Become the Expert on Their Problems

There is a massive difference between what we think our learners need and what they already know they need. This gap is where most learning programs, training initiatives, and educational businesses quietly fail. I have made this mistake myself more times than I care to admit, especially early in my career when I was convinced that my expertise alone would carry the message.

Over time, I learned that expertise is not the same thing as understanding. Knowing your craft deeply does not automatically mean you understand the problems your learners are actually trying to solve. Becoming the expert on their problems requires humility, patience, and a willingness to listen far more than we speak.

In this post (and the Youtube video linked here and the podcast episode linked here), I want to break down the most common mistakes we make when serving learners and customers. I will also share the simple three step process I now use to become an expert on their problems, not just an expert in my field. This shift has changed how I teach, how I sell, and how I build long term relationships.

The hidden gap between expertise and understanding

When we master a skill, something strange happens. What once felt complex becomes simple, almost obvious. This is a gift, but it is also dangerous. The easier something feels to us, the easier it is to forget how hard it was at the beginning.

Our learners are not where we are. They are often overwhelmed, unsure of what questions to ask, and uncertain about what even matters. When we lead with our expertise instead of their problems, we widen the gap instead of closing it.

Becoming the expert on their problems means recognizing this gap and respecting it. It means meeting learners where they are, not where we wish they were. This mindset shift alone can transform how your content, courses, and conversations land.

Mistake one: Speaking in jargon instead of clarity

One of the biggest mistakes I see in learning and training is the overuse of jargon. Acronyms, frameworks, and insider language may make us feel smart, but they rarely make learners feel supported. More often, they create distance and confusion.

I used to speak in jargon constantly. I thought it signaled credibility and authority. What I eventually realized is that it mostly signaled that I was more focused on myself than on my audience.

Clear language builds trust. Simple explanations invite curiosity. When we strip our message down to its core and explain it in a way a fourth or fifth grader could understand, we make learning accessible. Clarity is not dumbing things down. It is respecting the learner’s starting point.

Mistake two: Talking more than listening

Listening is one of the most underrated skills in learning, sales, and leadership. For years, I believed my job was to explain, convince, and persuade. The more I talked, the more value I thought I was delivering.

What I have learned is the opposite. The less I talk and the more I listen, the stronger the relationship becomes. When I am in direct conversation with learners or customers, my goal is to listen ninety percent of the time.

Silence can feel uncomfortable, especially if you are a natural talker. But silence creates space. It gives people room to think, reflect, and share what actually matters to them. Often, the most important insights come after the pause, not before it.

Mistake three: Selling solutions instead of solving problems

We all need to make money. Businesses need revenue, teams need results, and learners want outcomes. The problem begins when selling becomes more important than solving.

I have been on countless calls where the other person could not wait to pitch their solution. They were so focused on what they offered that they never fully understood what I needed. That experience erodes trust almost instantly.

When you focus on solving the learner’s real problem, selling becomes a natural byproduct. Trust grows when people feel seen and understood. Long term relationships are built when learners believe you care more about their success than your offer.

Step one: Ask better questions

Becoming the expert on their problems starts with asking better questions. Questions open doors that explanations never will. They invite learners to share their challenges in their own words.

I prepare a small bank of thoughtful questions before important conversations. These questions are designed to uncover pain points, goals, and constraints. Often, I only need to ask one or two before the conversation takes on a life of its own.

Follow up questions matter even more than prepared ones. When you ask questions based on what someone just shared, you demonstrate genuine interest. This is where trust begins to form.

Step two: Listen with intent and patience

Asking questions is only effective if we truly listen to the answers. Listening is not waiting for your turn to speak. It is actively trying to understand the meaning behind the words.

In recent years, I have trained myself to pause longer than feels natural. When someone finishes a thought, I wait. Often, they continue speaking and reveal something far more important than their first response.

Listening with intent allows you to hear what learners are proud of, what they fear, and where they feel stuck. These insights are the foundation of meaningful learning experiences.

Step three: Research until you understand deeply

Questions and listening give you raw material. Research turns that material into understanding. Once I identify a learner’s real challenges, I dig deep.

I study their industry, their role, and the context surrounding their problems. My goal is to understand their challenges as well as or better than they do. This level of preparation shows respect and builds confidence.

Research is not a one time activity. It is part of a continuous loop. Each conversation informs the next, and each insight leads to better questions.

The circular process of mastery

Asking questions, listening, and researching form a circular process. Each step strengthens the others. Better research leads to better questions. Better questions lead to better listening. Better listening reveals better problems to solve.

This process is how we move beyond surface level expertise. It is how we become trusted partners instead of just content creators or trainers. Mastery is not just about what you know. It is about how well you understand the people you serve.

When you commit to this process, your work changes. Your content resonates more deeply. Your learners engage more fully. Your impact expands naturally.

Conclusion: serving learners with clarity and care

Becoming the expert on their problems is not about abandoning your expertise. It is about using it responsibly. It is about leading with empathy, curiosity, and respect.

When we stop hiding behind jargon, start listening more than we talk, and focus on solving real problems, everything improves. Trust grows. Relationships deepen. Results follow.

If you want to create learning experiences that truly matter, start by becoming the expert on your learners’ problems. That is where meaningful learning begins.