The Set-Up: When “Problems” Become Opportunities
A few years ago, I was working on a global digital transformation project. After weeks of analysis, I compiled a readout deck for the executive sponsor prior to the broader audience presentation. It was filled with data, charts, and observations, then a comprehensive section called Challenges and Problems. I sent it over for his review. The reply came back fast:
“We need all of these ‘challenges and problems’ updated to ‘Opportunities.’ We don’t have problems in our organization — we have opportunities.”
At first, I laughed. This was classic corporate spin. A “problem” is still a problem no matter what you call it, right? But the more I reflected, the more I realized it was me who had missed something important.
The issue wasn’t the accuracy of my findings, yes, there were problems and challenges — it was the way I framed them. In business, it’s not enough to be right about the issue. To drive change, you need to frame the problem in a way that people can accept without fear, ego damage, or political fallout.
That realization changed how I approach every project since.
Why Companies Don’t Actually Want “Problem Solvers”
When I first positioned myself as a consultant, I proudly called myself a “problem solver.” I thought that was what companies wanted — someone who could parachute in, find the root cause, and fix it.
But experience taught me otherwise. Here’s what I discovered:
- Admitting a problem feels like admitting failure.
For an executive, saying “we have a problem” can feel like a direct reflection on their leadership. If you uncover an issue, it can sound like you’re saying they weren’t paying attention or didn’t do their job. - Problem framing triggers defensiveness.
When you call something a “problem,” people naturally look for who’s to blame. No one wants to be in the hot seat, so they push back or minimize the issue instead of engaging with the solution. - Not everyone benefits from the solution.
In large organizations, solving one team’s problem often creates more work for another. Or worse, it threatens someone’s turf. If your fix doesn’t align with their KPIs or career goals, they’ll resist — quietly or openly.
Looking back, the projects I lost weren’t about price or technical ability. They slipped away because the way I framed the work — problems that needed solving — forced executives to admit things they didn’t want to admit.
The Realization: It’s Not the Problem, It’s the Framing
The epiphany was this: being right about the problem isn’t enough.
If you want changes to stick, you need to present your findings in a way that the organization can embrace without shame, without bruising egos, and without triggering political landmines.
This doesn’t mean sugarcoating. It means being strategic.
- Problems → Opportunities
- Failures → Lessons
- Weaknesses → Areas for Growth
- Waste → Untapped Value
- Breakdowns → Evolution Points
The data doesn’t change. The truth doesn’t change. What changes is the story you tell around it — and that story determines whether your solution gets adopted or ignored.
Stories From the Field
I’ve seen this pattern play out in countless ways:
- The “Ugly Baby” Syndrome
I once told a client their digital platform was inefficient, outdated, and riddled with duplicate content issues. In other words, their baby was ugly. The executive shut down. We ended up stalled in weeks of political maneuvering. Later, I reframed the same issues as “untapped efficiencies” and “growth accelerators.” Suddenly, the conversation shifted — and the same executive who resisted me before started championing the project. - The Silent Saboteurs
In another company, my recommendations would have improved cross-market SEO performance but required the product team to adjust their release process. They didn’t stand to gain much directly, so they resisted quietly. By framing the work as “making product launches more successful” instead of “fixing flaws in your process,” I won them over. - The Deck Rewrite
And of course, the story that started this article: the executive who demanded that every “problem” in my report be relabeled as an “opportunity.” It felt silly at the time, but it was the only way that organization could take action without looking inward and admitting fault.
Why This Matters: The Psychology of Change
Organizations are made up of people — and people are driven as much by psychology as by logic.
- Loss Aversion: People fear losses more than they value gains. Admitting a problem feels like a loss of reputation, control, or status. Reframing as opportunity positions it as a gain.
- Face-Saving: Especially at the executive level, reputation is currency. No one wants to look like they missed something obvious.
- Self-Interest: Teams act in line with their KPIs, budgets, and career paths. If solving a problem doesn’t benefit them, they’ll resist — unless you frame it as something that helps them directly.
Understanding these forces isn’t about manipulation. It’s about packaging truth in a way that people can absorb and act on.
Practical Takeaways: How to Solve Problems Without Saying “Problem”
- Check Your Language.
Before presenting findings, ask yourself: Does this sound like blame? Or does it sound like progress? Swap “problem” for “opportunity” where it reduces defensiveness without diluting the facts. - Align With Goals.
Tie your recommendations to what executives already care about — growth, efficiency, risk reduction. Don’t present problems in isolation; show how they block strategic goals. - Benefit Everyone You Can.
Ask: Who wins if this gets solved? Who loses? Adjust framing so more stakeholders see a win in the outcome. - Tell the Story of Untapped Value.
People are more receptive to hearing “you’re leaving money on the table” than “you’ve been wasting money.” Same math, different frame. - Protect Faces, Not Egos.
You don’t have to make people feel small to tell the truth. Frame findings as a natural part of growth: “The system worked well for the last five years, but now the market has shifted, and here’s how we adapt.”
The Bigger Lesson
The work of a strategist, consultant, or leader isn’t just analysis. It’s a translation. It’s reframing. It’s knowing that the same truth, delivered in different words, determines whether a company takes action or digs in its heels.
👉 The lesson: Don’t just solve problems. Solve them in a way that people can accept, adopt, and champion.
Because at the end of the day, the real obstacle isn’t the problem itself — it’s whether anyone’s willing to own it.
