From “What Should I Do” to “Here’s What I Recommend”
I watched Johnny transform his career in just eighteen months, and it all started with one simple change.
When Johnny joined our team as a project administrator, he was hardworking and reliable. Whenever an issue arose, he’d gather all the details, walk into his boss’s office, and ask: “What would you like me to do about this?”
He thought he was being respectful. Professional. Showing he valued authority and didn’t want to overstep.
Then one day, his boss looked at him and said, “Johnny, you’ve given me all the information. You understand this project better than anyone. What do you think we should do?”
Johnny froze. “I… I’m not sure. That’s why I’m asking you.”
His boss smiled. “I know you have an opinion. I want to hear it.”
That moment changed Johnny’s trajectory. His boss wasn’t just asking for input—he was inviting Johnny to step into a different role. He was giving him permission to think like a leader, even though he wasn’t one yet.
If you want to accelerate your career and become your leader’s go-to person, you need to make the same shift Johnny did: from asking “What do you want?” to stating “Here’s what I recommend.”
Why This Shift Matters
When you consistently bring problems to your leader and ask them to solve them, here’s what you’re actually communicating:
“I’m not ready for more responsibility.” If you can’t make decisions at your current level, why would they trust you at the next level?
“I’m a task executor, not a strategic thinker.” You’re showing that you follow directions well, but not that you can chart direction.
“My value is in doing work, not in thinking about work.” This limits how far you can progress in any organization.
Johnny learned this the hard way. For years, he was the hardest-working person on his projects. He’d arrive early, stay late, and outwork everyone around me. But promotions came slowly.
Why? He was demonstrating excellent execution, but not strategic thinking, sound judgment, or leadership potential.
The moment he started bringing recommendations instead of questions, everything changed. Within two years, he moved from project administrator to assistant project manager to project manager. Not because he worked harder—he was already maxing that out—but because he thought differently.
The Anatomy of a Strong Recommendation
Here’s what Johnny learned about crafting recommendations that build credibility:
Do the homework. Gather all relevant information. Talk to the people involved. Check the contract. Review the schedule. Consider the budget implications. Look at how similar situations were handled in the past.
Consider multiple options. Think through at least two or three approaches, evaluate their pros and cons, and be ready to discuss why you’re recommending one over the others.
Anticipate the questions. What will your leader want to know? What concerns might they raise? Address these proactively in your recommendation.
Be clear and concise. Lead with your recommendation, then provide supporting reasoning. Don’t bury your conclusion in a long explanation.
Own it. Use confident language: “I recommend…” not “Maybe we could…” or “I was thinking possibly…”
Here’s what this looks like in practice:
Example:
Weak approach: “The concrete supplier is saying they can’t deliver tomorrow because of the rain forecast. What should we do?”
Strong approach: “The concrete supplier has concerns about tomorrow’s pour given the three-day rain forecast. I’ve evaluated our options: We could proceed as scheduled with tarps and heaters, which adds $3,000 in costs and some quality risk. We could delay until next Tuesday, but that pushes the steel erection back a week. Or we could reschedule for Friday, which gives us a weather window and keeps us on the critical path. I recommend we reschedule for Friday at 6:00 AM. The supplier has confirmed availability, and I’ve verified it won’t impact the following trades. Do you approve?”
See the difference? In the second approach, Johnny did the thinking, evaluated the options, and made a judgment call while still respecting his leader’s final authority.
When Your Recommendation Gets Refined (And Why That’s Good)
Here’s what nobody tells you about bringing recommendations: sometimes your leader will say no.
And here’s what’s crucial to understand: that’s not rejection—it’s development.
When Johnny first started bringing recommendations, many of them got adjusted. His boss would say things like:
- “Good thinking, but have you considered the impact on the owner’s budget?”
- “I like where you’re headed, but what about the coordination with the architect?”
- “That would work, but there’s a client relationship factor you’re not seeing yet.”
In those early moments, Johnny felt deflated. I did all that work and he’s still changing it. Why did I bother?
But his boss taught him something transformative: “Every time I ask you to consider something you missed, I’m not criticizing your work—I’m expanding your perspective. Next time you face a similar situation, you’ll think of these factors automatically. That’s how you build the judgment to handle bigger responsibilities.”
He was right. Over time, Johnny’s recommendations became more comprehensive. He started anticipating the questions. He began seeing the bigger picture—not just his piece of the project, but how it connected to client relationships, budget constraints, schedule dependencies, and team dynamics.
The recommendations that got refined taught him more than the ones that were approved immediately.
How to Handle Feedback on Your Recommendations
Here’s your framework for turning every recommendation into career growth:
When your recommendation is approved:
Extract the lesson. What did you get right? How can you apply this thinking to future situations?
Don’t get complacent. Keep pushing yourself to think more comprehensively.
Document the outcome. Track what happened after your recommendation was implemented.
When your recommendation is refined:
Listen without defending. Resist the urge to explain your thinking. Instead, listen carefully to understand the additional factors being introduced.
Ask clarifying questions. “Can you help me understand how that factor should weigh in the decision?” This shows you’re learning, not just complying.
Take notes. Write down the considerations your leader raises. Review them before your next recommendation.
Apply it forward. The next time you’re preparing a recommendation, consciously think through the factors that were raised last time.
Thank them for expanding your perspective. This signals that you see feedback as development, not criticism.
I remember when Johnny recommended a particular sequencing approach for a mechanical installation. His boss listened, then asked, “Have you talked to the electrical contractor about how this affects their rough-in?”
He hadn’t. He’d been so focused on the mechanical scope that he missed the coordination implication.
Instead of getting defensive, Johnny said, “I didn’t consider that. Let me talk to them and come back with a revised recommendation that addresses both trades.”
That response did two things: It showed he could receive feedback professionally, and it demonstrated he was learning to think systemically rather than in silos.
Within six months, he was the person his boss asked to handle complex multi-trade coordination because he’d seen Johnny develop that capability.
Building the Habits of a Decision-Maker
If you want to become your leader’s go-to person and position yourself for advancement, here are the daily habits that will get you there:
Start small. You don’t need to bring fully-formed recommendations on major strategic decisions right away. Start with smaller decisions within your scope and build from there.
Track your progress. Keep a simple log of your recommendations and outcomes. Are you getting better at anticipating relevant factors? Where are you consistently missing considerations?
Study the decisions around you. When your leader makes decisions, ask yourself: What factors did they weigh? What would I have recommended? What did they see that I missed?
Seek feedback proactively. After presenting recommendations, ask: “What could have made that recommendation stronger?”
Expand your perspective. Make it a point to understand areas beyond your immediate responsibility. How does finance think? What keeps clients up at night? What constraints is your leader operating under?
The Transformation
As Johnny consistently brought recommendations instead of questions:
He got invited to different conversations. His boss started including him in client meetings and strategic planning sessions because he knew Johnny would think, not just listen.
He was given bigger responsibilities. When a complex project needed a project manager, he was the obvious choice because he’d already been demonstrating that level of thinking.
His team started bringing him their recommendations. Once he modeled this behavior, the people he worked with began doing the same thing. This created a culture of ownership that made the entire team more effective.
Promotions came faster. Not because he was lobbying for them, but because he was already operating at the next level before the title changed.
Most importantly, he became a better professional. He developed judgment, strategic thinking, and the ability to see around corners—skills that have served him throughout his entire career.
Your Next Recommendation
Think about a decision or challenge you’re currently facing. Maybe it’s a scheduling conflict, a quality issue, a budget concern, or a coordination problem.
Instead of taking it to your leader and asking what they want you to do, try this:
- Gather all relevant information
- Identify at least two possible approaches
- Evaluate the pros and cons of each
- Select the option you believe is best
- Prepare to explain your reasoning
- Walk in and say: “Here’s what I recommend. Do you approve?”
Then watch what happens.
Your leader might approve immediately. They might ask questions that help you strengthen the recommendation. They might point out factors you haven’t considered yet.
All of these outcomes are positive because they’re all building you into a stronger decision-maker.
And here’s the beautiful part: the more you do this, the more your leader will trust your judgment, value your input, and see you as ready for greater responsibility.
You’re not just solving today’s problems—you’re building yourself into tomorrow’s leader.
That’s what builders do. We don’t wait for permission to grow. We don’t shy away from the responsibility of thinking critically and making recommendations. We lean into it, learn from the feedback, and build ourselves into the leaders our organizations need.
So here’s my challenge to you: stop asking “What do you want me to do?” and start stating “Here’s what I recommend.”
Then watch your career build.
Doug Reitz is the author of “Build: A Blueprint for Constructing Success in Leadership and Life” and president of MWC Inc. He believes that career advancement belongs to those who build decision-making capability, not those who wait for directions.
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