Leading vs Avoiding Client Conversations

How well does your team lead client conversations? Are they able to anticipate client needs? Are they able to diffuse situations? Are they able to confidently uphold policies when necessary? Do they know when it’s appropriate to make an exception to uphold the brand service standard? How can you help your team develop these necessary skills?

“We’re hearing it from leaders that juniors do not have the knowledge to manage a client conversation or mediate between differing points of view.”

Chief Talent Officer, Holding Company

Ownership of Client Success

Does the team member take ownership of the relationship? Do they have all the project details to understand the scope and client expectations? Knowledge is key in helping your team have the confidence to make informed decisions.

You can do this by making client information easy to access. Ideally, you have a client relationship database that includes contact information, agreements, preferences, and correspondence. Often when starting a business correspondence occurs in inboxes. However, as you grow it is tough to serve clients well when conversations are hidden in individual inboxes. Especially when someone is out of the office or no longer with the team. Having correspondence in one place supports continuity of service.

Engaged with Client

What has the team member done to build a relationship with the client? When was the last time they talked to the client face-to-face (phone or video)? Do they know the client’s needs and pain points? Do they know the client’s desired goal? Have they built a connection with the client through shared interests? Do they prepare the client for upcoming gaps in service or potential issues?

At what point in the client journey do you introduce the team member to the client? How can this transition improve? If you’re the sales closer, try to include the team member as early as possible in the relationship. This early introduction supports relationship building for client success.

Quick to Resolve Small Issues

How does the team member define conflict? Different people have different definitions and thus responses. How can you coach them to see conflict as an opportunity to connect and for creativity? How can they lean into the situation to better understand the client’s needs? What solutions are possible that may have been overlooked?

Brainstorm with your team the different scenarios that recur or could occur. Then define the levels of conflict and how to respond. A difference of opinion is minor compared to a complaint. And a complaint is more manageable than when a client has gotten to the point of anger. The goal is to address issues when they’re small and manageable before they escalate.

Leaders, conflict resolution skills are reinforced by how conversations are held in 1:1’s and team meetings. How do you respond to ideas and opinions different from yours? Your response and how you nurture healthy disagreement in meetings sets the tone for handling conflict with clients.

Increase Clarity to Support Connection

What is the team member’s communication style? Is it short or wordy (verbally processing)? Is it clear or indirect? Do you have to guess what they’re asking? Do you often have to go back and forth with email to resolve an issue? How can their communication improve to make it easier for the clients to respond?

The ability to communicate well comes with practice. Writing helps sort thoughts to communicate ideas and stories better.

Hemingway Editor is one of my favorite tools for editing. It reviews for clarity and readability. No AI.
David Perell of The Write of Passage is a great resource for improving your writing.

When can picking up the phone or scheduling a video call be more effective? It’s easy for misunderstandings to escalate in email when tone and inflection can’t be heard.

Years ago, when I made calls as an admin I learned this quick etiquette tip. First, identify myself and where I was calling from, and then ask for the individual with a brief reason for my call. “Hi, my name is Melissa with the CEOffice. I’m calling for Katherine in regards to leadership coaching.” This made it easy for the person on the other end to quickly connect me regardless of whether I was calling a business or home. Now with Caller ID and mobile phones, both parties know who is on the other end of the call. However, I still practice this when calling someone for the first time or a general business line.

Supported by Leadership

What support does your team member have from you to uphold a policy? Or will you override it when the client wants a different answer and comes to you? If the client gets a different answer from you, then it undermines the team member’s relationship with the client and their confidence to uphold a standard in the future. You’ve taught the client that the team member doesn’t have authority and to come to you instead, thus increasing your work.

Leaders, I realize it’s tempting to be the hero to the client. I’ve been there and done it. However for your team and business to grow it’s important to empower your team to resolve the situation. Give them the tools and encouragement to serve the client well.

When exceptions do need to be made, how can you coach your team to handle these situations? What factors do you consider when making an exception? What resources does your team need to make the right decision? The goal is for them to have the autonomy and authority to make these calls so the client experience is more seamless.

Ritz Carlton does this well by giving each team member a daily stipend for guest issues. This empowers them to uphold their brand service standard.

Teaching someone when and how to make exceptions takes time and practice. Done wrong it can create a liability. Done right it strengthens relationships with clients and trust with team members. There will be times when they won’t get it right. In those cases be curious about the team member’s decision process and then work with them to create a better solution.

Empowering your team with knowledge, practice, and coaching support is an investment in their growth. When they can effectively lead client relationships it allows you to have more time elsewhere. This has a ripple effect on the business in performance, innovation, and improved client relationships.