Earlier quoted context omitted.
Similarly, I've tried to power through issues and leverage my ability to focus and grind through hard problems rather than communicate the problems and my situation. Sometimes it impressed people that I 'got things done', but that isn't as great of a gain as the inverse is damaging. People could become frustrated about delays if I didn't manage to power through it in time, or they'd be confused and/or concerned that…
I think a lot of reluctance to communicate problems is due to a lack of trust. If you are building an environment where management supports staff and mentors them, I believe it creates a culture where staff are also more likely to do the same with each other. In my experience this type of culture is quite rare, and I think it's great that you are encouraging this in your own organization.
At my current company I find the people I work with to be exceptionally good at support and mentoring, and it’s a real luxury. I can comfortably admit I’m rusty on some math or find certain tasks in Rust challenging, and I’m just met with support and encouragement. We might hit a whiteboard or share strategies to solve types of problems, and there’s no moment of wondering why I’m not already proficient.
Even if I struggle with a problem in my area of focus, where I’m expected to know the most, they never treat me like I should know better or like they’re somehow disappointed.
So while I hope I contribute to that culture of support and mentoring, I can’t help but point out that my team makes it effortless and I’m very fortunate for that. Like you mentioned, it really is rare.