Strategies for Client Project Meetings

For over 20 years, I’ve coached Fortune 500 CEOs. Along the way, I’ve sat in thousands of meetings, boardrooms, off-sites, and virtual calls that should have been emails. Here’s what I’ve learned: most meetings fail before they even start. Not because people aren’t smart or the agenda is wrong. Because the collaboration happens in the wrong place. Here are four shifts that will transform how your team meets. 1. Move the debate before the meeting. The best teams don’t show up to learn and debate for the first time. They show up having already been briefed and weighed in asynchronously, in shared documents, with real thinking on the table. The meeting becomes a decision room. 2. Shrink the room. Not everyone needs to be there. If someone’s contribution is already captured in the pre-work, free them. Smaller rooms move faster. They also talk more honestly. 3. Assign dissent. Consensus is comfortable, but it’s also dangerous. The highest-performing teams I’ve coached assign the team to provide challenges. Not to be difficult, but to make the final decision stronger. 4. End with commitments, not summaries. Most meetings end with a recap of what was said. That’s useless. End with who owns what and by when. Clarity beats closure. If you do these four things, your meetings won’t just feel better. They’ll actually produce results.

Most meetings don’t fail in the room. They fail before they start… and after they end. A meeting is not a 60-minute calendar block. It’s a process with 3 stages: Before. During. After. If you fix these, meetings become productive instead of performative. 1. Start with a written purpose (Before) If the meeting objective cannot be written in one clear sentence, cancel it. Bad: “Let’s discuss the project.” Good: “By the end, we will decide X and assign ownership for Y.” No purpose = no meeting. 2. Invite only owners, not spectators (Before) Meetings are not webinars. If someone is not: Deciding Contributing critical input Owning an action They don’t need to be there. Fewer people = faster decisions. 3. Share material in advance (Before) Meetings are for discussion and decisions, not silent reading. If people are seeing slides for the first time in the meeting, you’ve already lost half the time. Send pre-reads. Expect people to come prepared. 4. Run the meeting like a decision factory (During) Every agenda item must end in one of three outcomes: Decision made Action assigned (with owner + deadline) Explicitly parked If conversation is interesting but going nowhere, park it. Meetings are not thinking-out-loud therapy sessions. 5. Close the loop fast (After) The real work starts when the meeting ends. Within 24 hours, share: Decisions taken Actions, owners, deadlines What was parked If follow-ups are not tracked, meetings are just expensive conversations. A good meeting starts before the meeting and ends long after it. Preparation creates clarity. Follow-up creates results. Everything in between is just facilitation. Are you running or ruining your meetings? Which one of these tips makes most sense to you? ++++ I try to share practical, direct, no “cute crap" work/career tips. Follow me at Anshuman Tiwari and press the bell icon twice on my profile to get notifications when I post.

Ever been thrilled to kick off a new coaching or facilitation project, only to have things unravel before your eyes? You’ve got the green light, your client’s excited, you’re excited... and then: 😬 Deliverables turn into moving targets. 🫨 Tasks start sneaking into the scope. 🙄 Communication becomes reactive. 🙄 And somehow, you're doing more than you signed up for. Sound familiar? These issues can lead to frustrated clients, strained relationships, and results that don’t reflect your expertise. Worse, you’re left questioning your own abilities. The root cause? Poorly initiated projects. The fix? A rock-solid kickoff meeting. Here’s how I run mine to set the stage for smooth sailing: 1️⃣ Set the agenda and introduce the team. Share the agenda in advance so everyone’s prepared. A quick intro sets a collaborative tone. 2️⃣ Review the project overview. Revisit the high-level goals and objectives. Frame it as a partnership—you’re in this together. 3️⃣ Explore hopes and fears. Ask what success looks like for the client, but also what could go wrong. Addressing fears early helps build trust. 4️⃣ Create a risk and opportunity register. Most people track risks, but don’t stop there. Highlight opportunities to amplify success—maybe another internal initiative aligns with your work. 5️⃣ Revisit the timeline. Pull the timeline from your proposal and check if it still works. Revise as needed and confirm key milestones. 6️⃣ Discuss team culture and expectations. How do you want to work together? Align on communication styles and ways of working to avoid surprises later. 7️⃣ Define next steps. End with clarity: What happens next, and who’s responsible for what? 💡 Pro tip: Send pre-work in advance, like a draft risk/opportunity register. The meeting should refine, not start from scratch. The result? ✅ Clarity ✅ Alignment ✅ stronger relationships. A well-run kickoff leads to happy clients, repeat business, and—you guessed it—referrals. Start strong, finish stronger. ~~ ✍️ What’s one thing you always include in your project kickoff? Let me know in the comments! 👇

Silence is deadlier than bugs in IT. So here's my 5-part framework to keep clients happy. In IT, people think the biggest sin is missing a deadline. It’s not. It’s disappearing. No update. No email. No, "this might take longer than planned." Silence turns small delays into big problems. • It breeds assumptions • Assumptions turn into frustration • Frustration kills trust I’ve seen projects slip by two months, and the client still walked away happy. Not because the work was perfect. But because every week, they knew exactly what was going on. And people in IT know problems happen. • Servers crash • Timelines shift • Code breaks But communication is the difference between a frustrated client and a loyal one. And silence kills faster than any missed deadline ever will. Now, if you want my communication framework, here's what I recommend to people: 1// Set Communication Expectations Upfront • Define channels: 2–3 preferred methods (email for formal updates, Slack for quick questions, weekly calls for big discussions) • Set response times: “Emails within 24 hours, urgent issues within 4 hours” • Create update schedules: Weekly reports, bi-weekly demos, or milestone check-ins, but make it consistent 2// Be Proactive In Communication • Update before you’re asked, even “everything’s on track” matters • Flag problems early: “This might take an extra day because of X” • Explain the “why” behind updates and changes 3// Translate Technical into Human • Avoid jargon overload • Use analogies: “Like traffic on a highway - too many requests are slowing it down” • Focus on impact: “Making the app load 50% faster for your users” 4// Build Trust Through Transparency • Own the problems: “Here’s what went wrong and here’s our fix” • Provide realistic timelines, under-promise, over-deliver • Show your work: Screenshots, videos, or live demos 5// Listen as Much as You Talk • Ask clarifying questions • Acknowledge concerns • Adapt your style to the client And beyond this, here's what else I recommend you can do: a) This Week: • Define communication channels and response times • Create a simple weekly update template (3 bullet points) • Choose a project management tool with client visibility b) This Month: • Share client communication guidelines with your team • Practice explaining services without jargon • Set up automated project updates c) This Quarter: • Survey clients on communication preferences • Train your team on best practices • Build protocols into onboarding Ultimately, the best IT founders don’t just build great products. They build great relationships. And relationships are built on great communication. Start treating communication as seriously as you treat your code. Your clients will notice the difference. --- ✍ Tell me below: When was the last time proactive communication saved you from a client blow-up?

#ThrivingToGetWorkDone Post 4 of 9: The Importance of Clear Goals and Expectations: Setting the Stage for Success Clear communication of goals and expectations is vital when working with people who don’t directly report to you. It ensures everyone is aligned and working towards the same objectives. Here are two short use cases on how to activate this skill in routine work within the hospital industry: Use Case 1: Setting Expectations for a Cross-Departmental Quality Improvement Initiative You’re leading a cross-departmental initiative to improve patient discharge times. At the start, you gather the key stakeholders from Nursing, Administration, and the Medical Records department. You clearly outline the project goals: “Our objective is to reduce patient discharge times by 20% over the next quarter. Each department plays a critical role—Nursing will ensure timely completion of discharge instructions, Administration will streamline the billing process, and Medical Records will expedite the final documentation. Let’s aim to have weekly check-ins to track our progress and adjust as needed.” By setting clear expectations, you align the team’s efforts towards a common goal, minimizing misunderstandings and delays. Use Case 2: Clarifying Goals for a New Patient Feedback System Implementation In another scenario, you’re part of a team tasked with implementing a new patient feedback system across the hospital. You kick off the project by clarifying the goals: “Our goal is to increase patient feedback participation by 30% within six months. The IT team will handle the technical setup, the Nursing team will encourage patients to participate, and the Quality department will analyze the feedback for actionable insights. Everyone’s role is crucial, and I encourage open communication if challenges arise.” This clarity in goals and expectations ensures that everyone understands their role in the project’s success. #My2Cents: Clear goals and expectations are the foundation of any successful collaboration. When everyone knows what’s expected and why it matters, it fosters accountability and drives collective success. Let’s make sure we’re all on the same page to achieve our shared objectives. These posts aim to invoke a better overall environment by sharing practical ways to enhance workplace collaboration and productivity. What strategies do you use to communicate goals and expectations? Share your thoughts in the comments! #Leadership #Teamwork #WorkplaceCulture #ClearCommunication #HealthcareLeadership #ThrivingAtWork #Collaboration #HospitalAdministration

I’ve turned our quarterly review into our biggest strategic unlock with clients. We do it with 50+ active clients 1x quarter. Our step-by-step agenda: 1. Review quantitative data we’ve gathered over the past 3 months 2. Get qualitative insights the client has gathered from their network & team 3. Compare our data to industry trends 4. Adapt our strategy, revising ICP Lists + Content Archetypes + etc. 5. Brainstorm our next moves (A new lead magnet? GTM motion? Newsletter?) 6. Gather feedback to make our service a 6-star experience 7. If it’s going well, ask if we can use them for a testimonial/case study 𝗪𝗵𝗮𝘁 𝘁𝗵𝗶𝘀 𝗱𝗼𝗲𝘀 𝘁𝗵𝗮𝘁 𝗦𝗹𝗮𝗰𝗸 + 𝗰𝗼𝗻𝘁𝗲𝗻𝘁 𝗰𝗮𝗹𝗹𝘀 𝗱𝗼𝗻’𝘁: • It prevents autopilot mode. We can get bogged down in daily deliverables - this is our chance to ensure those deliverables are actually serving a purpose. • Clients can also get stuck in our daily feedback routine. The review meeting creates space for them to reflect on whether our strategy is still aligned with their goals. • Face-to-face conversations give clients a chance to say what’s bothering them. This doesn’t come out in day-to-day emails/Slack messages. • It’s a chance for our leadership team to strengthen the relationship with the client. • Quarterly meetings align with a typical business planning cycle. We build our reflection into their process. • We set time aside to brainstorm new ideas, gather testimonials, and potentially expand projects. The whole meeting usually takes about 1 hour. By the end, we’ve cleared our bottlenecks, realigned our goals, and generated fresh momentum. And then we do it again the next quarter :)

🤔 How might you infuse more experiential elements into even the most standard Q&A session? This was my question to myself when wrapping up a facilitation course for a client that included a Q&A session. I wanted to be sure it complemented the other experiential sessions and was aligned with the positive adjectives of how participants had already described the course. First and foremost - here is my issue with Q&As: 👎 They are only focused on knowledge transfer, but not not memory retention (the brain does not absorb like a sponge, it catches what it experiences!) 👎 They tend to favor extroverts willing to ask their questions out loud 👎 Only a small handful of people get their questions answered and they may not be relevant for everyone who attends So, here is how I used elements from my typical #experiencedesign process to make even a one-directional Q&A more interactive and engaging: 1️⃣ ENGAGE FROM THE GET-GO How we start a meeting sets the tone, so I always want to engage everyone on arrival. I opted for music and a connecting question in the chat connected to why we were there - facilitation! 2️⃣ CONNECTION BEFORE CONTENT Yes, people were there to have their questions answered, but I wanted to bring in their own life experience having applied their new found facilitation skills into practice. We kicked off with breakout rooms in small groups to share their own experiences- what had worked well and what was still challenging. This helped drive the questions afterwards. 3️⃣ MAKE THE ENGAGEMENT EXPLICIT Even if it was a Q&A, I wanted to be clear about how THIS one would be run. I set up some guidelines and also gave everyone time to individually think and reflect what questions they wanted to ask. We took time with music playing for the chat to fill up. 4️⃣ COLLABORATIVE LEARNING IS MOST IMPACTFUL Yes, they were hoping to get my insights and answers, however I never want to discredit the wisdom and lived experience in the room. As we walked through the questions, I invited others to also share their top tips and answers. Peer to peer learning is so rich in this way! 5️⃣ CLOSING WITH ACTIONS AND NEVER QUESTIONS The worst way to end any meeting? "Are there any more questions?" Yes, even in a Q & A! Once all questions were answered, I wanted to land the journey by asking everyone to reflect on what new insights or ideas emerged for them from the session and especially what they will act upon and apply forward in their work. Ending with actions helps to close one learning cycle and drive forward future experiences when they put it to the test! The session received great reviews and it got me thinking - we could really apply these principles to most informational sessions that tend to put content before connection (and miss the mark). 🤔 What do you think? Would you take this approach to a Q&A? Let me know in the comments below👇 #ExperienceLearningwithRomy

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

Two of the most powerful words a leader can say. "Let's talk." Not "let me tell you." Not "here's what you should do." Just... talk. Because when you invite conversation, something shifts. Your team opens up. Your clients feel heard. Your network deepens. Most leaders approach it backwards. They broadcast. They command. They position themselves as the expert with all the answers. But the best leaders I know do something different. They ask questions. They listen more than they speak. They create space for others to think out loud. Here's what happens when you do this: ➡ People feel valued Your team brings their best ideas when they know you actually care about their input. ➡ You gain clarity The conversations you have reveal insights you'd never uncover alone. ➡ Trust builds naturally When someone feels genuinely heard, loyalty follows. ➡ Better decisions emerge Multiple perspectives always beat solo thinking. As a financial director and NLP practitioner, I've seen this principle transform client relationships and business outcomes. The clients who make the best decisions aren't the ones who talk the most. They're the ones who listen the most. And they invite their advisors, their teams, their networks to think alongside them. That's where the real breakthroughs happen. This week, try it. Instead of preparing what you'll say in your next meeting, prepare the questions you'll ask. Notice what unfolds. What conversations have shifted your perspective recently?

A successful project starts waaaaay before the actual project starts. Before I even put finger to keyboard, I need to know: a) the client's expectations b) what I'm actually going to be doing c) we're on the same page To do that, I ask a series of questions to get to the "why" (heads-up: that's the most important thing. WHY is the client doing this project?). Here are some of those questions: 👉 "What are your primary goals for this project?" Purpose: To understand the client's objectives and make sure my work and skills align with their needs. 👉 "Who is your target audience?" Purpose: To tailor my content to the appropriate demographic. 👉 "What are the key deliverables and deadlines for this project?" Purpose: To clarify expectations and make sure I can meet the project’s requirements and timeline. 👉 "Can you provide examples of content or style you like or dislike?" Purpose: To get a clear understanding of the client’s preferences and expectations. 👉 "Are there any specific guidelines or branding requirements I need to follow?" Purpose: To make sure my work meets the client’s brand standards and guidelines. 👉 "What is the approval process for drafts and final content?" Purpose: To understand how feedback and revisions will be handled and who will provide final approval. 👉"What are the potential challenges or obstacles you foresee with this project?" Purpose: To identify any potential issues early on and plan for them effectively. Am I missing any here?