Not Knowing the Problem is a Problem

In times of uncertainty or change, one thing most teams don’t lack is ideas. Suggestions come from every direction—team members, board members, consultants, peers. Some are ambitious, others are cautious, and leaders often feel caught in the middle—unsure which way to go, or frustrated that none of the proposals feel quite right.

With so many voices, it’s tempting to jump straight into brainstorming solutions. It feels productive. Action-oriented. Goal-focused. But when all the attention is on what to do next, one essential conversation often gets lost:

What is the problem we are actually trying to solve?

Without a clear definition of the problem, even the most well-intentioned ideas can miss the mark. The right question, asked at the right time, creates a powerful shift—from spinning in uncertainty to moving forward with clarity.

And here’s the good news: once the problem is clearly defined, the ideas don’t stop—they just get better. Ideation becomes more focused, more grounded, and far more likely to earn buy-in. The flood of ideas becomes a shared, strategic process rather than a swirl of competing opinions.

🧭 Concern vs. Problem: What’s the Difference?

A concern is an observation that something may be off. It flags a potential risk, misalignment, or need—but doesn’t yet define what action, if any, should be taken.

A problem is a question that emerges from that concern. It invites further exploration and helps determine whether an intervention is needed—and if so, what kind.

In short:

The concern says, “Pay attention.”

The problem asks, “What exactly needs to be solved—and how?”

Here is an example:

• Concern:
  This program may not meet community needs with the resources currently available.

• Problem:
  How can we evolve the program to meet community needs within our current constraints—or secure additional funding to support its scope?

Moving from concern to problem is what transforms uncertainty into purposeful strategy.

🧪 Five Questions to Pressure-Test Your Problem

Identifying a problem is a critical step—but it’s not enough on its own.

Before committing your limited time, budget, and team capacity, pause to pressure-test the problem. Is it truly the right one to prioritize? Is it clearly understood and actionable? These five questions will help you find out:

• Do we all agree this is the problem?

  • Are stakeholders aligned, or are different people solving different things?

• Is this the most important problem to solve?

  • How does it compare to everything else competing for attention?

• Can—or should—this problem be solved at this moment?

  • Do the timing, resources, and conditions support meaningful action?

• Who needs to understand this problem?

  • Who are the stakeholders this affects—and who should be part of the solution?

• How can the problem be described so others see it clearly too?

  • What framing or context will build shared understanding?

💡 Why a Clear Problem Unlocks Better Solutions

Taking the time to name the right problem isn’t just a clarifying exercise—it’s a catalyst for better outcomes. Here’s why:

• Specificity drives innovation.
  Vague problems lead to vague solutions. Clear problems spark focused, creative thinking.

• Resources are better used.
  When you’re solving the right problem, energy, time, and funding are all more effective.

• Alignment becomes possible.
  Shared understanding of the challenge leads to shared commitment to the solution.

• Stakeholders feel clarity, not pressure.
  When a problem is clearly defined and agreed upon, people don’t feel overwhelmed, manipulated, or rushed into action. They feel confident that their efforts are being directed toward something that truly matters.

• Communication gets easier.
  Clear problems are easier to explain—up, down, and across the organization.

• Progress becomes measurable.
  A well-defined problem gives you a way to track whether your solution is actually working.

• Ideation becomes productive.
  When the problem is well-framed, teams can generate ideas with purpose and direction. The process becomes energizing instead of overwhelming—and buy-in increases because everyone understands the “why” behind the work.

✨ Final Thoughts

Strategic leadership isn’t about jumping to the best idea. It’s about asking the best question.

• Start with the concern.

• Frame it as a problem.

• Then pressure-test before you act.

When teams focus on questions before answers, clarity follows. And so does progress.