The Art of Effective Communication: Building Strong Client Rapport

Communication, in its essence, is the art of conveying information from point A to point B, or to a specific audience. However, the true measure of communication lies in its effectiveness.

In today’s world, we are witnessing an exponential surge in communication channels. The options seem endless. Concurrently, there’s a growing tendency to filter out information—a sort of selective attention. The question arises: can we deem meticulously crafted communication, complete with correctness, brevity, adequate detail, and vivid illustrations, as effective if it goes unread? The answer seems clear; regardless of how professional and well-crafted the information is, its impact dissipates if it fails to capture the addressee’s attention. Whether it’s a client, an employee, or a group of stakeholders, efficiency becomes a moot point if the message remains unnoticed.

Yet another scenario unfolds when the information is delivered but fails to be comprehended or is misunderstood. In this context, effective communication entails ensuring that both parties share an identical perception—confirming that the addressee interprets everything exactly as intended. The essence of effective communication is never a subjective, one-sided evaluation.

As we reflect on this landscape, we notice that information is increasingly adopting novel, simplified delivery methods. As connections form between various parties, formalities and conventional patterns often fall by the wayside. In our fast-paced, bustling lives, new approaches demand adaptability. Within the corporate realm, the tempo continues to accelerate: information is swiftly assimilated, decisions are made promptly, and all reporting methods ultimately gravitate towards enhancing productivity.

When a company acquires a new client, it often means that the foundation of a relationship has yet to be laid. Consequently, trust and reputation are not initially woven into these connections. It’s a given that trust must be earned, and a reputation takes time to solidify. These components are crucial aspects of effective communication and should be the primary goals to strive for. As a leader, I understand that even when a client lacks complete information or doesn’t fully grasp it, it’s the foundation of trust that plays a pivotal role. Essentially, the client should have confidence in our commitment, knowing that ultimately, the results will be positive.

In my view, it all begins with brevity. Information must be conveyed in a clear and concise manner. When someone talks excessively, it often feels like being held hostage, and you sense that the same information could have been delivered in a much shorter time. Brevity goes hand in hand with simplicity, and as Albert Einstein wisely put it, “If you can’t explain it simply, you don’t understand it well enough.”

During the initial stages of a client relationship, I prioritize active listening. When forging new connections, it’s crucial to discover their goals, priorities, and the context in which we’ll be collaborating in the future. Initial meetings with clients often revolve less around the product or project and more about their values. In essence, at this early stage, we’re aligning our vocabularies – gaining insights into each other’s worldviews and concepts, which lays the foundation for mutual understanding.

The process of “getting on the same page” significantly hinges on factors like culture, geography, and the psychotype of clients. In the context of global businesses, it’s essential to be well-versed in these dynamics. People across the planet perceive information differently, and their communication styles vary widely. Occasional project-related issues are par for the course in any workflow. Regardless of the client’s background, it’s essential to address problems directly – discussing and resolving them. By ensuring that both parties understand each other clearly, you gradually develop a mental model of your counterpart’s communication style, distinguishing what’s vital from what’s less significant or has lost relevance. Regular meetings may not be everyone’s preference, but this doesn’t mean they don’t happen – they just take on their unique character.

I’m firmly convinced that approximately 99.9% of critical problems stem from poor communication. In these situations, the outcome typically hinges on the subjective interpretation of information by one of the involved parties. Ineffectual communication results in a squandering of time, emotional energy, misunderstandings, and barriers, among other issues. Frequently, as a reaction to a critical situation, individuals make a common mistake – they accumulate internal negativity. Consequently, the tone of communication tends to grow colder, more formal, and contractual. Firstly, clients are quick to sense these shifts. Secondly, this path often leads to the deterioration of relationships.

There’s just one solution: instead of harboring resentment and frustration, it’s essential to initiate a conversation, discuss the situation, and ask questions. Through open and transparent communication, it might become apparent that certain circumstances were caused by perfectly understandable yet previously undiscovered factors. By actively listening to the client, you establish a two-way flow of information and dialogue. When disruptions occur in this flow, problems inevitably arise. Hence, it’s crucial to maintain this communication at a consistent frequency.

In my work and in life in general, I often find myself pondering a simple question: do I want to be right or happy? I use this internal dialogue as a tool to assess various situations. We all have a fundamental need to be heard. When you convey to a client that “yes, I hear you, I’m clarifying the information, and I’m aligned with your thinking or heading in the same direction,” it nurtures trust on different levels.

Empathy is undoubtedly a valuable attribute, but it’s important to differentiate it from emotional intelligence. In my view, empathy is akin to an inherent setting within a person – you either have it or you don’t; it’s not something you can suddenly switch on to appear more vulnerable. Attempting to do so often comes off as insincere. On the other hand, emotional intelligence can be considered a hard skill within your portfolio of soft skills that you can cultivate. It involves showing your conversational partner or audience that “Yes, I hear you, I understand your concerns, and I comprehend why this matters (whether it’s related to time-to-market, financial losses, or something else).” Moreover, it’s about not just hearing and forgetting but actively making decisions and implementing changes to address the issue.

As you age and gain more experience, your focus naturally shifts. For instance, I used to pay great attention to the context. Now, I place more emphasis on how precisely the information is conveyed and the subsequent response it elicits. I’ve begun to analyze the landscape of communication and anticipate how it will evolve. Valuable lessons can even be derived from interactions with my teenage daughter. It becomes evident that over time, the old methods and communication styles cease to be effective, and new approaches must be embraced. Understanding what has changed and why allows me to build entirely new and improved connections. This flexibility not only breaks free from established behavior patterns but also fosters continuous personal growth and improvement.

Originally published on HackerNoon