Sometimes clients come to me with self-diagnosed problems and self-prescribed solutions, and I find myself at an interesting crossroads right at the outset of our relationship. I can either accept their diagnosis at face value, or I can push back—introducing necessary, though occasionally unwelcome, tension—by asking how they arrived at that conclusion in the first place.

On the surface, it seems logical that organizations would show up with both a problem and a solution in mind. But in my experience, they’re rarely correct in their initial assumptions.

Over the years, I’ve learned that questioning a client’s self-diagnosis often leads to something better: the shared satisfaction of unearthing the real problem to solve. It’s an energizing moment, one that often sparks fundamental change, whether the issue turns out to be about revenue, lead generation, customer acquisition, or messaging.

Sometimes the client is right, and the problem does lie in brand architecture, unclear positioning, or a marketing strategy misaligned with shifting audience behaviors. But the real value comes from aligning on the true challenge together.

Yes, a client may need a new brand identity or a redesigned website. But those are solutions best identified after we’ve taken the time to analyze the current state and compare it to the desired future state. Without that work, problem solving is guesswork—and guesswork is expensive.

In my view, one of the worst outcomes in strategy is solving the wrong problem. It costs time, resources, and trust. Far better to create some friction early, and ensure that the energy we invest is aimed squarely at the right challenge.

That’s how real progress is made—and how real impact is created.