The Solution-Focused Mindset

A “Yes, We Can” Approach

I believe in approaching every customer request with a solution-focused mindset. Before calling any job “failed” or impossible, I ask myself two simple guiding questions: “What will it take to make it work, and can we do it effectively and safely?” This question shifts our focus from the obstacles to the possibilities. It doesn’t mean I promise I can do anything a customer asks; but, it ensures I explore every option. I aim to come back to the customer with something to offer, an option, a plan, a workaround, along with the associated costs or requirements.

In short, we don’t say “no” outright. We say “yes, and here’s what it would take” and let the customer decide if that solution is right for them. The decision to say “no” is theirs to make, not ours. Our job is to inform and offer, not to pre-emptively judge what a customer will accept.

One of the most important principles is: don’t sell based on your own spending habits. This means you should never project your personal spending assumptions onto the customer. For example, if a special installation or upgrade costs an extra $500, you might personally feel that’s too expensive, but that’s your mindset talking, not the customer’s. If you assume a customer won’t pay for something just because you wouldn’t pay for it, you’re not doing your job right. Our job is to lay out the menu of possible solutions, not judge the customer’s appetite. Present the option and its price and let them decide. Maybe that extra-high-speed plan or that costly custom installation is well worth it to them, you won’t know unless you offer it.

With that said, I also don’t want to pressure someone’s grandma to sign up on a gigabit plan just because it sounds impressive and we’ll make more off the customer. If all she does is check her email, pay a couple bills, and maybe watch a YouTube video once in a while, she doesn’t need the fastest speeds. In 2025, most people still don’t really use more than 100mbps-150mbps, especially folks who aren’t streaming 4K or downloading giant files. That said, if grandma really wants the fastest speeds and understands what she’s getting, that’s fine too. Just make sure you’re giving her a clear picture: “Here’s what you need, and here’s what you’d get if you went bigger.” Give customers real options without pressure. Don’t assume they want the cheapest or the priciest, just be honest and let them pick. That kind of respect goes a long way and in the small towns and can spread quickly through word of mouth. In the long run, this is worth more than getting grandma on a faster package.

There is a balance to strike. Offer the best, don’t pressure it. Find out how the customer uses the internet and offer them that. I don’t like overselling, I don’t like underselling.

Adopt a Customer-First, Logistics-Later Attitude

This means our initial response to a request should center on what the customer wants, not on how hard it might be to deliver. When faced with a challenging request, the first thought is, “That’ll be hard or expensive to do.” This mindset can lead us to reflexively focus on the difficulties, the extra labor or the unusual configuration and then convey to the customer that it’s not feasible. We need to flip that script. Start with: “Let’s find a way to do it.” Embrace the mindset that the logistics can be figured out after we understand the customer’s needs and have committed to exploring how to fulfill it.

This principle doesn’t mean logistics aren’t important, it means they’re not the customer’s problem. They are ours to solve. But we need to actually know what the customer really wants and what they are willing to spend or allow. Think of engineers who build bridges across rivers: a logistical challenge. They start from the commitment to connect two sides and then figure out how. If a customer asks for service across a property or in a remote area, our attitude should be, “There is a way, now let’s figure out the safest and most effective way to make it happen.” Maybe it involves running a line overhead, or digging a trench under a driveway, or installing additional equipment. Whatever it is, we consider it and determine what it would take. Can we do it effectively and safely? If yes, I can then present that plan. If not, at least I explored every avenue before reaching that conclusion.

A customer-first, logistics-later approach encourages innovation and problem-solving. It challenges us to think outside the box rather than defaulting to “we don’t do that.” It also sends a powerful message to customers: that we put their needs first and we’re willing to do some extra work to meet those needs. Often, customers are reasonable, if the solution requires extra work or money, they’ll listen to those challenges when presented. But by starting with their request, the “Yes, we can look into that”, instead of our internal hurdles, the “No, that’s difficult”, we set a positive tone. We can find a way to run a line across a driveway if the customer truly needs it and agrees to the plan, just like engineers find ways to span rivers.

In Practice, Use “Let Me Check” Instead of “No”

Sometimes a customer’s request can catch you off guard or seems impossible at first glance. Maybe they’re asking for service outside our normal scope of work or a technical setup that isn’t standard. In these moments, resist the instinct to respond with an immediate “No, we can’t do that.” Instead, use the far more valuable phrase: “Let me check.”

Telling a customer “Let me check what we can do” accomplishes a few important things. First, it buys you time to think and to actually look for a solution. You may need to consult with a technician or manager, explore alternate equipment, or calculate costs, and that’s fine. The customer doesn’t expect an instant miracle; they expect you to try. By saying you’ll check, you keep the conversation open and show the customer that you’re taking their request seriously. People often shut down when they hear a flat “no”, it feels like rejection. But “let me check” signals that you’re on their side, and working to help them. It maintains a sense of hope and collaboration.

Of course, intent matters. “Let me check” should not be used as a stalling tactic or a way to dodge the question. You must follow through. Use that time to genuinely explore possible solutions. Maybe there’s a way to reach that remote location with a custom tower, or perhaps a custom plan can be offered at an extra cost. Even if the answer ultimately is not what the customer originally envisioned, you can come back with options. For example, “We can’t do X exactly as requested, but we could do Y, which would achieve a similar result but would involve a higher cost.” This approach shows the customer that you didn’t dismiss their need. You went and looked for a way to help. More often than not, customers will appreciate the effort and the alternatives, even if they don’t accept the options offered. It builds trust, because the customer sees that you and your company will go the extra mile rather than saying “no” and closing the door.

I also want to be clear that I am talking about reasonable customers, sometimes you can go the extra mile and the customer won’t be happy. We have to remember that we can’t please everyone and there are only so many hurdles we can get over before the task becomes unreasonable and we do have to say “No”. Even in those situations, the customer (whether they acknowledge it or not) usually knows we tried to help. And that effort matters. It’s what should set us apart.

Putting It All Together

The Solution-Focused mindset can be boiled down to a simple sentence: be a problem-solver and collaborator with the customer. Don’t shut them down or decide for them. Our role is to explore possibilities and present the best solution along with transparent information about cost, effort, and feasibility. This approach requires a mix of positivity and creativity. It’s about saying “Yes, here’s how we could do it,” instead of “No, it can’t be done.” When we operate this way, customers feel heard and respected. Even if they ultimately decide not to pursue the option you provide, they’ll at least remember that we tried to help and gave them the power to choose, which builds relationships with those in our community and goodwill for the company brand. Especially in those small town situations!

Key Takeaways:

• Always ask “What would it take?” Before you give up on a difficult request, ask what would be required to make it possible (and safe). This keeps you solution-oriented.

• Don’t decide based on your wallet. Never assume a customer won’t pay for a solution you find costly. Present the option and let the customer decide; your job is to inform, not to pre-judge their willingness.

• Keep the door open. Use phrases like “Let me check what we can do” rather than an outright “no.” This buys time to find alternatives and shows the customer you’re making an effort on their behalf.

• Customer-first, details-second. Focus on understanding and committing to the customer’s goal first. Figure out the logistics of delivering it afterwards, and then communicate what it would take. By prioritizing the customer’s need, you foster a “yes we can” atmosphere that looks for solutions instead of excuses.

By embracing this mindset, we set ourselves up to deliver better service and solutions. Remember, we don’t say “no”, we find out how we can say “yes.” The difference is more than semantics, it’s a mindset that turns challenges into opportunities and leads customers to feel confident that when they choose your company, you’ll do everything you can to meet their needs.

Do not withhold good from those to whom it is due, when it is in your power to act.
Proverbs 3:27