Stop Selling Solutions, Start Solving Problems

My former strategy professor once used the metaphor of a "haircutting machine" in one of his books. The customer puts their head into an opening, selects hair length and style on a dial, presses a button and within seconds, the haircut is done. The patent attorney raised an objection: "But people have different shaped heads." The inventor’s response? "Only beforehand."

Of course, the story is exaggerated, but it remains alarmingly relevant in the consulting world. Too often, we design solutions, or even full proposals, that only work if reality reshapes itself to fit. But consulting shouldn't be about building machines for uniform outcomes. It should be about understanding real problems and creating tailored solutions.

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The trap of the prepackaged solution

Even at the proposal stage consultancies often go to clients with ready-made offerings: methods, templates, and solution packages. They look sharp, they’re structured, and they work great in PowerPoint. But they’re quickly mistaken for the solution itself. The impression arises: surely the problem fits this solution.

This doesn’t just happen in project delivery. It starts as early as the proposal phase. Jumping to a solution without fully understanding the problem risks misalignment, and in many cases, losing the deal altogether. Clients can sense when an answer comes before their question is even fully heard.

There’s also a subtler risk: when we pitch a solution too early, we stop listening. We guide the conversation toward our product or framework rather than staying open to what’s actually needed. Over time, this narrows our relevance and erodes our credibility.

Reuse is valuable. Good frameworks save time. But a toolbox doesn’t replace a diagnosis. If you always turn the same screw, you’ll miss when the problem is actually a nail. Repetition without reflection turns experience into rigidity.

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When the answer comes too soon

I’ve seen projects where a solution was selected before the actual issue was understood. Sometimes the client asked for “X,” but what they truly needed was “Y.” We came in with all the right slides - but missed the mark.

These projects often lose momentum early. The impact is minimal. The team ends up executing a plan instead of solving a problem. The same applies to proposals that look impressive but lack real insight into the client’s situation.

Worse, once the direction is set - especially in a formal proposal - it’s difficult to challenge later without undermining confidence. The room for course correction narrows. And when the results don’t materialize, no one feels empowered to say, "We misunderstood the problem."

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Real help starts with understanding the problem

What matters most is listening. Asking good questions. Thinking critically. Not rushing to provide the fastest answer, but identifying the right question. That means resisting the urge to sell first - and instead seeking to understand.

I recall a project where we entered with a standard offering. But during early discussions, we realized the client’s challenge was fundamentally different. We dropped the template, co-created a new approach - and gained the client’s trust as a result. Ironically, by saying "we don't yet know the solution," we demonstrated more value than if we had insisted we already did.

Clients often appreciate it when you’re honest enough to pause. Taking a step back shows confidence and genuine interest in helping. It sets a tone of collaboration, not prescription.

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Trust doesn’t come from templates

Clients know when their problems are being taken seriously. They also know when a slide deck is valued more than their context. Building trust means being willing to challenge your own model.

Yes, structures, slides, and tools help. But they should follow understanding - not lead it. The solution must emerge from the problem, not the other way around.

And when that’s the case, clients don’t just feel sold to, they feel seen. That’s what makes them come back.

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Conclusion: don’t sell - understand

In a world full of polished offerings, deep engagement stands out. What wins isn’t the fastest project or the slickest pitch, but the most accurate solution. Not the answer you brought with you, but the one the client actually needs.

Consulting isn’t about showing up with answers. It’s about earning the right to ask the better questions. It’s about uncovering what really matters before deciding what to do about it. Solutions are valuable, but only when they fit the real problem. And that can’t be found in the first meeting. It comes from listening, thinking, and being willing to step off the slide and into the real conversation.

So stop selling. Start solving.

The images used in this blog post are AI generated