Why Uncovering a Need or Pain Isn't Enough and What to do About it

Picture this: You’re a sales rep on a call, and the client finally hits that magical moment: they admit they have a problem or “pain.” Jackpot, right? The client says, “We need to hire X,” or, “Our problem is Y, and we need help.” Instantly, your inner salesperson does a little victory dance, convinced that you have a foot in the door. 

Imagine you’re in a complex sales cycle, selling a project to a buying committee where you and your champion have invested hours in crafting a problem statement that clearly defines the specific challenges the customer is facing and why those challenges need to be solved and the buying committee has reached a consensus on the problem to be solved. 

While you may be ready to pop the cork on the champagne bottle, the party hasn’t started yet.

When a customer expresses a pain point or problem, or even writes out their problem statement, don’t assume they’re ready to buy. Finding a pain point is just the beginning. Here’s why assuming a customer who has a ‘need’ or a problem to be solved can lead to dead ends, awkward silences, and ghosted emails.

“Pain” is a misinterpreted cue. Yes, it’s real and yes, it could be pressing. But pain doesn’t automatically mean the company is ready—or even able—to act on it. 

Imagine you’ve got an old car that’s on its last legs. It rattles, it wheezes, and it’s barely making it up hills. Painful, right? But until you know the repair costs, discuss it with your partner, and compare it to the cost of a new car, you’re not driving to the dealership just yet.

Similarly, your customer might feel a pain point, but that doesn’t mean they have the buy-in or budget needed to address it. Remember, “pains” or needs go unfulfilled everyday inside of every company, world-wide. It’s just the nature of running a business.

So before you put their “pain” on a pedestal, here’s what you should ask:

Pain vs. Priority

Just because something hurts doesn’t mean it’s top priority. That’s why your first question to the customer should be: “Is hiring for this role a priority tied to a company-wide initiative? Who’s the executive driving this change?”

If no executive has gone on record saying, “We need this change—no matter the cost,” it’s a red flag. Maybe they want the role filled, but they might not need it in the way that warrants an immediate investment. Companies don’t invest in solutions unless they’re certain about the necessity, especially in today’s economic climate.

Key Takeaway: Discover the executive champion. Who is feeling the burn bad enough to make a decision? What are their KPIs and how are they being impacted?  Without this buy-in, you’re chasing shadows.

The Stakes: What Happens if They Don’t Solve the Problem?

Next, get them talking about the risk of doing nothing. Here’s a question that stops assumptions dead in their tracks: “What’s the cost of sticking with the status quo?” 

This isn’t just about budget or resources—it’s about what happens if the problem goes unresolved. Is the cost (of letting the problem persist) significant enough to push this hire to the top of the list? If the stakes are unclear, that “urgent” need might not be so urgent after all. In sales, it's essential to differentiate between mild discomfort and real pain that requires immediate attention.

Key Takeaway: Establish what’s at stake. People don’t act on mild inconveniences; they act on consequences they can’t afford.

Full House: Is the Entire Buying Team Onboard?

Here’s the reality: even if the client’s pain is validated and it’s a top priority, you’re not out of the woods until you’ve got the full buying team in agreement. If only a portion of the decision-makers are onboard, your deal is only as strong as the weakest link.

Your Move? Ensure the entire buying team is on the same page. It’s like planning a road trip with friends: if only one person wants to go, you’re not getting far. Everyone has to agree on the destination (solving the problem) and the cost (the buy-in). Your job is consensus building.

Key Takeaway: Validate alignment across stakeholders. A “maybe” from one key player is enough to keep your deal out of the end zone.

Wrapping It Up: Stop Selling and Start Validating and Building Consensus 

Selling based on assumptions is the fast-track to losing deals. So, before you let that flicker of “pain” light up your sales dashboard, take a step back. Remember: real sales success isn’t about finding pain; it’s about uncovering and validating that pain and commitment to resolving that pain. It is about building consensus. 

So, the next time you hear a customer say “I have a need” or “we’re looking to hire X,” be sure to to do the following:

1. Confirm Priority: Ask if solving this pain is tied to a company-wide priority backed by executive buy-in. Find out if there’s a leader who has committed to fixing it.
2. Clarify the Stakes: Ask about the cost or risk of doing nothing. Ensure the pain is significant enough that it’s worth immediate attention, not just a minor inconvenience.
3. Validate Team Alignment: Confirm that the entire buying team agrees on the problem and is committed to solving it. Make sure all decision-makers are on the same page and invested in moving forward.