How to Create Clear Client Communication Systems

Wondering how to handle situations where client expectations aren't aligned with project realities? Want to set up a repeatable process to avoid unexpected client reactions?

In this article, you’ll discover critical skills and practical tips to define, meet, and exceed client expectations.

Effective Client Communication: Insights From an Agency Owner

Establishing clear communication and aligning expectations are critical for success in any client-facing business. This is especially true in the dynamic world of digital marketing agencies. With over a decade of experience spanning sales, technology, and marketing, Kevin Kwok, founder of J29 Creative Group, has a unique perspective on navigating the digital landscape for his agency and clients. He shares his insights and strategies for effective agency-client communication. 

#1: Educate Clients and Set Expectations 

Kevin emphasizes that the biggest differentiator for agencies is communication and customer service. “[Clients] have to be your number one priority because people don't understand what we do,” he explained. “So a lot of times it takes educating them.”

This education process starts with a robust onboarding designed to start a strong foundation for client interaction:

• Detailed questionnaires uncover key information like the client's expectations, level of marketing savvy, existing tool stack, and current processes. 
• A two-hour kickoff meeting takes a deep dive into messaging, branding, asset organization, and introducing clients to their day-to-day agency contacts. 
• Assigning dedicated points of contact on the agency team, including the production lead, web director, and social media manager. 
• Training clients on the agency's preferred communication channels and file-sharing conventions. If a client lacks established systems, J29 provides virtual or in-person technical training as part of onboarding.

Notably, the agency covers all of this with an onboarding fee. “I feel your time's worth money,” Kevin explains. “So every time [clients] hop on a call with us, it's part of that onboarding package.” Setting this expectation from the start helps frame agency-client relationships as a two-way street.

Documenting roles, responsibilities, and deliverables is also crucial. J29 Creator Group captures this in an agreement clearly outlining the scope of work, which the client must sign before work begins. Recently, they instituted a policy that they cannot schedule onboarding until the client completes the intake form.

“Unless you fill it out, we're not gonna onboard you,” Kevin says. “So you're just pushing your marketing back.” But when clients are ready and taking an investment in your marketing seriously, everyone can move forward together. This simple step has significantly cut down on misunderstandings down the line.

#2: Choose the Right Clients 

Even the most buttoned-up agency processes can't overcome a fundamental values mismatch. That's why Kevin advises fellow agency owners to be selective when choosing clients. “Just as much as the clients choose us, you also need to choose them,” he says. “There's no sense being in a bad relationship and [getting] abused.”

Having learned some hard lessons over the years, Kevin now firmly stands against employee mistreatment. “I am [a] very big brother type boss,” he shares. “I will jump on a call and tell my clients, ‘Hey, that's not the way we treat our employees. And if you could talk to my employees that way… I don't think this is a good fit.'”

He acknowledges this protective instinct can feel uncomfortable, especially for new agency owners hungry for business. But no client is worth sacrificing team morale and well-being. Respectfully parting ways with ill-fitting partnerships frees up energy to serve clients who share your values.

#3: Optimize Internal and External Communication 

With clients ranging from solopreneurs to midsize companies, J29 Creator Group tailors their communication channels to each client's existing tools and preferences. Options range from Slack and Trello to Skype and Google Drive. 

If a client already has a preferred set of tools, the agency adapts to those. For instance, they may collaborate with the client's existing Slack workspace or Trello board. However, if the client lacks established systems, J29 sets them up with training on the agency's preferred platforms during onboarding. The associated time is, of course, billable.

Internally, Kevin has instituted a clearly defined hierarchy for seamless client management:

• Account executives are responsible for day-to-day client relationship management, including regular check-ins, promptly responding to requests, and keeping clients apprised of project progress. They act as the primary liaison between the client and the delivery team.
• Department managers oversee fulfillment for their respective domains: production, web development, and social media management. They work closely with account executives to ensure work is completed on time, on budget, and to the client's satisfaction.
• Individual contributors, such as graphic designers, copywriters, and digital advertisers, are organized under the relevant department manager. This allows for knowledge sharing, cross-training, and resource allocation based on project needs.

Kevin meets regularly with just his department heads to keep communication flowing smoothly. “I have meetings with just my team managers instead of everyone else,” he explains. This cadence provides a forum to surface issues, share learnings across client accounts, and celebrate wins.

Organizational design is only one piece of the puzzle. Interpersonal dynamics also play a huge role in how information travels from person to person and team to team. That's why J29 Creator Group places a premium on emotional intelligence and collaboration skills when hiring.

#4: Gather Client Feedback Regularly 

In the day-to-day rush of deliverables and deadlines, it can be easy to let client feedback fall by the wayside. However, regularly gathering input is essential for catching issues before they balloon, identifying opportunities to improve client communication, and maintaining strong client relationships. 

J29 Creator Group uses a multipronged approach to solicit feedback:

• Account executives conduct weekly check-in calls with each client. In addition to reviewing recent work, they carve out time for open-ended questions and actively listen to the client's experience.
• Quarterly business review meetings bring together the entire delivery team and client stakeholders. This is an opportunity to assess progress against goals, revisit priorities, and align on the next steps. Kevin himself attends many reviews to underscore their importance.
• Automated surveys are conducted regularly by an administrative contact not involved in the day-to-day client work. This makes it easier for clients to share candid opinions without fear of jeopardizing the relationship.
• An internal peer feedback system allows team members to rate each other on communication, collaboration, and job performance. Results are aggregated anonymously to surface coaching opportunities and potential personnel issues.

The agency has learned that this last piece is essential for an unfiltered view. “A lot of times, the clients feel bad if they're working with someone all the time, and they don't want to complain,” Kevin points out. “So we aren't getting a true gauge if our people are doing a good job. It's almost nice to have someone that doesn't work with them just send us [a] survey.”

#5: Navigate Communication Challenges 

Inevitably, situations arise where client expectations don't align with project realities. When communication breaks down, clearly documented processes protect the agency and client.

Documentation is the first line of defense. “There are so many experiences and… stories we can tell you,” Kevin relates. “The truth… there are times we miscommunicate. Until we have processes in place, it's hard to say who's right, who's wrong, and it makes it awkward for everyone.”

When conflicts happen, J29 Creator Group leans on their detailed agreements, questionnaires, and meeting notes to align on the source of truth. This is one reason they're so diligent about capturing decisions and feedback in writing.

Many issues stem from a lack of basic knowledge about the difference between organic and paid social media, vanity metrics versus true business outcomes, and other digital marketing fundamentals. It's not uncommon for clients—especially those new to working with an agency—to have false assumptions based on their personal use of social media.

In these situations, the agency falls back on education, clear data, and diplomatically redirecting the conversation to facts. “Data [doesn't] lie,” Kevin states. “So everything has to be data-driven or on paper, or there has to be some kind of process in place to safeguard and protect yourself and also protect the client.”

By cultivating a teacher-student dynamic and relating foreign concepts to the client's familiar frame of reference, J29's team can usually defuse emotionally charged misunderstandings. However, if a client refuses to budge after multiple good faith efforts to resolve a situation, the agency is prepared to end the engagement to protect employee well-being and the integrity of their work.

#6: Report Results  

Clients hire agencies to deliver outcomes, not activities. But in the complex world of digital marketing, tying tactics to bottom-line impact can be challenging. Robust reporting is essential for demonstrating value and earning long-term partnerships.

J29 Creator Group relies heavily on Google Analytics and native reporting from the social media management platform Agorapulse to track and communicate results. However, Kevin cautions against getting caught up in short-term bumps in indicators like reach or engagement.

“You have to look at your analytics in six months or quarterly,” he advises. “In a month, it doesn't tell a good story. We can't really measure marketing in a month's time.” He coaches clients to focus on trends over time and look at the whole funnel of marketing performance.

Kevin also emphasizes the importance of setting realistic expectations about attribution. Many important outcomes, like increased brand awareness, word-of-mouth referrals, and even some closed sales, are difficult to link to specific campaigns definitively.

“You have to explain to your clients… how do you measure opportunity?” he says. “A lot of them are just measuring the number of conversions that are going into a form. You really have to differentiate and educate your clients on the data.”

Advice for New Agency Owners Looking to Create Clear Client Communication Systems

Tactical advice and process tips aside, Kevin's single most crucial piece of advice for new agency owners is to listen—really listen—to your clients. 

He sees too many agencies fall into the trap of getting excited about the latest trends and pushing clients to try new things without first understanding their business reality. “A lot of times, being in our role, we're so excited to go, ‘Here's this new thing you can do,'” he reflects. “And we don't hear the client. A lot of times, they're giving you the answer, but we aren't listening because we already have the assumption this is what they need.”

Deeply understanding clients' true challenges, limitations, and objectives is critical for delivering work that moves the needle. “Sometimes [clients] might want to do these things, but they don't have the manpower to do it,” Kevin points out. “And we're just assuming they can, so then it fails anyway.”

His advice is simple: “Have the ear to really listen, and allow your clients to be heard.” This means asking probing questions, actively listening more than speaking, and reflecting on what you've heard to demonstrate understanding. It's a skill that requires practice and patience but pays dividends in client trust and satisfaction.

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