Many of us with a background in problem-solving roles have honed the skill of quickly developing and delivering solutions. It’s a valuable trait. However, this very tendency can sometimes prevent us from an even more critical first step: successfully and thoroughly defining the actual problem we’re trying to solve. Our comfort zone might be in crafting the solution, but for effective leadership and lasting results, the real value often lies in first asking the right questions to deeply understand the problem. As Nobel laureate Paul Samuelson aptly put it, “Good questions outrank easy answers.”

The “Burning House” Fallacy and Maslow’s Hammer

For many leaders, pausing to ask questions when a problem arises feels like watching your house burn down while analyzing the fire’s origin, instead of grabbing the nearby hose. But the reality is, very few business problems possess the true, immediate urgency of a burning house.

The primary danger for leaders who are inherently solution-driven is what Abraham Maslow called the “Law of the Instrument”: “If all you have is a hammer, everything looks like a nail.” If your expertise is software development, most problems might seem to require a software solution. If you’re a marketer, a new campaign might be your go-to. This isn’t a flaw in expertise, but a natural bias.

As leaders, and certainly in my role as a fractional CIO advising SMBs on technology strategy, our job is to step out of our solution-comfort zones. We must challenge our teams (and ourselves) to truly understand the problem before architecting solutions. Software, marketing campaigns, or new processes are all potential tools, but unless you clarify WHAT you’re solving and WHY it needs solving, your chosen solution is as likely to miss the mark as it is to succeed.

First, Identify the “Nail” and Why It Needs Hammering

Before you instinctively reach for your trusted “hammer,” first ensure you’re dealing with a “nail” (is the problem what you think it is?) and then determine if it truly needs hammering in at all (is this problem significant enough to warrant a solution now?).

Before diving into solution mode for any business challenge, especially those involving potential technology investments, ensure you can clearly answer:

THE WHAT:

• What are the observable symptoms?
• Who are the stakeholders directly and indirectly affected by these symptoms?
• What systems, platforms, or processes are involved where these symptoms are occurring?
• Are there any other concurrent symptoms in the same area that don’t initially appear related? Could they be connected?
• Based on all this: What is your concise PROBLEM STATEMENT?

THE WHY:

• Critically examine your problem statement. Is it truly defining a problem, or is it subtly presupposing a solution? (e.g., “We need a new CRM” is a solution statement; “Our sales follow-up is inconsistent, leading to lost leads and frustrated prospects” is closer to a problem statement). If it implies a solution, refine your “WHAT” analysis.
• Why does this specific problem need to be solved right now? Is it a permanent issue or a temporary one that might resolve itself or become irrelevant? Remember, every resource spent here is a resource not spent elsewhere.
• Can you quantify the impacts of this problem? (e.g., dollars lost/saved, time wasted/gained, impact on customer satisfaction scores, employee morale). If you can’t measure its impact, it might not be a problem worth prioritizing.

The ROI of Clarity

Taking the time to achieve absolute clarity on the WHAT and the WHY before initiating problem-solving or solution design will save your SMB an incredible amount of time, money, and frustration. More often than not, this rigorous upfront diagnosis reveals that your initial perception of the problem was incomplete, or perhaps that the “fire” you thought you saw was merely the lingering scent of a match that has already safely burned out. As a fractional CIO, this diagnostic phase is fundamental to ensuring that technology investments are strategic, targeted, and deliver real, measurable business value.

What’s Next

Don’t let the urgency of the moment or the comfort of your familiar toolkit rush you past the critical step of deeply understanding the challenge at hand. Master the art of asking “What’s the Why?” and you’ll build a more resilient, efficient, and successful business, poised to “Succeed Sooner.”

Is your SMB sometimes quick to implement solutions before the real problem is fully understood, especially with technology? If you’re looking for a strategic partner to help you accurately diagnose challenges and develop targeted, effective IT strategies, let’s connect with Succeed Sooner Consulting.