Best Practices for Client Project Meetings

A reminder to all CS practitioners and leaders alike. Never set up a call to “just check in” - make sure you have a plan! Below is an actual example of guidelines I've put out for a few of my teams. Feel free to take them and make them your own. What else would you add? ________________________________ The check-in call is a good time to review the status of the partnership and mutually created goals, update any action items, discuss challenges, and adjust plans accordingly. You should also use this time to share any product updates! They will likely hear about things from a marketing drip campaign, but you are their trusted advisor, so it's great to hear them directly from you as well. A few other helpful things that can help guide content for these calls are: - Use Google Alerts and see if there's news about the customer. Bring up anything good or positive you've learned and ask probing questions about how and if this impacts their function. - Twitter and LinkedIn are also helpful for looking for updates that are interesting. - Come with a key insight that you've learned about their industry from others you are working with. Try showing them that you know their account and their market and that you are a valuable partner. - Look at usage trends. Has usage changed recently? Talk about usage trends and anything interesting you are seeing. Are there any other folks that should have access? - Try to get connected with other departments that could benefit from using this service/solution. - Bring up the past EBR goals and keep them at the center of the conversation. - Be prepared to discuss open tickets as it is likely to come up. Best Practices: - Before your call, send an agenda (at least 1 day in advance). Always be respectful of their time. Ask: - Is there anything you’d like to add to the agenda? - Is there any person who should be added to the call? - Come with some probing questions ready for problem statements or progress you’d like to assess. Always have a few and work them in naturally. When you start the call, start with some small talk, but keep things on track. - Have one slide that shows the agenda. Prioritize items by importance. - Try and stay on the agenda, but also listen for topics that may drive strategy. - Be flexible and prepare to adapt to their needs. Mind your talk-to-listen ratio. - It’s important that you lead and share, but make sure you talk less than the customers. Of course, I am not suggesting you sit in awkward silence, but make sure you are aware of how much you are speaking compared to them. Listening actively. Pay attention to what’s being said, how it’s being said, tone, body language, and any other non-verbal cues. This will help you gain a greater understanding of the overall health of the relationship. Follow through and follow up! - Always follow up with a thank you email with any information or actions clearly documented. These emails should be sent within 24 hours of the initial meeting.

Over the past 20 years in market research, many project issues I've seen stem from mismanaging client expectations. Whether you work for a research firm, an agency, a consultancy, or any other business that involves regular client discussions, here are 4 pointers. 1️⃣ Communication—Regularly communicate, candidly ask the client how often they want updates, and never let a week go by without touching base, regardless of the project stage. Anticipate questions and answer them before they ask. A client sending an email asking, "What's the status of...?" is a failure on your end - within reason. Lack of responsiveness leads to mistrust, even more micromanagement, skepticism, and other issues that can be snuffed out by communicating openly. 2️⃣ Be Realistic—We all want to say "yes" to clients, but there are often ways to showcase your experience and expertise by being honest about what can be achieved with a given timeline and budget. The expectation could be a lack of understanding about the process or industry norms. Underpromise and overdeliver versus overpromise and underdeliver. Those honest conversations may appear inflexible, but they're often more about setting expectations and setting up both parties for long-term sustainable success. Saying "no" to this project could be a better long-term decision for the account than saying "yes" and failing with no second chance. 3️⃣ Understand Perspective—Take the time to actively listen to your client's needs, goals, and priorities. It goes beyond listening and includes asking smart (and sometimes bolder) questions to get a complete understanding. What drove the need for research? Why is receiving results within 2 weeks crucial? What happens if you don't receive results in 2 weeks? Understanding what's pushing the decisions behind the scenes can be a game changer. 4️⃣ Solutions Over Problems—Never present a problem or an issue to a client without a path forward. "This happened, but here are 3 things we can do to fix it." You need to be more than someone who relays information, you need to be a true consultant. Be able to justify each recommendation and explain the pros and cons of each path. -------------------------------------- Need MR advice? Message me. 📩 Visit @Drive Research 💻  1400+ articles to help you. ✏️ --------------------------------------

Bad meetings cause you to bleed profits. Having no meetings also bleeds profits. The real difference between teams that scale profitably and teams that stall? The teams that GSD know how to run meetings and keep them on track. Those meetings become result sessions that lead to faster results, lower costs, higher customer/client retention, rainbows and unicorns... all the good things. But all the project management literature glosses over and dances around one key aspect. I learned it the hard way: running meetings can be like sparring in martial arts. Drop your guard for a second, and you could catch a sucker-punch. I’ve seen meetings bleed away time, money, and opportunity from the business just as fast as a beat down sparring match. Over the years and 10,000 hours of projects, I noticed that the difference between well-run meetings and the rest were also similar to martial arts in one way - prepare for disruption. How do you stop these characters from wrecking your meeting? Like in martial arts, it starts with your stance. In business that means a specific type of proven agenda: 1/ Quick review of scorecards/metrics 2/ Red/green on goals and success criteria 3/ Progress on commitments since last meeting 4/ Issues and blockers that need decisions (most of your time here) 5/ Clear commitment and ownership of results for next time Then, you need to practice dealing with some of the attackers: - The Agenda Saboteur – Hijacks the meeting with off-topic distractions. - The Stress-scalator – Amplifies tension, making everything feel like a crisis. - The Bot Gangster – Overloads the team with AI tools and data with no clear action. - The Endless Loop Lover – Circles the same issue without ever deciding. - The Status Vomiter – Drowns the room in irrelevant status updates. - The Numbers Phobiac – Avoids data, flying blind on key decisions. - The Accountability Avoider – Shifts blame and dodges ownership. - The Checked-Out Challenger – Disengaged but ready to argue when called on. If you’re prepared and relentless, you won’t just survive these meetings—you’ll leave feeling in control, proud of your team, and on track to win faster than ever before. And if these are for your clients, you'll see stronger client retention and growth. To see some real world tactics in action check out this week’s ResultMaps YT drop, with the help of Marnie Stockman of Lead It Like Lasso, Work in Progmess, Clare Price, CEPA of Octain , Dana Lee of Trellis, and Max Traylor of Beers with Max. Watch the video now to protect customer retention, stakeholder trust, and profitable growth.

Stop nodding along in meetings. Start having impact: Too often, meetings are filled with phrases like: ❌ “That sounds great” ❌ “Let’s table it for another time” ❌ “Let’s circle back when we have more info” From 10 years in high performing teams, here’s what I’ve learnt about meetings: Top performers aren’t afraid to ask the hard questions. Here are 13 questions you can ask to leave a mark: 1/ "What do we have to deprioritize to do this well?" ↳ Use to help create focus. ↳ Shows you understand we can't do everything at once. 2/ "What happens if we do nothing?" ↳ Use to overcome inertia. ↳ Helps identify true priorities. 3/ "Who's done this well that we could learn from?" ↳ Use when projects have been done before. ↳ Shows you want to use others’ learnings. 4/ "What's the simplest way to explain this?" ↳ Use to create clarity. ↳ Shows you understand the importance of simplicity. 5/ "What went wrong last time?" ↳ Use when repeating past initiatives. ↳ Shows you want to learn from experience. 6/ "How will we know if this is working?" ↳ Use when success isn't clearly defined. ↳ Shows you care about real results. 7/ "Who's going to own each workstream?" ↳ Use when responsibilities are unclear. ↳ Prevents the "someone else will do it" problem. 8/ "How does this affect our current priorities?" ↳ Use when new work might disrupt current priorities. ↳ Shows you're thinking about the whole picture. 9/ "Who might we upset by this choice?" ↳ Use when changes could impact others. ↳ Shows you consider how others might feel. 10/ "If we had half the budget, how would we do this?" ↳ Use to find creative solutions. ↳ Shows you can spark new ideas. 11/ "What aren't we seeing here?" ↳ Use when consensus comes too easily. ↳ Shows you look at problems from all angles. 12/ "How does this help us reach our primary goals?" ↳ Use when projects drift from objectives. ↳ Makes sure we're not getting sidetracked. 13/ "What's our plan for the worst-case scenario?" ↳ Use when planning risky initiatives. ↳ Shows you think ahead. Remember: Impact can from asking the right questions. You don't have to be the smartest one in the room. Just ask the questions that make others think differently. P.S. Which of these will you use in your next meeting? — ♻ Repost to inspire your network to have more impact at work. ➕ Follow me (Will McTighe) for more like this.

Effective client management begins with proactive engagement, anticipating needs and potential hurdles. Mastering the art of listening plays a crucial role in this approach, allowing us to gain deep insights into our clients' operations and strategic objectives. Imagine setting the stage at the beginning of a project by discussing with your client: Dependency Exploration: 'Can we discuss any dependencies your team has on this project’s milestones? Understanding these can help us ensure alignment and timely delivery.' Impact Assessment Question: 'Should unforeseen delays occur, what impacts would be most critical to your operations? This will help us prioritize our project management and contingency strategies.' Preventive Planning Query: 'What preemptive steps can we take together to minimize potential disruptions to critical milestones?' Success Criteria Definition: 'How do you define success for this project? Understanding your criteria for success will guide our efforts and help us focus on achieving the specific outcomes you expect.' These discussions are essential for building a roadmap that not only aligns with the client’s expectations but also prepares both sides for potential challenges, reinforcing trust through transparency and commitment. By adopting a listening approach that seeks comprehensive understanding from the onset, we can better manage projects and enhance client satisfaction. Let’s encourage our teams to integrate these listening strategies into their initial client engagements. How have proactive discussions influenced your project outcomes? Share your experiences and insights. #ClientRelationships #AdvancedListening #BusinessStrategy #ProfessionalGrowth

One bad conversation can stall a deal.  (Let's fix that.) Here's the trap even the best can fall into: ✅ You said, “Can I get 15 minutes?” ❌ They heard, “You’re just a name on my calendar.” ✅ You said, “Here’s our pricing page.” ❌ They heard, “You’d better be ready to commit.” ✅ You said, “Do you have any questions?” ❌ They heard, “I’m done talking, it's your turn to buy.” In client development, tone is strategy. And the difference between pressure and partnership? Just a few words. Because the real challenge isn’t getting time  with a client. It’s making that time count. Here are 12 proven phrases to build trust  (without sounding like a sales rep): 1. “How have things been going with [X]?” → Feels personal, not transactional. 2. “What’s your thinking around [this topic] these days?” → Opens a door, not a pitch. 3. “What would success look like if everything went right?” → Focuses on their goals, not gaps. 4. “What’s one thing you’d love to improve in 90 days?” → Specific, hopeful, and actionable. 5. “What feels risky or fuzzy about this?” → Makes doubt safe to share. 6. “Want to sketch some options together?” → Co-creates instead of prescribes. 7. “Want me to mock up a few paths forward?” → Shows flexibility, not a fixed pitch. 8. “Want to hear how others tackled this?” → Adds value, zero pressure. 9. “What would need to shift to make this a priority?” → Respects their timeline, invites partnership. 10. “Would a custom version be more helpful?” → Tailors the next step to them. 11. “Great point, can we unpack that together?” → Builds trust through collaboration. 12. “What’s the best way I can support you right now?” → Puts their needs first, signals partnership. These phrases do more than sound better. They feel better. Because they reflect how great BD actually works: 👉 With empathy 👉 With curiosity 👉 With clients, not at them Try one this week. It could turn a stalled deal into a deep conversation. Which one will you lead with? 📌Follow Mo Bunnell for client-growth strategies  that don’t feel like selling.

I made a mistake in my first client meeting. I only listened to the loudest voice in the room. Later, a quiet team member pulled me aside: "You missed the real problem." She was right. This changed my entire approach to leadership: •Every perspective matters •The best solutions often come from unexpected voices •True innovation needs all voices, not just the loudest In project management, I've learned: The front-line team often sees what executives miss The new hire spots gaps veterans overlook The quiet ones hold golden insights 3 practices that transformed my teams: 1. Start meetings with: "What are we not seeing?" 2. Create space for the quiet voices first 3. Ask "What would you do differently?" Because real growth happens when: •We challenge our assumptions •We listen more than we speak •We value every perspective Your next breakthrough might be sitting in that team member you haven't heard from yet. 💡What insight have you gained from an unexpected source? ➕ Follow me for more on inclusive leadership and creating impact Olga Alcaraz

Before every big meeting  I read every document. Twice.  I research every attendee.  I think through every possible dynamic before walking into the room. People call it "over-preparing." I call it strategic advantage. I have learned over the years that I have to do this. This approach saved me countless times: • In White House briefings where one wrong answer could make headlines • In boardrooms where millions were on the line • In client meetings where credibility was everything The secret? It's not just about knowing the facts.  It's about understanding the people and the politics. Before every important meeting, I ask: ⇾ Who are the key decision-makers? ⇾ What are their primary concerns? ⇾ Where might resistance come from? ⇾ How can I make their job easier? Preparation isn't about perfection—it's about positioning. When you're the most prepared person in the room, you're not just participating. You're leading. #StrategicPreparation #LeadershipTips #PowerPivot

Business development buzzwords: If there's one I'd change it's "pitch." Let's set the stage: You've been nurturing a relationship for months, and the prospective finally suggests a meeting for you to come in an "pitch" yourself and your firm to her team. What will many lawyers do in this situation? They'll grab a template PPT deck and start customizing it for the specific opportunity. When the moment arrives, they'll spend 20-30 minutes presenting capabilities, and then ask, "Are there any questions?" This scenario highlights the problem with the word "pitch"—it implies a one-sided delivery of information. There's a better way. Replace pitches with conversations. Steer clear of information that a client can easily find on your website - they likely already have. Don't waste precious moments boring clients with "About the Firm" bullet points— details you could have provided, as necessary, in advance of the meeting. Use your precious "pitch" time to engage in conversation, and give the client a sense of what it would be like to work with you. Put yourself in the shoes of the prospective client: Would you rather stare at slides for 20 minutes, or be engaged in a thoughtful, deep-dive discussion about the issues you need to address? Ask probing questions. Dig into the details of the challenges and opportunities their facing. Spend as much time as possible actively listening and gaining understanding. In other words, be the type of lawyer—curious, collaborative, trusted advisor—they want to hire during the process they're using to evaluate their options.

I've sat in 2,000+ leadership meetings. And I can tell you exactly why most of them fail. But more importantly - I can show you how the best ones generate $100K+ in value in under 90 minutes. The framework that changes everything: 1. The 5-Minute Segue Slide • First 5 minutes: break the ice 🧊 • Have a little fun- what did everyone have for breakfast? • Set the tone for the meeting. 2. The 5-Minute Scorecard Sprint • Choose 3-5 important numbers to track. • Report on them- off track/on track. • Off track = issue. Talk about it. Solve it. 3. The 5-Minute Rock Report • Choose 1-3 90-day priorities for team members. • Report on them- off/track/on track. • Off track = issue. Talk about it. Solve it. 4. The 5-Minute Headliner • First 5 minutes: Get updates from the team. • Out-of-office reminders. Quick Client wins. Company-wide reminders. • No frills, just updates. 5. The 5-Minute To-Do Tally • To-Dos are commitments. • Hold your team accountable and get it done. • Success looks like 90% to-do completion each week. 6. The 60-Minute Issues Solving Session • This is the meaty part. • Pick the MOST important company issue. • Talk about it. Find the root. Solve it. • "Solved" looks like an actionable to-do (that fixes the issue for GOOD.) 7. Conclude • Recap your to-dos. • Check in with the team on morale. • Rate the effectiveness of the meeting 1-10. • Success is 10s across the board (enthusiastically from every team member.) Real-world example: → Sales team couldn't close deals fast enough → Used this framework → Found bottleneck in proposal process → Simplified approvals → Result: Closed $180K deal in 48 hours instead of 2 weeks The secret? This isn't just about meeting efficiency. It's about solving issues for the greater good of the org. Remember: Every minute in a meeting costs money. Make those minutes generate money instead. -- Want more frameworks like this? ✉️ Subscribe to my newsletter for exclusive insights: https://lnkd.in/gGxR5nFU ♻️ Reshare to help an entrepreneurial leader save time and money