Client calls in a panic. “We have a problem. What should we do?”

Your instinct is to jump straight to the answer. Don’t.

The moment you give one solution, you become responsible for it. If it doesn’t work, it’s your fault. If they don’t like it, you’re the problem.

There’s a better way.

Give Them Options First

Instead of “Here’s what you should do,” try “Here are three ways we could approach this.”

Why three? Two feels like a false choice. Four gets overwhelming. Three gives them real options without analysis paralysis.

Example: “We could fix the immediate issue and move on, redesign the system to prevent this happening again, or do a quick fix now and plan a bigger overhaul for next quarter.”

Each option has different trade-offs. Different costs. Different timelines. Let them see the landscape before they pick a path.

Educate About the Options

Don’t just list choices. Help them understand what each one means.

What would this look like in practice? Walk through the steps. Paint the picture.

What are the risks? Every option has downsides. Be honest about them.

What would success look like? Help them visualize the end state.

Who else has tried this? Share examples. What worked? What didn’t?

Use questions to guide them: “How do you think your team would react to this approach?” “What concerns would you have about the timeline?”

Make a Recommendation

After they understand the options, tell them what you’d do.

“If this were my business, I’d choose option B. Here’s why…”

Give your reasoning. But frame it as your perspective, not the only right answer.

Some clients want you to choose for them. Others want to decide themselves. The recommendation gives both types what they need.

Let Them Choose

This is the hardest part. Staying quiet after you’ve given your recommendation.

They might pick a different option. They might ask for modifications. They might want to think about it.

That’s fine. The goal isn’t to control their decision. It’s to help them make a good one.

Why This Works

They own the decision. When things get tough (and they will), they can’t blame you for forcing them down the wrong path.

You stay trusted. You’re the advisor who helps them think through problems, not the one who tells them what to do.

Better outcomes. Clients implement decisions they’ve made themselves. They resist decisions imposed on them.

The Real Skill

The art is in the questions you ask while walking through options.

“What would make this option risky for your organization?” “How would your customers react?” “What resources would we need?”

These questions help them think through consequences before they commit. And they help you understand their constraints and priorities.

Most consultants want to be right. Better consultants want their clients to make good decisions.

That’s the difference between giving answers and giving options.