What’s the Real Problem?

By Michael W. McLaughlin

You don’t have to look far to find a consultant who jumps to conclusions about a client’s issue and immediately offers a solution. That can be equally dangerous for the consultant and the client.

One consultant, who specializes in optimizing his clients’ cash flow, boasts that he has solved virtually every cash flow problem known to modern business. And he claims that 98 percent of the problems he sees are exactly the same, thank you very much.

During the course of one project he proved that even valuable experience can work against you. He went with his usual “seen-it-all” approach and made his standard recommendations, which, after futile attempts, the client found impossible to implement.

Faced with a furious client, he had to start the project again, and the client refused to pay for the do-over. He eventually got it right, but he spent weeks fixing his mistake.

Put Your Hand Down

Maybe you think you’ve seen the same problem dozens of times and know exactly how to solve it. Well, maybe you do. Clients value those who can size up a problem quickly, and that’s a skill to cultivate.

But think about the kid in school who always raises her hand with the answer as soon as the teacher asks a question. Even the teacher finds that kind of annoying. Your clients want to hear from you, but they also expect you to demonstrate your understanding of their problems before they will be ready to listen to your ideas for a solution.

Once you put aside your experience bias, don’t be surprised if the problem turns out to be completely different than you originally thought. After all, if you ask three people to define almost anything, you’ll probably get three different versions.

Everyone is susceptible to preconceived ideas. That includes your client, who may have misdiagnosed the problem to begin with.

Here’s a case in point: An executive with a high tech manufacturer was concerned about the poor ratings his company was receiving for customer service. After reviewing the situation, the company concluded that the customer service reps needed additional training.

At the executive’s request, several consultants got busy on their proposals for a comprehensive customer service training program. One bidding firm asked if its consulting team could conduct an independent diagnostic to help frame the issues for the proposal.

That consulting team eventually learned that many of the customer complaints originated, not with the customer service reps, but in other parts of the company. That included shipping, purchasing, and the credit department. From the customers’ perspectives, these were service failures. So, when asked, they dinged the company on customer service.

Instead of proposing the expected training program, the investigating firm suggested a project to redesign the customer’s entire experience with the company, from first to last point of contact. It’s probably no surprise to you that this firm won the project.

Resist the temptation to take a client’s problem assessment at face value. Even if it turns out that the client is right, you’ll be in a stronger position if you independently verify what’s causing the trouble. You’ll have clarified the issues, uncovered relevant details, and met people who can help you as the sales process heats up.

If your buyer misdiagnosed the problem, you can shape your solution to address the real issues. You’ll spare everyone a lot of pain and save time by pointing out the real cause early in the process, rather than learning later that your solution was a total bust.

Focus on What and Why

Begin your diagnosis with “what” and “why” questions. Pin down what the problem is and why it’s happening.

For example: “What are three key ways this issue impacts the organization?” “Why do you think the company ended up in this situation?” “What has been the affect of this problem on your business performance measures?” And, “What would happen if the problem was left unresolved?”

You may hear different opinions on these questions from various people. But they may be like the proverbial blind men trying to identify the elephant by touching only one part at a time. It’s important to consider all opinions, but eventually you’ll need verifiable facts.

Each time you hear a claim, ask for the supporting proof. If your client says that weather is affecting employee attendance, ask to see the records. Summarize your essential findings in a problem statement that you can discuss with the client. Think of it as the charter for your eventual proposal.

For example:

“Acme Global Manufacturing has fallen behind in the race to get its new products to market quickly. Acme’s strategic customers have praised the company’s dedication to serving them, but have complained repeatedly about the slowing pace of new product introduction.

Within the last nine months, Acme has lost three key accounts to faster moving competitors, and additional customers are threatening to purchase from other sources.

In the next year, Acme must cut in half the time it takes to introduce new products to the market so it can regain lost accounts and meet the demands of its existing customers.”

An effective problem statement is specific, measurable, action-oriented, and buyer-focused. In the example above, the first three sentences lay out the problem, including its cause. The final sentence offers a solution. Once you are sure that you have a handle on “what” and “why,” confirm your findings with the client.

Preconceived ideas are a natural outcome of experience, and they will always influence our judgment to some extent. Allow your imagination room to create a compelling solution by examining the problem from every angle, without making assumptions. Then, apply your judgment, experience, and creativity to arrive at a winning solution.