Managing Client Expectations

One of the biggest reasons deals stall isn’t that buyers doubt your solution—it’s that they doubt their ability to make the right choice. Matt Dixon's research for The JOLT Effect found that 40% of lost deals are driven by customer indecision, not preference for a competitor. And Brent Adamson's new book The Framemaking Sale highlights that customers with high decision confidence are TEN TIMES more likely to make a purchase. Here are a few ways you can help buyers build confidence in themselves: 1. Reduce Decision Complexity According to Gartner, 77% of B2B buyers report their last purchase was “very complex or difficult." Streamlining options, providing decision guides, or recommending a clear best-fit reduces “analysis paralysis” and gives buyers confidence they aren’t missing something. 2. Reframe Risk in Personal Terms Buyers often fear personal blame more than organizational failure. Use case studies and peer validation to show how people in their role succeeded—helping them feel safe and supported in their choice. 3. Provide Buyer Enablement Tools Tools like ROI calculators, pre-built board decks, or checklists reduce the burden on them and demonstrate that they have what they need to decide. 4. Normalize Their Concerns The JOLT Effect also emphasizes “normalizing indecision” as a critical skill—buyers need to know hesitation is common and that you can guide them through it. Framing uncertainty as a normal step in the process reduces the shame that often delays action. 5. Signal Post-Decision Support Harvard Business Review highlights that buyers who see strong post-sale support are more confident in making initial commitments. Show them the path forward—onboarding, customer success, peer communities—so they know they won’t be left alone after purchase. Helping buyers feel personally confident and protected is as important as proving your product’s value. The most successful marketers and sellers don’t just build confidence in the solution—they build confidence in the decision-maker.

They say everything’s urgent. Until urgency costs you $100K. That’s when priorities finally matter. That’s what my customer kept saying. Every email marked “ASAP.” Every request needed “immediate attention.” My team was drowning in priorities. Deadlines slipped. Morale tanked. Focus vanished. Sound familiar? Here’s how we turned chaos into clarity and results: First, we used the Eisenhower Matrix: → True urgency: System outages → Important but planned: Feature releases → Delegate: Minor updates → Eliminate: Nice-to-haves The key? We did this with the customer. They helped categorize each request. Their buy-in made all the difference. Without it, this would’ve been just another failed process. The result? ✔️ Less team overwhelm ✔️ Clearer project milestones ✔️ A happy customer, they got what truly mattered Once we saw it work, I built a playbook every smart leader can use when everything feels urgent: 1. Eisenhower Matrix   → Urgent vs important. Know where to focus.   → Spend less time on fires, more on impact. 2. Pareto Principle (80/20 Rule)   → The vital few drive most results.   → Focus on the 20% that matters. 3. Warren Buffett’s 5/25 Rule   → Choose 5 goals, ignore the other 20.   → Focus beats distraction. 4. RICE Method   → Score by reach, impact, confidence, effort.   → Rank smart for maximum return. 5. MoSCoW Method   → Must, Should, Could, Won’t.   → Define essentials, defer the rest. 6. ABCDE Method   → Label tasks A–E, focus on A’s.   → Do must-do’s first, delete E’s. Then, we put structure behind the strategy: 7. Time Blocking — 2 hours of deep client work daily.   → No meetings, no interruptions.   → Pure focus on what matters most. 8. Eat That Frog — tackle the hardest task first.   → Before email, before admin.   → Start strong, stay strong. 9. Batching — group similar tasks for efficiency.   → One focus, many wins. The payoff? ✔️ 3x more client face time ✔️ Smoother operations ✔️ Real work-life balance finally Want simple steps to next level your career with clarity, not chaos? Join my Career Freedom Masterclass 🔗 https://lnkd.in/eM5kKXRc ♻️ Repost to help another leader find focus 👋 Follow Stephanie Hills, Ph.D. for leadership insights that bridge life and work

As we approach open enrollment, I often hear Medicare Advantage brokers say: “We put our clients on the best plan for them.” And in many cases, that’s true. Most brokers genuinely want to help clients navigate a confusing system. But let’s be honest—sometimes this statement is more slogan than reality. Or it’s based on a narrow, short-term view of what “best” means. Why is that a problem? Because what looks like the best plan today isn’t always the best plan tomorrow. Too often, a plan is recommended because it has one flashy benefit that matches a client’s current need—a Part B rebate, a gym membership, a lower copay for one prescription, or a dental allowance. But insurance isn’t really about today. If a client develops cancer next year, or needs an expensive surgery, or finds themselves in and out of the hospital—will that same plan still protect them? Will it give them the doctors, hospitals, and drug coverage they’ll desperately need when they need it? That’s the true test. The purpose of insurance isn’t the shiny extra—it’s the safety net. It’s not about what matters in the healthiest chapter of someone’s life. It’s about being covered when health changes course, sometimes suddenly and dramatically. And that’s where brokers have to take the longer view. A plan that’s easy to sell today might not be the plan a client would choose if they could see into their own future. The real responsibility of a broker is not to ask: “What’s the best plan for you now?” It’s to ask: “What protection will serve you if your health changes?” “What’s the strongest plan for both today and tomorrow?” “How do we make sure you won’t regret this choice when you need coverage the most?” That is a much higher standard. And that’s what “best” really should mean.

Building a business, especially one targeting enterprises, is as much about understanding objections as it is about delivering value. Recently, during a client call, I found myself revisiting a familiar scenario—a moment that mirrored countless conversations I’ve had while growing an agency. When we first started Intelekt AI my idea of selling was almost childlike in its simplicity - We build, they buy, and the journey begins. I couldn’t have been more mistaken. In B2B, the decision-making landscape is nuanced, and the stakeholders have evolved. It’s no longer just the CFO scrutinizing risk; every decision-maker is now focused on de-risking, questioning not just what they’re buying but why they should trust it. Midway through this discussion—caught between hypothetical projections and a detailed back-and-forth—I paused and asked, “What’s the one thing stopping you from signing this contract today?” The response was immediate, “We need to know that you’re as invested in this outcome as we are.” In that moment, I could’ve leaned on the strength of our track record, showcasing all the clients who thrive with our model. But I realized this wasn’t about proof. It was about empathy. Instead of defending our approach, I chose to address their concern directly. But here’s the key: the solution wasn’t to change the essence of our model. It shouldn’t be. Instead, I proposed an adjustment, adding a clause to our engagement that aligned our long-term success with theirs—a mechanism that ensured accountability for their goals without jeopardizing the principles that make our work sustainable. That moment of thinking on my feet, guided by empathy, not only preserved the conversation but likely secured a future client. Here’s what I’ve learned: objections aren’t barriers—they’re invitations. They’re a chance to step into the customer’s world, understand their hesitations, and create solutions that honor both their needs and your own. Empathy isn’t just a strategy. It’s the foundation of trust, and trust is what enterprises buy.

Lawyers love words like "ipso facto". Clients don’t. ⛔ Newsflash: Most of them don't know Latin. 🤣 They want clarity, not complexity. Connection, not cold professionalism. Want to be the lawyer they trust and rave about? Here’s what they wish YOU knew: 1/ Speak Human, Not Legalese ↳ “If they leave confused, they leave frustrated.” ↳ Simplify. Use analogies. Add visuals. 2/ Ask Better Questions ↳ “What’s keeping you up at night?” gets you closer to the real issue than “What’s the matter?” 3/ Learn Their World ↳ Tailored advice > textbook advice. ↳ Know their business. Speak their language. 4/ Set Expectations Early ↳ No one likes surprise bills or radio silence. ↳ Map the process. Flag risks upfront. 5/ Be Accessible (Without Burnout) ↳ Boundaries matter. But so does communication. ↳ Tools like case dashboards help. 6/ Acknowledge Their Emotions ↳ A little empathy goes a long way. Legal issues are personal—even in business. 7/ Celebrate Wins ↳ A simple “Congrats! So happy for you!” builds trust faster than a 30-page opinion. 👉 Final Thought: Clients may never say it out loud, but they notice the small things. Show you get them, and you’ll be the one they recommend. What’s one lesson you’ve learnt from your clients? Drop it below. 👇 ♻️ Repost to help lawyers. 🔔 And follow Shulin Lee for more.

I recommend that you actively plan a regular review with your client. You need to accept that you are re-pitching your assignment and engagement with them at least once a year. It may be something that you do at the beginning of the annual budget cycle, as they start thinking about their plans for the following year. Perhaps you do it after the year-end when they're looking at last year's results. Take the same kind of care as if you were seeking to win a new client for the first time. Demonstrate your credentials, reminding them of what change you have already made and how this has increased income, reduced costs and enabled better risk management: test the value of everything you have done. Look forward: from your rich understanding of the organisation, consider how you can create new value to support the organisation's strategy and the leader's ambitions. Consider the CEO and other stakeholders: executive colleagues, external advisors, non-executive board members, shareholders, and regulators. If you can demonstrate you can deliver even more value, look to increase your fees. If there is less value to offer, reduce your days. Remember, key benefits of the Portfolio Executive workstyle are limiting the number of new clients you must acquire each year and positioning yourself to transition to a non-executive role in due course. What specific strategies or tactics would you recommend for effectively demonstrating your credentials and the value you've provided during a regular review with a client? #business #startup #careerchange #entrepreneur #personaldevelopment

To all the #consultants out there - this ones for you: Managing Tough Clients Without Losing Your Cool (or Your Confidence) Clients come in all types: A client who keeps changing requirements. Another who demands overnight miracles. And one who simply doesn’t empathize with your team’s constraints. Sound familiar? Dealing with tough clients isn’t just about “managing relationships.” It’s about managing your response — balancing service, boundaries, and self-respect. 1️⃣ Stay Calm — Emotion Is Contagious When clients are unreasonable or aggressive, our instinct is to defend or push back. But escalation rarely builds trust. Calm is your superpower. Research in emotional intelligence (Daniel Goleman, HBR) shows that emotional contagion is real — your calm regulates the other person’s tone. The moment you match their anxiety or frustration, you lose influence. Breathe. Pause. Respond — don’t react. The calmer voice often ends up steering the conversation. 2️⃣ Anchor on the “Why” When clients shift goals or change directions, resist the urge to complain. Instead, get curious. Ask: “Help me understand what’s driving this change.” Often, their behavior reflects external pressure — not malice. By uncovering the “why,” you can reframe the conversation from friction to problem-solving. 3️⃣ Use Clarity as Your Shield - this is a big one The more chaotic the client, the more disciplined your communication must be. Document discussions and decisions. Confirm timelines in writing. Summarize calls with clear next steps. Clarity protects relationships. It also prevents “you never told us” moments later. 4️⃣ Set Boundaries Without Being Defensive Boundaries aren’t barriers; they’re professional guardrails. It’s perfectly fair to say: “We can absolutely meet that timeline, but it will mean reducing the scope of X or adding Y resources.” Boundaries said with respect build credibility, not conflict. Setting the right expectation first time and every time is important. 5️⃣ Manage Up and Manage Within If client behavior is consistently draining the team, escalate with context, not emotion. “We’ve noticed X pattern that’s affecting delivery. Can we align on how to reset expectations?” Internally, protect your team’s morale — recognize their resilience, and debrief after tough interactions. People need to feel seen when dealing with high-pressure clients. 6️⃣ Remember — Tough Clients Build Tough Leaders Some of your best negotiation, empathy, and communication skills will be forged in difficult client situations. They teach patience, precision, and grace under pressure — qualities every future leader needs. You can’t control every client’s behavior. But you can control how you show up — calm, clear, respectful, and firm. #Leadership #ClientManagement #Communication #EmotionalIntelligence #Consulting #ProfessionalExcellence

This week on The Modern Customer Podcast, Kristi Faltorusso, Chief Customer Officer at ClientSuccess, joins me to discuss how she’s transforming customer success through personalization, relationships, and AI. With over a decade of experience, Kristi has helped SaaS companies build impactful customer success programs that drive results. Kristi shares how to design personalized customer journeys, leverage AI tools like ChatGPT to enhance workflows, and foster genuine connections that build trust and loyalty. She also dives into how leaders can create authentic content to connect with their audience and adapt to the challenges of a changing SaaS landscape. From balancing authenticity and professionalism to rethinking workflows for AI integration, this episode is packed with actionable insights. 🎧 Tune in now to learn how to elevate your customer success strategy and deliver better results for your clients!

Recently, I posted about 𝗹𝗮𝘄 𝗳𝗶𝗿𝗺𝘀 𝗵𝗶𝗿𝗶𝗻𝗴 𝗳𝘂𝗹𝗹-𝘁𝗶𝗺𝗲, 𝗰𝗹𝗶𝗲𝗻𝘁-𝗳𝗮𝗰𝗶𝗻𝗴 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝗮𝘁 𝗮𝗻 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗽𝗮𝗰𝗲. Readers asked: 𝘄𝗵𝗮𝘁 𝗺𝗮𝗸𝗲𝘀 𝘁𝗵𝗲𝘀𝗲 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝘀 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲? The answer is not the title or the job description. It is mastery and disciplined use of a skill set that doesn't come naturally for most lawyers: knowing and using the science of personal style and interpersonal communication. Consider what the research on human behavior shows: 1. Roughly 70% to 80% of the people you meet over your lifetime will think and behave differently than you do. Differences are the norm, not the exception. For example, owners, C-suite leaders, and CEOs tend to be Type A, strongly assertive communicators. If that is not your natural style, adapt to theirs – not the reverse. 2. Most people absorb information visually, but highly educated professionals – including most attorneys and buyers of legal services – lean auditory. So do both: discuss it live, then confirm in writing. 3. Every professional has both business and personal motives, values, and agendas. Effective relationship builders learn, adapt to, track, and respond to both. Why does this matter for new clients and revenue? Because every single person you meet 𝗵𝗮𝘀 𝘁𝗵𝗲 𝗽𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 𝘁𝗼 𝗯𝗲 a referral source. Whether they ever do depends on how you make them feel – and whether you stay in touch. The best client-facing professionals – and the best rainmakers – do these things consistently: • Are sincerely curious and enjoy interacting with people. • Expect, accept, and are interested in differences in communication styles and avoid judging or dismissing them. • Are kind and establish rapport before anything else. No rapport, no trust. No trust, no credibility. No credibility, no engagement. • Are always thinking: "What can I do to be helpful or useful to you?" • Track whom they met, where, and what was discussed – then follow up and keep in touch appropriately over time. That last point is key: follow-up and follow-through is where the revenue is won or lost – along with the new clients and referrals. Firms investing in dedicated client relationship roles are buying this discipline at scale. If you'd like to enhance your communication skills and develop more business, save the attached infographic to apply these same techniques, one interaction at a time. #BusinessDevelopment #ClientDevelopment #LawFirms

Think overdelivering will keep your clients happy? Think again. Here’s how to avoid burnout as a consultant. When you shift from a full-time role to consulting, it’s easy to fall into an old trap: treating every opportunity like a full-time job. Overdelivering. Overextending. And ultimately, burning out. On a recent Business Building call with clients, I shared with them... "The most nefarious thing is the story we tell ourselves, but we’re also setting expectations by overextending." The story? That if we don’t give everything, we won’t land (or keep) the client. But here’s the reality: Overextending doesn’t just exhaust you, it sets the wrong expectations. Clients come to rely on extra hours, unlimited availability, or added scope... without understanding the real value of your work. The result? You undervalue yourself, misalign expectations, and risk sacrificing long-term success. Failing to set boundaries as a consultant creates: • Burnout: You feel drained, losing the passion that made you start consulting in the first place.    • Scope Creep: Projects spiral beyond the original agreement without compensation.    • Misaligned Value: Clients undervalue your expertise because they see your time as endless.    The Fix: Set Clear Boundaries To protect your time and deliver impact without overextending, implement these strategies: 𝗗𝗲𝗳𝗶𝗻𝗲 𝗬𝗼𝘂𝗿 𝗦𝗰𝗼𝗽𝗲 𝗘𝗮𝗿𝗹𝘆 Clearly outline deliverables, timelines, and expectations in every proposal. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗔𝘃𝗮𝗶𝗹𝗮𝗯𝗶𝗹𝗶𝘁𝘆 Set working hours and response times upfront. Example: “I’m available for calls between 9 AM and 2 PM on weekdays.” 𝗦𝘁𝗮𝘆 𝗙𝗶𝗿𝗺 𝗼𝗻 𝗔𝗴𝗿𝗲𝗲𝗺𝗲𝗻𝘁𝘀 If additional work arises, renegotiate the contract. Example: “That’s outside the scope of our initial agreement—let’s discuss an add-on package.” 𝗥𝗲𝗳𝗿𝗮𝗺𝗲 𝗢𝘃𝗲𝗿𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 Focus on delivering outcomes, not overcommitting your time. Your impact comes from results, not the number of hours you spend. 𝗖𝗵𝗲𝗰𝗸 𝗬𝗼𝘂𝗿 𝗦𝘁𝗼𝗿𝘆 Ask yourself: “Am I overextending because I’m afraid of losing the client? What evidence supports that fear?” Boundaries don’t just protect you, they elevate your client relationships by reinforcing your value and professionalism.