Strategies for Presenting Project Status to Clients

The deck where you share what you heard in your stakeholder interviews is the saddest trombone of strategy deliverables. Here's a quick pivot to keep this meeting a little more upbeat: Instead of a meeting where you tell your clients what their colleagues said, tell them instead what you heard. Here’s what I mean: At best, these meetings elicit a chilled "We know that already," which can push the whole project onto its back foot. As you talk to 6 or 24 internal folks, you feel like you're learning and building clarity around the problem. But your clients don't aren't learning anything. "Tell me something I don't know," they're tacitly chiding. Make no mistake - this part of the project is super valuable to you as you get up to speed. But this is the one part of a project where you're learning and your clients aren't. Which is why it can be so unsatisfying for them, and why this deliverable can land like a brick. But by pivoting to what you heard instead of what they said, you're adding some synthesis to your process. And what you're presenting rises from facts ("this is what Lucinda said") to something closer to insights ("this is a new way of looking at something you knew already"). Here are some examples of how to do that: 1️⃣ "Here's what everyone said, which you know already. But here's what NOBODY said, which surprised us." 2️⃣ “Your stakeholders all had different complaints about the website we’re redesigning. But here’s what all those complaints have in common.” 3️⃣ “You don’t have the analytics to measure impact. So anecdotes have become your internal currency. Our experience is that they rarely give you the full picture.” This moves you beyond merely editing. Now you’re filling in the gaps, aggregating data into themes, adding your own expertise. This makes what you’re telling your client feel more kinetic, and that you’re moving forward instead of stuck in neutral. 

🏢 Architects: Each project is unique—and it’s OK to talk about how tough that is. As architects, we know that every project is a unique puzzle, so it’s inevitable that some things won’t go as planned. Whether it’s a delay with materials, unexpected site conditions, or changes in regulations—there are always factors beyond our control. What truly matters is how we handle these challenges. But here’s the thing: it’s OK to acknowledge these bumps. Our clients are paying us to help them navigate these challenges. Here are three key strategies you can implement to ensure your client feels informed and confident throughout the process: 1️⃣Better client onboarding Start by setting expectations from day one. Be clear about the possibility of changes and hurdles, and outline the steps you’ll take to address them. Giving clients a realistic view of the journey upfront builds trust and mitigates potential surprises down the line. 2️⃣Client dashboard for real-time updates Give your clients access to a simple, easy-to-use dashboard where they can stay updated with the latest information. This ensures they are always in the loop and helps reduce misunderstandings. Transparency is key, and a dashboard gives them real-time insights into timelines, decisions, and progress. 3️⃣Consistent, proactive communication The key to managing challenges is staying ahead of them. Keep your clients informed every step of the way—don’t wait for them to ask questions. Proactive updates and clear explanations ensure clients feel confident, even when things don’t go as planned. 🔑 The takeaway? The complexities of our work make us valuable, but how we handle them is what sets us apart. Simplifying the process for our clients builds trust and makes the journey smoother for everyone. 💬 How do you approach communicating challenges with your clients? I’d love to hear your strategies! _____________________ Hi, 👋🏻 I'm Evelyn Lee, FAIA | NOMA I've been on the client side for over a decade and have spent the last five years in tech, helping create exceptional employee experiences while growing the business. Now, I help architects: ⇒ Think Differently ⇒ Redefine Processes ⇒ Create Opportunities

What can keep project status reports from being read?   I'll never forget my first project status report that I presented to 29 people. I was incredibly nervous, despite my fears, I presented it to the large group. I felt relieved after I finished the presentation. It was a huge personal success. But the impact was not what I expected. There were no follow up questions from the team. All I tried was to be: →  Informative →  Structured →  Consistent →  Less overbearing It kept me thinking about what I could do better. Fast forward, I have a different approach today which is more impactful. I focus on what the people reading the report need from it. Here’s what I do before working on the status report. Ask the following questions to my team, stakeholders and sponsors: ·↳ What level of details do you expect in the report? ↳ What are you trying to achieve with this information? ↳ What should be the frequency of the report? ↳ Who is the target audience for the report? ↳ What kind of format does the team prefer? ↳ Is there an existing template that you found impactful? I just DON’T try to be: →  Informative-  I focus on to be relevant for everyone → Structured- I focus to keep it clear and concise →  Consistent- I focus on the standard format of the organization →  Less overbearing- I prioritize on the key metrics Remember, a project status report is NOT just about wins, blockers and action items. It’s a way to communicate how each of us is accountable to the success of the project. It’s about letting the executives know what the project team needs from them and when. PS: How do you make your status report impactful? Do you map stakeholder needs and communication styles when preparing these reports?