing is easier to notice in yourself. A few things I'd add with more room than LinkedIn allows:
- A proposal isn't a promise to be right. It moves the conversation from "is this a problem?" to "which fix?" That's where decisions actually get made.
- Two options and a recommendation beats five options. Two reads as judgment. Five reads as homework you're handing back.
- Know when you can't propose. If the call belongs to Legal or another team's roadmap, your proposal is the path: what you know, who decides, and when you need an answer. That still counts.
The goal isn't to never raise a problem without a fix. It's for people to start associating your name with momentum.