Client Management
Building strong client relationships, setting expectations, and handling difficult situations professionally.
Key points
- Clear communication prevents most client problems
- Set expectations early and maintain them throughout
- Handle feedback professionally, even when you disagree
- Know when and how to end difficult relationships
What the Code says
The Code of Practice emphasises communication: “Communicate honestly about scope, timelines and deliverables” and “Respond to client communications in a reasonable timeframe.”
Good client management is about building relationships based on trust, clarity and professional behaviour. It makes your work easier and your business more sustainable.
Setting expectations early
Most client issues come from mismatched expectations. Set them clearly from the start:
At project kickoff:
- Clarify the scope and what’s included
- Agree timelines and key dates
- Establish communication preferences
- Explain your process and what you need from them
Ongoing:
- Update clients on progress regularly
- Flag issues early, not at deadline
- Document decisions and changes
Be realistic:
Don’t promise what you can’t deliver. It’s better to set conservative expectations and exceed them than to disappoint.
The kickoff call
Even a brief call at project start can prevent misunderstandings. Hearing tone and asking questions in real-time builds relationship and clarity.
Professional communication
How you communicate affects client relationships significantly:
Response times:
- Respond to emails within one working day (even if just to acknowledge)
- Set expectations if you’ll be unavailable
- Don’t let urgent requests derail your schedule without discussion
Clarity:
- Be specific, not vague
- Confirm understanding of requests
- Summarise decisions in writing
Professionalism:
- Stay calm even when frustrated
- Don’t badmouth other clients or suppliers
- Be honest about problems and solutions
Handling feedback
Receiving feedback on your work is part of the job. Handle it professionally:
When you agree:
Thank them for the feedback and make the changes. Simple.
When you disagree:
- Listen fully before responding
- Ask questions to understand their concern
- Explain your reasoning calmly
- Offer alternatives if possible
- Know when to defer to the client
Remember:
They know their business better than you. Sometimes feedback that seems wrong is actually right for their context. Pick your battles.
Document it:
If a client insists on something you think is wrong, note your concern in writing. This protects you if issues arise later.
Handling difficult situations
Sometimes things go wrong. Handle difficulties professionally:
Scope creep:
“That’s not in the original scope, but I can do it for an additional cost. Would you like me to quote for that?”
Missed deadlines (theirs):
“I need the brief by Friday to meet the deadline. If that’s not possible, let’s discuss adjusted timelines.”
Unreasonable demands:
Stay calm. Explain what’s possible. Offer alternatives. Don’t agree to things you can’t deliver.
Payment issues:
Follow your terms. Send reminders. Stop work if necessary. Be professional but firm.
Personal attacks:
You don’t have to accept abuse. Address it directly: “I want to resolve this, but I need us to keep this professional.”
Red flags
Constant scope changes, slow payments, dismissive communication, unrealistic demands – these are signs of a problematic client relationship. Trust your instincts.
Ending client relationships
Sometimes the right thing is to stop working with a client:
When to consider it:
- Consistent late or non-payment
- Repeatedly disrespectful behaviour
- Scope creep despite clear boundaries
- Work that conflicts with your values
- Disproportionate stress relative to reward
How to do it:
- Complete any committed work
- Give reasonable notice
- Be professional but clear
- Don’t burn bridges unnecessarily
What to say:
“I’ve enjoyed working with you, but I’m not going to be available for future projects. I’d be happy to recommend other copywriters if that would help.”
Summary
Good client management isn’t about being a pushover – it’s about building professional relationships based on clear communication, mutual respect and delivered value.
Most problems can be prevented with good expectation-setting. When issues do arise, handle them calmly, professionally and in line with your agreed terms.