Encouraging Transparency In Client Interactions

Whether they’re a CEO or a kid—people don’t want to be told “no.” This is a conflict resolution tool I use every day at work *and* at home. Memorize this acronym and watch your life get better 👇 It’s called ROC: - Reasons - Options - Choose Say my kids want to watch something rated 13+ on YouTube— Any parent knows just saying “no” leads to a thousand years of “but why not?” So I share my reason: ”You can’t watch that because you’re too young.” And before the waterworks start…I give them 2-3 options: “But you can watch something on Disney+, Netflix, or Amazon.” Then I let them choose what they prefer. Here’s what that looks like with clients: Reason – We can't do that because it's outside our agreed-upon scope. Options – We can do it for an upcharge. Or we can do some of it in this timeline. Or you can ask someone internally to help. Choose – Let me know what you want to do. Here’s the funny thing – Once I initiate that conversation… We usually find something in scope that will meet the client’s needs. If not, they pay a little bit more and get what they asked for. I want to be clear: I don’t think my clients are like children – They’re smart people with complex problems. It’s just human nature: A flat “no” doesn’t sit well with anyone. We need to be given the bigger picture. Then we need tools to make better decisions. And to be guided through by someone with a different perspective. Doesn’t matter how old, how smart, or how powerful you are – Transparency is a sign of respect

A client recently asked me about some staff changes at LeanLaw. Her concern? Several team members had moved on in a relatively short time. It was a fair question that deserved a thoughtful answer. My immediate instinct was to be completely transparent. Not with a polished corporate response but with the raw truth about growing a company: Sometimes, good people aren't in the right seats for where the company needs to go next. The reality is that scaling a business requires different skills at different stages. Early on, you need generalists who can wear multiple hats, learn quickly, and "just get things done." But as you mature, you need people who can not only execute tasks but build repeatable processes and systems around them. Simply put, you need stage-appropriate skills in key positions. This transition is one of the hardest parts of growing a company. It's not just about performance—it's about evolving needs. Some amazing contributors simply don't want to shift from doing the work to architecting how the work gets done. And that's okay. What struck me most was this client's response when I explained our changes candidly. She didn't see it as a red flag—she saw us as human beings working to build something meaningful. The transparency strengthened our relationship. It reminded me that in B2B software, we often hide behind polished websites and marketing speak. But at the end of the day, people want to work with real humans who are facing real challenges. They appreciate honesty over perfection. The key lesson? When growing a company, focus on having the right people in the right seats—-but never lose the human element in how you communicate change. Your clients will appreciate the authenticity.

Too many people view client relationships as transactional. You sign a contract. Send the invoice. Close the client. But I’ve realized that the best client relationships are built on genuine personal connections. This means: - Knowing who you're working with - Understanding their days - Empathizing with them Business and life are not mutually exclusive. Asking about a client's family, hobbies, and goals shows that you care for more than just their business. The problem is that most agencies don’t understand that clients can hire anyone to do their work. They chose you. And often, not just to solve a problem. Clients want to work with great people- not just great companies. There are 5 ways that I infuse this ideology into my interactions with our clients: 1. Be yourself. You don’t need to act a certain way just because “that's expected.” Show up with the attributes that make you, you. 2. Address issues head-on with empathy and transparency. When in doubt, I’ve found being overly transparent works better than being guarded. Vulnerability engenders trust. 3. Practice active listening in meetings. Give your full attention, ask thoughtful questions, and mirror back what you hear. Make your clients feel heard and understood. 4. Spend 5 mins at the start of the meeting just chatting. It’s easy and goes a long way. 5. Share relevant articles and books, make introductions—whatever you can do to add value and show you actually care. And when they talk, really listen. Don’t just wait for your turn to speak, Hear what they’re saying. And the irony is that getting personal is how you get profitable with clients. They’ll be more likely to refer business You’ll get grace during the tough moments And they’ll be more likely to stay on longer When building relationships, aim for a trusted advisor, not an order taker.