Posted February 3, 2026, by Kate Dunn

One of the most common (and costly) mistakes I see sales reps make is jumping into solution mode way too fast.

The customer mentions a problem. The rep nods enthusiastically. And five seconds later… BOOM — a solution is on the table.

It feels helpful. It feels responsive. It feels like selling.

But it usually kills momentum.

Example:

Customer: I don’t like the customer service I’m getting now.

Rep: Great, we’re known for our customer service. You’ll see how great we are if you try us out.

Customer: That’s great to hear. I’ll certainly keep you in mind the next time we need anything.

And to steal a line from Carrie Bradshaw, “And just like that,” the rep has lost all momentum.

Instead, I coach reps to fill the bucket before they try to fix anything.

What “Filling the Bucket” Really Means

“Filling the bucket” is my shorthand for this idea:

Before you solve a single problem, find all the problems — and fully understand their impact.

That means slowing down long enough to uncover:

• All of the problems the customer is facing
• The downstream issues that those problems create
• How those problems affect the individual personally
• The ripple effect of those problems on their department
• The broader organizational consequences of not fixing the problems
• And, ultimately, the impact of all the problems on their customers

Each problem you uncover drops another stone into the bucket. (My husband, an amazing sales leader and developer of reps, teaches his reps to “Strive for Five,” meaning he wants them to uncover at least 5 problems the customer has before discussing solutions.)

The fuller the bucket, the stronger the case for change.

I see this all the time with reps who aren’t using an insight selling model. They are just peddling whatever they sell, and they waste a lot of time having conversations with potential customers that end too quickly because they jumped at the first problem they heard.

Unfortunately, jumping at the first problem can happen even when a rep is trying to be a trusted advisor.

Where Great Sales Campaigns Actually Start

Strong sales campaigns begin before the first meeting.

When a rep truly understands:

• The customer’s market
• Their business models
• The pressures and trends in their industry
• The likely challenges their accounts are facing

With this knowledge, great reps can create buying visions that make prospects want to engage in a conversation in the first place.

This insight-led approach helps the customer think:

“This person gets my world. We should talk.”

And that’s powerful.

The Trap: Grabbing the First Piece of “Problem Bait”

Here’s where even good reps get themselves in trouble.

They’ve done a nice job painting a future state. The customer nods along. A problem surfaces.

And the rep jumps on it immediately.

Within minutes, the customer says:

“That sounds great… but what does it cost?”

Now the rep is stuck talking about price, before they’ve built a business case for change strong enough to justify it.

When that happens:

The solution sounds interesting, not essential

• Cost feels risky instead of reasonable
• And the conversation shifts from impact to expense far too early

Sales Is About Building a Business Case for Change

A successful sales campaign isn’t about pitching features and racing to solutions.

It’s about building a compelling business case for change.

That only happens when the customer clearly understands:

• How bad the current state really is
• What it’s costing them in time, money, risk, and frustration
• Why staying the same is no longer acceptable

If you fix a problem too soon, you drain the bucket before it’s full — and price becomes the loudest voice in the room.

Tell the Dark and Scary Story (Before the Happy Ending)

If you jump straight to the “bright and rosy tomorrow,” the customer hasn’t fully processed how dark today actually is.

When you fill the bucket properly, you help the customer see:

• The compounding effect of unresolved problems
• The organizational and personal consequences
• The cost of not changing

Only after that story is clear does your solution land with real impact.

Then the future state isn’t just attractive — it’s worth it.

A Simple Shift That Changes Everything

The next time a customer brings up a problem, resist the urge to fix it.

Instead, try:

• “What else does that affect?”
• “Who feels the impact most?”
• “What happens if this doesn’t change?”
• “How does this show up for your team or your customers?”
• “If you were able to fix this, what other problems would still stand in your way?”

Fill the bucket and let it get heavy. Because when the bucket is full, the price question doesn’t disappear… It just stops being an obstacle.

And that’s when selling feels less like pushing… and a lot more like progress.