One Uncommon Thing Executives Value: People Who Make Problems Smaller -Soetan

The Chief Executive Office of the largest Electricity Distribution Company in Nigeria, Ikeja Electric, Folake Soetan stated that in most organisations, problems grow as they travel upward. They pick up emotion, blame, and unnecessary complexity.

According to her, what senior leaders appreciate most are team members who do the opposite.

On Folake’s LinkedIn page, Ope Bello commended the statement, saying that the good part many people ignore is that Opportunities for growth often present itself in form of problems and it’s always up to the staff to seize it or pass it upward. Even Management easily recognises the “problem solvers” in any organisation. It’s a very aiding mindset to adopt.

For more clarity on Soetan’s philosophy and Ope, executives live in a world of constant complexity—markets shift, competitors innovate, teams face challenges, and decisions pile up. Most people unintentionally make problems bigger:

They escalate issues without context; They add details without solutions; They focus on obstacles rather than outcomes.

The rare individuals who make problems smaller stand out. They reduce noise, clarify the core issue, and present actionable paths forward.

“Making Problems Smaller” Looks Like

• Simplification: Distilling a messy situation into the one or two key drivers that matter.
• Solution Orientation: Bringing not just the problem, but at least one viable option to solve it.
• Perspective Management: Framing challenges in proportion—showing what’s urgent vs. what is minor.
• Execution Focus: Breaking down large obstacles into manageable steps that can be acted on quickly.

 Why Executives Value It

Executives operate under time pressure and decision fatigue. People who make problems smaller:

• Save them time by cutting through clutter.
• Build trust because they show competence and calm under pressure.
• Enable faster decisions by presenting clarity instead of chaos.
• Reduce stress across the organization by modeling constructive problem-solving.

 Examples in Action

• Instead of saying: “The project is a disaster; everything is behind schedule.”
• Say: “We’re 2 weeks behind because of vendor delays. If we reallocate 3 people to this task, we can recover in 10 days.”
• Instead of saying: “The client is unhappy with our entire approach.”
• Say: “The client’s main concern is the reporting format. If we adjust the dashboard, the rest of the plan holds.”

The Career Impact

People who consistently make problems smaller become:

• Trusted advisors rather than just employees.
• Go-to leaders in times of crisis.
• Promotable talent, because they demonstrate executive-level thinking.

Making problems smaller is about clarity, proportion, and solutions. It’s uncommon because most people magnify issues—but executives notice and reward those who shrink them into solvable pieces.