Preparing for Client Meetings

It takes 7 seconds to lose a client's trust. (Sometimes with words that seemed perfectly reasonable.) I've watched smart professionals lose deals they deserved to win. Strong relationships. Perfect fit solutions. Gone in seconds. Because here's what nobody tells you about client conversations: Your words can either open doors or close them. After training 50,000+ client-facing professionals… I've heard every phrase that makes clients pull back. The pushy questions. The tone-deaf assumptions. The pressure that breaks trust instantly. 10 phrases that push clients away: ❌ "Do you have a price range in mind?" ❌ "When can we close this deal?" ❌ "Let me tell you why we're the best." ❌ "Are you ready to buy today?" ❌ "Who else are you talking to?" ❌ "I just wanted to check in.” ❌ "You really need what we offer." ❌ "Let me know if you have any questions." ❌ "This is a limited-time offer." ❌ "Can you introduce me to your boss?" Each one risks sounding like: "I care more about my quota than your success." Now 10 that build partnerships instead: ✅ "What outcomes are most important to you?" ✅ "What would success look like for you?" ✅ "Would it help if I shared how we've helped others?" ✅ "What's your timeline for making progress?" ✅ "What's most important when choosing a partner?" ✅ "I had an idea about your goals. Want to hear it?" ✅ "What challenges are you facing that we might help with?" ✅ "Would it help if we scheduled time to dive deeper?" ✅ "What priorities are driving your timeline?" ✅ "Who else should be part of this conversation?" Notice the pattern? Every better phrase puts the client's agenda first. Not yours. Because when you stop selling and start solving, everything shifts. Clients lean in instead of pulling back. Conversations flow instead of stalling. Trust builds instead of breaking. You don't need a personality transplant. You don't need to become "salesy." You just need to change your questions. Because the truth is: Your next client conversation is either strengthening a partnership or weakening one. Your words decide which. ♻️ Valuable? Repost to help someone in your network. 📌 Follow Mo Bunnell for client-growth strategies that don’t feel like selling. Want the full cheat sheet? Sign up here: https://lnkd.in/e3qRVJRf

"I don't play politics." A Managing Director said this before walking into a $50M 'major expenditure' review meeting. He walked out empty-handed. After 25+ years watching high potential executives crash and burn in "the room where it happens," I've learned something most people miss: The real work happens before you walk in that room. Influence isn't about charm. It's about preparation. And in today's environment, where budgets are tighter than ever, the stakes have never been higher. So, what does work? The Advance Work Framework: 1. Map the Power (Not Just the Org Chart) Who really makes the decision? (Hint: Not always who you think) What keeps them up at night? Who do they trust for input? One client discovered the "junior" person in the room was the CEO's former chief of staff. Guess whose opinion mattered most? 2. Build Your Coalition Before You Need It The worst time to make allies? When you need them. Smart executives plant seeds months before the harvest: Coffee with the skeptics Informal temperature checks Strategic information sharing By the time you're pitching, you already know who's with you. 3. Know Their Language, Not Just Your Message Match your message to their metrics: Revenue-focused? Show growth Cost-conscious? Show savings Risk-averse? Show mitigation Same idea. Different frame. Completely different outcome. 4. Pre-Sell Everything That Matters The meeting isn't where you sell. It's where you confirm. If you're introducing new information in the room, you've already lost. Follow this rule: No surprises in big meetings. Ever. That person who always seems to "get lucky" with approvals? They're not lucky. They're doing 10x the advance work you are. While you're perfecting your slides, they're having strategic hallway conversations. The Bottom Line: Your ability to influence has very little to do with your charisma in the moment. It has everything to do with the relationships you've built, the intelligence you've gathered, and the groundwork you've laid. Stop counting on spontaneous charm. Start investing in strategic preparation. Since I first shared this framework, dozens of executives have messaged me about deals they closed using it. The advance work works. 🎯 When was the last time you walked into a crucial conversation truly prepared—not just with data, but with deep insight into every person in that room? Be honest. Your next promotion might depend on it. ------------ ♻️ Share with someone heading into year-end budget battles ➕ Follow Courtney Intersimone for more truth about what really drives executive success

I once asked my youngest daughter what she thought I did for work, and she said, "You sit on Zoom and give people your opinion all day." While there's more to my day than that, she's not entirely wrong! As you climb the career ladder, your schedule fills with presentations—some inspiring, others not so much. Here’s how to make sure yours stands out when presenting to senior leaders: 1. Be Specific, Not Overly Detailed: You've probably heard, "Keep it high-level for executives; avoid the weeds." True, but don't swing too far into the abstract. Ground your points with concrete facts and data. For instance, instead of saying, "Some code deployments aren't automated and there are opportunities for improvement," try, "Our analysis shows 25% of code deployments require manual effort, particularly in post-change validations and service restarts." 2. Harness the Power of Storytelling: Transform your presentation into a captivating narrative. Stories make data relatable and memorable. Start with a real-world example, like a customer struggling with your current system, highlight the problem and then move on to your solution. 3. Start with the 'Why': Dive into the heart of your proposal by explaining its significance. Why should your audience care? How does it align with their goals? For example, "By automating these processes, we not only boost efficiency but also advance our strategic goal of enhancing customer satisfaction." 4. Foster a Dialogue, Not a Monologue: Remember, communication is a two-way street. Anticipate your audience's reactions and be ready to engage. Hit your key points swiftly, avoid over-explaining, and focus on insights that empower decision-making. After presenting, ask questions to invite discussion. These strategies can help you tie together facts, emotions, and strategic insights, making your message not just heard, but remembered and acted upon. #presentationtips #careertips #careeradvice

I have spent 1000+ hours in meetings with Jeff Bezos. His process of inquiry and review challenged and improved my thinking more than anyone I have worked with. Here is how I prepared for meetings with him: 1) The famous narrative memo Many people know that Amazon meetings are conducted using a structured, six-page narrative memo. However, few people understand what is required to write one. It isn’t something you can throw together the night before. The first draft is rarely strong enough, and preparation must begin at least a week in advance to allow for revisions. Once in the meeting, Jeff will spend 15-20 minutes carefully reading the document, making notes, and highlighting items to question. If your memo is thorough, he will cross out most questions as they are answered later in the document. After the read-through, what follows is 40 minutes of in-depth questions and discussion. No detail is too small to escape his attention, and no problem too complex to dissect. Prepare yourself by anticipating his questions/concerns and addressing them in the document. 2) Be prepared to say, “I don’t know.” “I don’t know” is a sufficient answer, as long as it is followed by “Here is when and how I will get the answer.” It is better to acknowledge that you don’t have the answer and follow up later than to wing it or be vague. 3) Metrics must be accurate and thoughtful Don’t present numbers based on bad data or without a deep understanding of the data sources and how metrics are calculated. Jeff takes the concept of inquiry to its utmost — he assumes that every number and statement is false until his inquiry process yields sufficient evidence. Your meeting will derail if you don’t know the details. 4) Diagnose Root Causes The objective of meetings is a decision. Good decisions start with an understanding of the current problems and opportunities. Many leaders confuse simply providing data with diagnosing the root cause of issues. Data and metrics are tools used to get to the root causes. You can’t fix a problem or win an opportunity without an accurate diagnosis. Jeff expects you to distill data down to root causes. You won't get to a decision with Jeff until you are aligned on the problem you are trying to solve. 5) Give objective options. Jeff expects a structured evaluation of multiple alternative solutions, with an objective assessment of the pros and cons of each. It is not sufficient to say, “This is our plan.” Effective narratives describe multiple options, highlighting the one the team recommends and why. 6) Assumptions will be challenged. “What makes you so sure about that?” is a frequent question. Every claim must be backed by verifiable data or logical reasoning. 7) Highlight problems, not just successes. Intellectual honesty is valued over good news. Problems should be addressed proactively with clearly recommended solutions, not ignored or obscured. Continued in the first comment.

My law firm's conference table - made from a 200 year old walnut tree - with the logo laser etched on it isn't just furniture - it's a tool we use to turn nervous clients into comfortable ones before we even discuss their case. I noticed something troubling: when clients first sit down with an attorney, they're often nervous, tense, and don't know what to say. The table gives them something to comment on—breaking the ice and starting our relationship on better footing than "So what legal trouble are you in?" Most clients walk into a law office carrying invisible baggage: "Is this going to be super expensive?" "Will I feel stupid if I ask questions?" "Is the attorney going to be mean to me?" That last one shocked me at first. But we regularly hear "You're so nice!" from clients who've had negative experiences elsewhere. So we've built our entire client experience around removing those fears: Our receptionist knows your name before you arrive and greets you warmly We offer coffee or a drink immediately No intimidating forms to complete beforehand We explain everything in plain English, not legalese And we make sure every person who works here treats clients with respect The result? People consistently tell us "That was a lot easier than I thought it would be." In a profession often focused on billable hours and legal arguments, it's easy to forget we're in a service business. But I'd argue the human element matters more in law than almost anywhere else. People come to us during some of th eir most stressful moments—business disputes, estate planning, litigation threats. The least we can do is make them feel comfortable while they're here. And sometimes, that starts with a conversation about a really interesting table.

By the time I started my own law firm, I knew what a law office "should" look and feel like: - Dark wood - Neutral colors - Chunky wooden desks - Chunkier conference tables - Silence. In other words, kind of stuffy. I decided that we wanted something different for Marler Law Partners. We specialize in high-conflict divorce and custody cases, so our clients come to us at the darkest, heaviest times in their lives. I wanted our office to feel warm, inviting, supportive.  When a client comes to see me, I want our meeting to be a surprising little break from the stress. We’ve tried to create that environment with:  - bright lighting - colorful walls covered with art - contemporary, comfortable furniture  - a sound machine filling the space with calm, natural sounds. And we're looking for new ways to improve our clients' experience of coming to our office. I knew we were on the right track when a client said, “You all don’t seem like lawyers at all.” More and more lawyers are challenging the conventional wisdom about what a law firm should be like. I think that's a good thing. Do you agree?

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

Ensure all voices are heard by leaning into CURIOSITY! Designing inclusive working sessions can start by inviting questions from EVERYONE- for example, the technique below honors introverted voices and fosters diverse perspectives. Try out some of these practical techniques below in your next meeting or collaboration session… Quiet Reflection Time:  ↳ Create an environment where everyone feels comfortable sharing their thoughts. Structured Brainstorming Sessions:  ↳ Ensure each participant has designated speaking time to reduce pressure. Rotating Facilitators:  ↳ Vary leadership styles and ensure diverse voices are heard throughout discussions. One-on-One Discussions or Smaller Group Settings:  ↳ Provide intimate settings where introverts can freely express their ideas. Techniques like this create an environment where everyone feels comfortable sharing their thoughts. This approach isn't just about diversity. It's about harnessing the power of all perspectives. Together, we can foster environments where every voice contributes to success. Let's ensure that every team member feels empowered to bring their best to the table.

You didn't ask, but I'll tell you my take on slide decks vs. docs anyway: the way AE’s use each is kind of like the guy I saw pulling a suitcase through the grocery store as a shopping cart this week. Like, yeah, it can get the job done. But there's a better way. One that leans into each format’s design and purpose. → Slides: Reps love to load these down with too much distracting text during meetings. Then send them after with an unclear / incomplete talk track, and gaps in their storyline. → Docs: Shallow and unclear messaging, because they didn't take the time to "edit their thinking," and were planning to just "talk to it." Here's how I use both instead: 1/ Before the Meeting → Docs 📄 I'll write-out an exec summary to develop my POV on what, exactly, we need to communicate. I'll collab with my champion if it's mid-funnel. Then, we attach it to a short meeting invite. Everyone gets context with the benefit of a full narrative, which is easier to follow async. (vs. trying to follow incomplete thoughts across multiple slides) 2/ During the Meeting: → Slides 🏞️ + Docs 📄 Slides = visual aids during the convo, with 0 - 7 words on each, max. No more than 3 slides is my style, personally. Then, docs play a role that's a little less obvious, but no less important: Once you've written out your message & reviewed it with a champion, your talk track is WAY more crisp and concise live. Try it, you'll see. This is what the screenshot here is getting at. 3/ After the Meeting: → Docs 📄 Updated version of the doc is sent out with everyone's feedback added + 1 or 2 visuals from the convo, which helps with meeting recall.

Hybrid Meetings ≠ Inclusive Meetings. I’ve lived it - and here’s 5 practical tips to ensure everyone has a voice, regardless of location. I spent more than 10,000 hours in hybrid meetings while as a remote leader for The Clorox Company. I was often the 𝘰𝘯𝘭𝘺 remote attendee - while the rest of the group sat together in a conference room at HQ. Here’s what I learned the hard way: 𝗠𝗲𝗲𝘁𝗶𝗻𝗴𝘀 𝗱𝗼𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗺𝗼𝘃𝗲 𝘄𝗼𝗿𝗸 𝗳𝗼𝗿𝘄𝗮𝗿𝗱, 𝘁𝗵𝗲𝘆 𝘀𝗵𝗮𝗽𝗲 𝘁𝗲𝗮𝗺 𝗰𝘂𝗹𝘁𝘂𝗿𝗲... ...by showing who gets heard, who feels seen, and who gets left out. If you're leading a distributed or hybrid team, how you structure your meetings sends a loud message about what (and who) matters. 𝟱 𝘁𝗶𝗽𝘀 𝗳𝗼𝗿 𝗱𝗲𝘀𝗶𝗴𝗻𝗶𝗻𝗴 𝗺𝗼𝗿𝗲 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗮𝗻𝗱 𝗶𝗻𝗰𝗹𝘂𝘀𝗶𝘃𝗲 𝗵𝘆𝗯𝗿𝗶𝗱 𝗺𝗲𝗲𝘁𝗶𝗻𝗴𝘀: 1️⃣ 𝗗𝗲𝘀𝗶𝗴𝗻𝗮𝘁𝗲 𝗮 𝘀𝘁𝗿𝗼𝗻𝗴 𝗳𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗼𝗿 – who will actively combat distance bias and invite input from all meeting members 2️⃣ 𝗔𝘀𝘀𝗶𝗴𝗻 𝗮 𝗽𝗿𝗼𝗱𝘂𝗰𝗲𝗿 – to monitor the chat and the raised hands, to launch polls and to free up the facilitator to focus on the flow 3️⃣ 𝗘𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗹𝗼𝗴 𝗶𝗻 - so that there is equal access to the chat, polls, and reactions 4️⃣ 𝗕𝘂𝗱𝗱𝘆 𝘀𝘆𝘀𝘁𝗲𝗺 – pair remote team members with in-room allies to help make space in the conversation and ensure they can see and hear everything 5️⃣ 𝗣𝗿𝗲𝗽 𝗮 𝗯𝗮𝗰𝗸𝘂𝗽 𝗽𝗹𝗮𝗻 – be ready with a Plan B for audio, video, or connectivity issues in the room 𝘞𝘢𝘯𝘵 𝘵𝘰 𝘵𝘢𝘬𝘦 𝘵𝘩𝘪𝘴 𝘦𝘷𝘦𝘯 𝘧𝘶𝘳𝘵𝘩𝘦𝘳? 𝗧𝗿𝘆 𝗮 𝗗𝗶𝗴𝗶𝘁𝗮𝗹-𝗙𝗶𝗿𝘀𝘁 𝗺𝗲𝗲𝘁𝗶𝗻𝗴. If even one person is remote, have everyone log in from their own device from their own workspace to create a level playing field. 🔗 𝗚𝗲𝘁 𝗺𝗼𝗿𝗲 𝘁𝗶𝗽𝘀 for creating location-inclusive distributed teams in this Nano Tool I wrote for Wharton Executive Education: https://lnkd.in/eUKdrDVn #LIPostingDayApril