What You’ll Learn from Jake’s Story
- Why waiting too long to raise problems can quietly hurt your team’s results
- How to spot the moment when silence stops being smart—and action becomes necessary
- Easy ways to speak up without sounding dramatic or disrespectful
Escalating issues doesn’t mean you’ve failed. It shows you care about progress, clarity, and teamwork.
From Problem-Dumper to Problem-Solver: A Music Producer’s Shift in Thinking
Jake Martinez rubbed his palms on his jeans and stared at the mixing console. It had been glitching all morning.
As lead creative director at Velara Soundcraft—Asheville’s top music studio—Jake had handled tech hiccups before. But this wasn’t a quick reboot or loose wire. Something was seriously off.
His first instinct? March into Tyler’s office and explain the issue. Tyler was the studio manager. Broken gear was clearly his problem to fix.
But Jake paused outside the door. He remembered something Tyler had said weeks ago—about handling problems in a more thoughtful way.
How He Used to Do It
Six months earlier, Jake wouldn’t have thought twice. He would’ve said:
“Hey Tyler, the main console’s cutting out again. I can’t record anything clean. We’ve got the Morrison band in at 2 PM. I have no idea what to do. This thing’s been acting up for weeks.”
Sound familiar? We’ve all done it—walked into a boss’s office, explained a problem, and left it with them. It feels helpful. But it often adds more stress than it solves.
Tyler had been patient at first. But Jake started noticing the tension. The look. The sigh. The hunched shoulders.
Jake wasn’t just giving Tyler a problem—he was adding to his plate.
Time to Think Bigger
Then came the conversation that changed everything. Tyler didn’t scold him. He challenged him.
“Jake,” he said, “I appreciate that you bring me problems. But I need you to think like an owner.”
He went on: “When you come to me, bring ideas too. You know this studio better than anyone. Use that.”
It wasn’t a lecture—it was a door opening. An invitation to lead.
So this time, Jake didn’t knock right away. He stayed at his desk and dug in. He tested inputs and outputs. He took notes. He thought about real options.
Then, with a plan in hand, he approached Tyler.
A New Way to Escalate
“Tyler,” Jake said, “the main console’s acting up again. I’ve narrowed it down to the analog-to-digital stage. I think we’ve got three solid options.”
He pulled out his phone and showed his notes.
“First, we could reroute today’s session through Studio B’s backup console. It’s not ideal for a full album, but it works for now.
Second, we could call AudioTech—our service partner—for an emergency repair. We might lose time, but they’ll get it working.
Third, if we’re already thinking about upgrading next quarter, this might be the moment to fast-track that.”
Tyler’s body language shifted. Less stress. More focus. He saw a partner—not a fire alarm.
“What do you recommend?” Tyler asked.
Jake was ready.
“I say we move today’s session to Studio B. The Morrison band is flexible, and that room suits their sound. Then we call AudioTech in the morning and use their findings to help justify the console upgrade.”
Tyler nodded. “Perfect. I’ll prep the budget case. You go ahead with Studio B and book that service call.”
Why It Worked
Jake didn’t just offer a fix. He thought through the ripple effects—on the session, the team, and the business. He didn’t ask Tyler to solve it. He showed up with care, prep, and purpose.
That’s what leadership looks like—at any level.
Want to do the same? Here’s how to make escalation work for you.
Smart Escalation Starts Before You Speak
Not every issue needs to go to your boss. Jake learned to pause and ask: Can I fix this myself? Will this impact clients or deadlines? Is this just a small annoyance—or a bigger risk?
He also came prepared. Before talking to Tyler, he did his homework. He understood the gear, the timing, and the stakes. That made the conversation smoother and more productive.
He didn’t just think about himself. He thought about the band, the business, and the budget. That broader lens made his input valuable.
And he came ready for questions. Tyler didn’t catch him off guard—Jake had thought things through.
One more thing—Jake kept it short and focused. No rambling. No venting. Just facts and solutions.
The Payoff: Trust and Opportunity
That change in approach paid off. Six months later, Jake’s role looked very different.
Tyler brought him into strategy talks—studio upgrades, staffing, even client pitches. Their conversations were no longer about fixing problems. They were about building the future.
“You’ve become my go-to for creative problem-solving,”
Tyler said during a review. “When you bring something to me now, I know you’ve already thought it through.”
Other staff noticed too. People came to Jake for advice. He started mentoring newer teammates—showing them how to solve problems without just passing the buck.
You Can Do This Too
You don’t need to work in music to use this mindset. This works anywhere—offices, shops, studios, you name it.
Next time a problem pops up, ask yourself:
- Can I offer a few options instead of just one problem?
- How does this affect others—my team, clients, or the company?
- What does my boss need to make a good call?
- Can I make this feel like a team effort, not a handoff?
Most managers are pulled in ten directions at once. When you bring them both the issue and a few good options, you’re helping them—not burdening them.
That’s the shift: From problem-dropper to solution-partner.
It’s Not About Being Perfect—It’s About Owning It
Jake didn’t magically become a leader overnight. He made a mindset shift.
He stopped thinking, “I found a problem. I need help.”
He started thinking, “I found a problem. Here’s what I’ve done. Let’s solve it together.”
That’s not about having all the answers. It’s about showing up with thought, care, and ownership.
Key Takeaway? Escalation Isn’t a Burden—It’s a Bridge
When you escalate well, you don’t pass off the problem. You help carry it across the finish line.
You become the kind of teammate others trust, leaders rely on, and clients value.
The Practical Guide: Escalate Like a Pro
Want to follow Jake’s lead? Try this:
Before You Escalate:
- Understand the issue: What’s happening? What’s in your control?
- Show effort: Have you tried to solve it already?
- Think ahead: What are two or three solid options?
- Zoom out: How will this affect others—clients, timelines, budgets?
When You Escalate:
- Start with context: Keep it clear and short.
- Offer choices: Lay out the options, pros and cons.
- Make a call: Suggest the best route forward.
- Keep it calm: Stay solution-focused—not emotional.
After the Escalation:
- Follow through: Own the next steps. Keep your boss updated.
- Reflect: What worked? What would you do differently next time?
- Share: Help others learn the approach. It builds culture.
Final Thought: Escalation Is a Leadership Moment
Each time you bring an issue to your boss, you have a choice. Do you just transfer the stress? Or do you take a real step toward fixing it?
When you lead with clarity, ideas, and care, you’re not just solving a problem—you’re building trust, respect, and your own path forward.
Jake’s story wasn’t about broken gear. It was about adapting to a new skill. You don’t need a new title to lead. Just a new way of thinking.
Quick Recap
- Understand the issue first
- Bring options, not just problems
- Think beyond yourself—team, client, business
- Be concise, composed, and clear.
- Follow through and learn
That’s how you move from problem to partnership. That’s how you lead.