Solve the Right Problem: Get More Clients

Over the past two years, I’ve asked over 300 independent consultants what you find most challenging about growing your business, and the answer is almost always some form of “getting clients”.

This universal challenge often boils down to a simple but costly oversight: you’re either solving the wrong problem or, in some cases, not focusing on solving any specific problem at all.

Why is that so important?

Not all problems get solved

Think about your former position(s) in the corporate world. If I asked you to make a list of your top problems, how many would be on that list? What about your boss or the board? How many would they list?

Every manager, director, exec, etc. can list a boatload of problems, and they nearly always outnumber resources. But some problems will get solved; those are the ones you want to focus on.

Identifying the right problem lays the foundation for everything

The problem you choose to solve is critically important. It sets the stage for all your client acquisition efforts. Everything else—your value proposition, your messaging, your content marketing, your LinkedIn activities, even your service itself—hinges on this.

Align with client urgency

If you’re addressing a problem that isn’t a whopping pain point for your target audience—if it’s too large, too small, or not urgent enough for them to act on—your efforts will likely fall flat. It’s just not a priority for them. You’ll end up spinning your wheels—wasting both your time and resources.

“Must-haves” get funded. “Nice-to-haves” get ignored. This is especially true in shaky and rapidly changing economies.

So what’s the “right” problem?

Simply put, the right problem is the one that’s painful enough your ideal clients will pay to fix it. It’s the one that will cost them more in the long run if they don’t solve it than it will cost them to hire you to help.

When you align your services with a problem that’s pressing and top-of-mind for them, they’re more likely to see the value in what you offer and take action.

Common mistakes in problem identification

1. Thinking you know the answer

One of the most common mistakes consultants make is jumping into business assuming you know which problems buyers are willing to pay for.

The more experience you have, the easier it is to fall into this trap. You might know what problem a buyer needs to solve, but they have other ideas.

2. Overestimating your solution’s appeal

Another pitfall is assuming that because a solution worked well in your previous corporate role, it will automatically resonate with your new target market.

The dynamics of independent consulting are different, and what works in a large organization might not fit smaller or differently structured businesses.

3. Ignoring market trends

Target market needs evolve rapidly, and if you’re not staying ahead of these changes, you risk offering solutions to problems that are no longer relevant.

This can really haunt consultants who take six months or a year off between corporate employment and acquiring clients for a consulting business. Think of how quickly HR problems shifted from recruiting and retention to suddenly downsizing the workforce.

What’s the secret to identifying the right problem?

Three words: talk to people.

Don’t guess—talk to people. Reach out to potential buyers, industry experts, and fellow consultants who serve the same market.

AI and third-party research are helpful, and so is your own experience. But you won’t truly understand your buyers without talking to some of them.

Take your ideas of what the big problems are and get out there and test them. Listen to the feedback, pivot or tweak where necessary, and keep talking until you’re not hearing anything new.

Case Study: A Hypothetical Example

Let’s pull it all together with a hypothetical example.

Imagine you’re a consultant targeting mid-sized manufacturing companies. Initially, you believe their biggest challenge is supply chain efficiency. However, after conducting market research and speaking with potential clients, you realize that their real issue is scalability—specifically, how to scale production without compromising quality.

By validating this problem through further conversations and research, you shift your focus from general supply chain improvements to specifically addressing the scalability issue. You work with these companies to develop scalable production processes, which not only solve their immediate problem but also position them to take on larger contracts in the future.

The result? Major steps toward a sustainable pipeline of business, as your solutions are directly aligned with the most pressing needs of your target market.

Now what?

Now’s the time to reassess: are you solving the right problems?

If you focus on what matters most to your clients, you not only provide solutions that matter but also build a pipeline of clients who trust your expertise and return for more.