Importance of Client Relationships

Stop lying about your results. I’ve watched it destroy info businesses for 3+ years. Here's why authenticity actually matters in business: 1. Why lying seems tempting When you're closed 50k in deals, it’s tempting to say you're at $50K/mo. When you have 5 clients, saying you have 20 sounds more credible. Nobody verifies at first. The fake numbers help you close deals faster. I get why people do it. But there’s a huge problem they ignore… 2. The real problem with lying It's not that you'll definitely get caught. It's that you can't scale a business built on lies. You close clients expecting results you can't deliver. • They churn. • They don't refer. • You attract the wrong clients who only signed because of inflated claims. • Your entire growth strategy becomes finding new victims instead of delivering results. There’s no way a business like that would ever last. 3. What I did instead Started posting real numbers even when they were small. "Just signed client #5" "Hit my first $5K month" "Client just hit 10K followers in 90 days" Could have 10x'd those numbers. Nobody would have checked. But here's what happened by staying honest: Those early followers watched the entire climb to $2M/year. They saw every milestone. When I say we've generated $10M+ for clients now, they believe it because they watched it happen. 4. The compound effect 80% of our business comes from referrals now. That only works if clients get the results you promised. And clients only get results if you're honest about what's possible upfront. Lying might get you the sale today. Honesty gets you the next 100 sales through referrals. 5. One rule Never claim something you can't back up with screenshots, client testimonials, or data. Not because you'll get exposed. Because you can't build a real business on fake results. The clients who trust you become your sales team. But only if you earned that trust from day one. Have you ever seen anyone lie about their results online? Let me know below.

The conversation no insurance broker wants to have with a client I sat across from Mark, a business owner of 17 years, as his voice cracked. "Everything's gone. And they're not paying a dime." His manufacturing facility was destroyed by fire, but he wouldn't get the $1.8M claim payout he expected. Why? A single missed equipment inspection that broke a rule in his policy. This conversation haunts me because it could have been prevented. After looking at more than 400 commercial policies last year, I found a troubling pattern: 78% of businesses don't know they're breaking their own insurance rules. These aren't unusual clauses. They're normal conditions that many miss: • Fire system checks every three months • Updated records of equipment upkeep • Correct storage methods for certain materials Most insurance brokers focus on selling coverage instead of teaching about these rules. It's easier to talk about policy limits than maintenance requirements. But what's the use of a $2M policy that won't pay when you really need it? Now I start every client relationship with a "Policy Compliance Audit" before talking about coverage limits or costs. This one step has prevented possible claim denials worth over $12M in the last three years. What surprising requirement have you found in your business insurance policy? And honestly, did you find it before or after you had a problem?

Behind every opportunity is a relationship, and behind every relationship is a conversation. Networking is about building real connections that last and have the potential to help you find your next opportunity. Data shared by the University of Maryland’s Department of Economics indicates you won’t find 70% of available jobs on any site that posts open positions. Those positions are usually found on a company’s internal network, often by referral. In other words, relationships can make the difference between finding a job or not. That’s no surprise to me. Throughout my journey, from engineer to investor, relationships have been a constant driver of growth. Mentors, colleagues and peers have not only opened doors, but also challenged my thinking, sharpened my skills and inspired my vision. Here’s what I have learned: - Be curious: Ask questions that show you care about people’s stories. - Be intentional: Connect with purpose, not just for your own gain. - Be consistent: Follow up, follow through and add value where you can. Networking isn’t a one-time event. It requires maintaining ongoing relationships rooted in trust and genuine interest in other people’s lives. Whether you’re just starting out on your professional journey or deep into your field, relationships are what power careers.

My top takeaways from executive coach Rachel Lockett: 1. The biggest skill gap in new leaders is knowing when to coach vs. when to tell people what to do. When you constantly provide answers, you train your team to bring you every problem instead of building their own problem-solving skills. The people you hire are experts in their domain—ask curious questions to help them reach their own solutions, which makes them more motivated and capable. Save direct advice for urgent situations or when someone genuinely lacks the necessary skills. 2. Use these four questions to coach someone to figure out the answer or themselves: When someone brings you a problem, use GROW: Goal, Reality, Options, and Way forward. Ask about their desired goal (what does success look like?), their current reality (where are you stuck?), possible options for a path forward (what could you do next?), and a concrete way forward (what will you actually do next?). These questions help people discover solutions they already have the context to find. You don’t need to follow this exact order; just use whichever type fits the moment. 3. Use this four-step framework for difficult conversations: Observations, Feelings, Needs, Requests. Start with factual observations anyone could verify (not interpretations). Share your feelings without blame (I felt anxious, confused, disconnected—not “I feel like you. . .”). Name your underlying human needs (clarity, collaboration, connection). Make a small, achievable request the other person can actually fulfill. Stay on your side of the net—talk about your experience, not what you assume about them. This lets you be bold without triggering defensiveness. 4. In conflict, aim for mutual understanding, not proving you’re right. When you enter a difficult conversation trying to convince someone they’re wrong, they become defensive and armor up. Instead, focus on helping the other person understand your experience so they can empathize and see clearly what’s happening. This shift from convincing to connecting creates space for genuine dialogue where both people can be heard and find solutions together. 5. Burnout happens when you spend too much time outside your natural strengths, not just from working too hard. For two weeks, write down the five things each day that energized you most and the five that drained you most. Look for patterns. People burn out not just from working hard but from spending too much time doing things that deplete them—even if they’re good at those things. 6. Co-founder relationships need scheduled maintenance time, like marriages. Sixty-five percent of startups fail because of co-founder conflict, not business problems. Set up regular check-ins—weekly touch-bases, monthly lunches, quarterly in-person reviews—to ask: How is this working for you? Are we aligned on vision and strategy? What am I doing that frustrates you? What’s gone unsaid?

What worked in Customer Success five years ago doesn’t work anymore. When was the last time you had a real conversation with that customer who’s been “doing fine”? A week ago? A month ago? Or has it quietly stretched into two? That gap, that silence is where most relationships start to fade. Five years ago, silence meant stability. Today, it usually means distraction. Your customer is busy. Their priorities have shifted. Their team might be exploring new tools while you assume everything’s fine. And this is why the old CS mindset of “no news is good news” doesn’t work anymore. In Customer Success today, silence is a signal. It means something’s happening, you’re just not part of it yet. So what do you do? 1. Catch the quiet early. If there’s been no meaningful contact for 30 days, treat it like a health alert. It’s easier to restart a conversation than to rebuild trust. 2. Replace “check-ins” with context. Don’t ask, “How’s it going?” Share something specific. A usage trend, a new idea, an observation about their industry. Give them a reason to want that next call. 3. Keep a pulse beyond one person. If you only talk to your champion, you’re one re-org away from losing visibility. Make space for leadership conversations, even informal ones. 4. Humanize the touchpoints. Remember the last challenge they shared or the small win they mentioned. Those details make follow-ups feel genuine, not scheduled. We’re all moving fast. There’s always another meeting, another deck, another deadline. But Customer Success was never about keeping customers on paper. It’s about keeping them in conversation. And if you’re thinking of that one account that’s been “quiet for a while”, maybe today’s the day to pick up that thread again.

Throughout my decade-long journey in the tech industry, if there's one lesson that’s stuck with me, it’s this: your connection with your customers is everything. At Supersourcing, we’ve woven this belief into the fabric of our business. And trust me, it’s made all the difference. Here’s how we keep our customer focus sharp and true: - Listen First, Act Fast: Early on, I learned that listening isn’t just about hearing words; it’s about understanding your customers' underlying needs and emotions. We prioritize active listening—through regular feedback loops and candid conversations—so that when we act, it’s both swift and deeply aligned with what our clients actually want. - Tailored Solutions, Not One-Size-Fits-All: One of the most transformative shifts we made was moving from a transactional mindset to a partnership approach. It helps us understand our clients’ bigger picture—what are their goals? What keeps them up at night? We tailor our solutions to align with these insights, making our support feel less like a service and more like a collaboration. - Transparent Communication Builds Trust: I can’t stress enough how much transparency has contributed to our success. It’s about being upfront, even when the news isn’t all sunshine and rainbows. Our clients appreciate honesty, and this straightforward approach has helped us build strong, lasting relationships based on trust and mutual respect. - Proactivity Is Key: Waiting for a problem to arise means you’re already too late. We’ve built a culture of proactivity—whether it’s checking in on developers regularly or anticipating potential roadblocks, we aim to address challenges before they turn into problems. These strategies have been pivotal in driving not just customer satisfaction but loyalty and advocacy. It’s about being more than a vendor; it’s about being a partner who genuinely cares about the success of those we serve. How do you keep your client relationships strong and authentic? I’m eager to hear your thoughts!

You can build processes and automate everything and still lose the client’s approval. You can still miss the thing that actually makes clients stay, “the human presence behind the promise.” I’ve learned this the hard way and then I learned it the practical way. When I hand off every client conversation to a manager, small misalignments can happen. When I take the same call myself, not to micromanage, the relationship starts from a place of confidence. This is not about ego or proving you’re indispensable, it is about setting the first impression for everything that follows. The first touch is where trust is earned. Critical conversations like initial briefings, scope negotiations and the post-proposal follow-up are moments that define the working rhythm. These are the moments where tone, clarity & conviction matter most & where a founder's presence reduces friction. That said, delegation is essential for scale. What I do is to personally own the first call, the high-stakes negotiations & the first major milestone review. Document the decisions and hand them to the team with explicit boundaries, let the team run day-to-day client care, remain available for escalation, but avoid stepping in unless the issue truly needs you. This preserves your time while ensuring the client always feels they are working with the right people. That’s how you make sure your team runs efficiently. #graphicdesign #entrepreneurship

𝐓𝐡𝐞 𝐕𝐚𝐥𝐮𝐞 𝐨𝐟 𝐋𝐨𝐧𝐠-𝐓𝐞𝐫𝐦 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 𝐢𝐧 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 Recruitment is known as a fast paced industry, but there’s one part of our role as recruiters that can’t be rushed; building relationships. In my experience, creating long-term relationships with our clients, candidates, and colleagues is invaluable. Not only does this approach lead to better hiring decisions, but it also shapes careers, fuels business growth, and creates networks of trust that last for years. Here’s why long-term relationships should be the foundation of any great recruitment strategy: 𝟏. 𝐓𝐫𝐮𝐬𝐭 𝐢𝐬 𝐄𝐚𝐫𝐧𝐞𝐝 𝐎𝐯𝐞𝐫 𝐓𝐢𝐦𝐞  The best partnerships – whether with clients or candidates – aren’t built in a single conversation. They develop over time, through consistency, honesty, and delivering results. When businesses work with recruiters they trust, they gain a true partner, not just a service provider. The same applies to candidates. Many of the strongest hires come from professionals we’ve known for years and placed more than once. 𝟐. 𝐀 𝐂𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞 𝐓𝐨𝐝𝐚𝐲 𝐂𝐨𝐮𝐥𝐝 𝐁𝐞 𝐚 𝐂𝐥𝐢𝐞𝐧𝐭 𝐓𝐨𝐦𝐨𝐫𝐫𝐨𝐰 One of the most rewarding aspects of long-term relationship-building is seeing how careers evolve. Many candidates we’ve placed early in their careers have gone on to become hiring managers or senior leaders, and when they need to build their own teams, they often return to the recruiters they trust. A single placement can turn into a lifelong professional partnership. 𝟑. 𝐒𝐭𝐫𝐨𝐧𝐠𝐞𝐫 𝐂𝐥𝐢𝐞𝐧𝐭 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 𝐋𝐞𝐚𝐝 𝐭𝐨 𝐁𝐞𝐭𝐭𝐞𝐫 𝐇𝐢𝐫𝐢𝐧𝐠 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬  Understanding a company’s culture, leadership style, and long-term growth strategy takes time. The deeper that understanding, the better the hires. Clients who treat recruiters as strategic partners rather than short-term vendors see the biggest return on investment – not just in speed to hire, but in quality and retention. 𝟒. 𝐂𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞 𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 𝐌𝐚𝐭𝐭𝐞𝐫𝐬  In today’s job market, candidates expect a personal, transparent process – one where they feel valued beyond a single application. A recruiter who stays in touch, offers advice, and provides genuine career guidance builds relationships that last. And when candidates have a great experience, they refer others, expanding the recruiter’s network even further. 𝟓. 𝐋𝐨𝐧𝐠-𝐓𝐞𝐫𝐦 𝐑𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 𝐒𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐞𝐧 𝐘𝐨𝐮𝐫 𝐑𝐞𝐩𝐮𝐭𝐚𝐭𝐢𝐨𝐧  The recruitment industry is built on trust and reputation. The most successful recruiters are the ones known for honest, long-standing relationships that create value for both businesses and professionals over time. At the end of the day, recruitment is about people, not transactions. The strongest partnerships aren’t measured in placements but rather in careers built, businesses grown, and trust earned.

A rep called me frustrated. "I ask all the right questions, but they clam up after 10 minutes. Discovery feels like pulling teeth." I listened to her last call. She was doing everything "right" according to most sales training. Except for one thing. She was treating discovery like an interrogation instead of a conversation. Here's what I told her: Stop trying to get everything in 30 minutes. You're not a police detective gathering evidence. Instead, go deep on what matters most → their pain. Three questions that changed her entire approach: "What's driving this to be a priority right now?" "What happens if you don't solve this in the next 6 months?" "How is this impacting you personally?" Notice something? No questions about budget. No stakeholder mapping. No buying process. Just pain. Deep, emotional, get-them-talking pain. Here's what happened on next call: Prospect spent 20 minutes explaining their challenges. Shared things she never heard before. Got emotional about the daily frustration. Old Rep would've panicked: "I didn't get the buying process info!" New Rep said: "Based on everything you've shared, this sounds complex. Let's schedule another call to walk through how companies typically solve this." Prospect immediately agreed. Why? Because she proved she understood their world. The follow up call? Prospect brought their boss. Shared budget range. Outlined their evaluation timeline. All because the first call was about them, not about her information gathering checklist. Look, I get it. Sales methodology says you need certain data points. But prospects don't care about your methodology. They care about feeling understood. When you nail the pain, everything else flows naturally. The reps's close rate went from 18% to 29% just by changing her discovery approach. Same questions. Same product. Different mindset. Sales VPs: teach your reps to be consultants, not interrogators. The reps who master this thinking close bigger deals because they uncover the real emotional drivers behind every purchase decision. Ever noticed how your best discovery calls feel more like therapy sessions than sales calls? Strange, isn’t it? 😎 — How 700+ clients closed $950 million using THIS 6 step demo script: https://lnkd.in/eVb32BUx

Real talk: There comes a point where you may need a different executive coach… or no coach at all. And that’s not a bad thing. That might seem strange coming from an executive coach but if there's one thing I do, I keep it real. As we slide into the final stretch of the year, a lot of folks are taking stock. Not just of goals and performance, but of the support systems around them. And one question that I've been fielding a lot of in the past few weeks: “Do I need a different executive coach -- or, one at all?” That's why I found the recent Harvard Business Review article, "When You've Stopped Growing with your Executive Coach", by Priya Nalkur, Ed.D. so on point. It calls out a reality many who have a coach can eventually face -- and one that many coaches resist: a coaching plateau often means either you’ve outgrown the relationship — or you’re on the brink of deeper, more complex growth that requires a different kind of support. That’s why when I hear someone's been working with the same coach for many, many years in continuity, I definitely have questions. Not because the work magically ends at the end of each contracted engagement, but because each engagement should have a clear arc and a clear end. We can always re-up if something changes—new goals, a promotion, a reorg, a bigger team, a new level of complexity. Those shifts often call for a renewed partnership. That might be with the same coach or someone new. It's ok to change. Here's the deal -- A good coaching engagement should help you grow out of the need for that specific engagement. A great one should help you, ultimately, learn to coach yourself. I always say that I'm trying to work my way out of a job. I've said it before and I'll say it again: the most sustainable breakthroughs come from when you have built the capacity to coach yourself. So as you think about what you need moving forward, you might ask yourself: - What kind of support would stretch me? - Is this the right moment to begin coaching, or to evolve the coaching I have? - And if I already have a coach, is the engagement still serving who I am now — or have I outgrown it? Coaches—yes, this is for us too. And don't get mad at me for calling it out. If we’re doing our job well, clients stay only as long as the work is still generative, not because they’ve become dependent. If you want practical guidance on how to get the most out of the coaching process — from choosing a coach to knowing when the work feels “complete” (or ready for a different shape) — I share a resource and the HBR article in the comments below. Let me know your take on this.