Theoretically, we have solutions to our customers’ problems. Unfortunately, we tend not to focus on these, we tend to pitch the solutions, without knowing if the customer has the problem we solve, or really understanding that problem and what it means to them.
We train our people to “solve the problem.” In their best engagements, we show up with insights, demonstrating, “here’s the solution to your problem, and if you buy by the end of the quarter we will offer you a discount….” The thinking underlying this approach is “We solve the problem for our customers!”
The reality of the situation is very different. Customers are already solving their problems–without us.
Sometimes, they do it well, they figure out what they need to do, put in place the plans and programs to make the changes and move forward. They may search for solutions, preferring to buy with minimal or no sales involvement.
Sometimes, more often, they struggle and limp along. They try approaches, make mistakes, shift directions, apply band aids, and struggle forward. But decisions are being made, and we are probably not a major factor in what they are doing.
Too often, we operate in a hero mode. We swoop in with the answers, to save them. We assume we understand the problem better than the customer–where we probably only understand our products better than the customer. We pitch our solutions without really diagnosing. We “own” the answers, failing to recognize the customer always owns the change–and the risks inherent to those changes.
The reality of the situation, is we never “solve for” the customer. We must “solve with” the customer.
We have the greatest impact, creating the greatest value by bringing our expertise, applying it in collaboration with the customer. We work with them in understanding and defining the problem with them. We share our experience, we help them understand the risks and needs to change. We help them identify and align the resources critical to developing and implementing a solution. We help them wrestle these issues and their own thinking/biases.
In the end, we co-create a solution. Our offerings are part of the solution, but the problem the customer is addressing is always much more than just our solution. It’s the change management, workflows, that have to be put in place to achieve their goals in solving the problem. And we don’t leave them, once they have a solution, we continue to work with them to assure they are achieving the outcomes we aligned around.
The reality is, our customers are solving their problems, without us–or with minimal help from us. But that doesn’t mean they don’t need us. That doesn’t mean they won’t value our insights, our experience, our perspectives and the expertise we can bring to them. But they won’t wait around for us. They won’t wait around for sellers to “get it.”
In shifting our mindset to a collaborative, “solve with” approach, we need to ask ourselves:
- Are we trying to prove how smart we are, focusing on our solution, or are we trying to help our customers think more clearly?
- Are we building shared ownership of the solution, or are we operating in hero mode?
- Are we focused on positioning our solutions, or are we focused on helping the customers achieve their outcomes.
- Are we becoming indispensable as part of their process?
Afterword: Here is an outstanding AI generated discussion of this article. Enjoy!
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