Before choosing an answer, agree on the problem and the evidence you need.
Separate the request from the problem
‘We need a new presentation’ describes a deliverable. It does not explain what that presentation needs to change. Ask who will use it, what they currently find difficult, and what a useful outcome would look like.
A more actionable problem might be: our customers cannot compare the three service options. That opens up several possible responses, including a comparison page or a clearer conversation, as well as a presentation.
Make assumptions visible
Invite people to name what they know and what they are assuming. A question such as ‘What have we observed directly?’ helps separate customer feedback from an internal explanation of that feedback.
Keep the tone curious. The purpose is to improve the shared picture, not catch someone out. Write down unresolved assumptions so you can choose which ones need checking first.
Ask for a concrete example
When a discussion becomes abstract, ask someone to walk through the last time the problem happened. What did the person try? Where did they pause? What happened next?
Specific examples expose details that labels like ‘confusing’ can hide. One example will not represent every case, but it can give the team a useful starting point for further investigation.
End with an answerable next question
Turn the discussion into a small next step. Instead of ‘improve the experience’, try ‘Can a new customer explain the difference between these options after reading this draft?’
Agree on who will check it, what they will observe and when you will discuss the result. A useful question creates a path to learning, rather than another meeting with the same uncertainty.
What has your own experience taught you?
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