Stop asking customers what they want and discover the job to be done

Medium - Requires some preparation Recommended

Classic surveys often capture requests, not real needs. Someone says, “I want a better mousetrap,” and we dutifully add teeth to the trap. But when researchers study successful products, they find a different pattern: people hire solutions to do a job. The “Jobs to Be Done” lens turns your conversations toward outcomes. Instead of “what feature do you want,” you ask, “what were you trying to accomplish, and how would you know you succeeded?” The answers move from gadgets to goals.

Watch people in context. A homeowner who buys traps might be trying to sleep without scratching noises or avoid the mess entirely. The job could be “keep pests out without handling dead animals.” Notice the workarounds, like stuffing steel wool in gaps or leaving lights on. Workarounds are proof the job is real and today’s tools are lacking. Record exact phrases, because the language of pain is your copywriting later.

Use laddering to climb from requests to reasons. When someone asks for “alerts,” ask why. “So I don’t miss urgent items.” Why is that important? “Because my boss hates surprises.” And why is that critical? “Because it affects my review.” Now the job is clearer: “reduce executive surprises before Friday.” That reframes your space from “add alerts” to “build early‑warning signals.”

This approach draws from qualitative research traditions and aligns with behavior science: people are poor forecasters of what they’ll use, but they’re decent historians of what they tried and why. Design your questions to surface goals, observe behavior, and then define needs as outcome statements. Your solution options expand, and your odds of delight rise.

Line up five recent users and ask what they were trying to accomplish, how they measured success, and where the journey broke. Watch for workarounds and ask “why is that important?” until you hit the real outcome. Then rewrite the need as a clean outcome statement that leaves room for multiple solutions. Do one interview over coffee this week and capture exact quotes.

What You'll Achieve

Internally, shift from feature bias to outcome focus and sharpen empathy. Externally, create need statements that guide better designs and reduce wasted features.

Run five goal‑finding interviews

1

Recruit five users from your target context

Select people who recently tried to solve the problem. Fresh memory yields richer details.

2

Ask success questions, not feature requests

Use prompts like 'What were you trying to accomplish?' and 'How would you know it worked?' Avoid 'Which features do you want?'.

3

Observe the journey

Watch or replay how they searched, compared, and used a current solution. Note workarounds and moments of friction.

4

Ladder up with “why” until goals surface

Ask 'Why was that important?' three times. You’ll move from tactics to outcomes (e.g., 'sleep through the night,' not 'buy a mousetrap').

5

Rewrite the need as an outcome statement

Express needs as 'Help [user] achieve [desired outcome] under [conditions].' This keeps solution space wide.

Reflection Questions

  • What workarounds have you seen that reveal a deeper job?
  • Which 'why' question felt uncomfortable, and what did it uncover?
  • How will you know your outcome statement is specific yet flexible?

Personalization Tips

  • Home: A parent doesn’t want 'meal kits,' they want 'healthy dinners with zero shopping on weeknights.'
  • Work: A manager doesn’t want 'dashboards,' they want 'fewer surprises before Friday’s exec meeting.'
Unleash Your Inner Company
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Unleash Your Inner Company

John Chisholm 2015
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