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7 ways to build long-lasting client relationships
When everything is running smoothly, it’s easy to forget that client relationships need constant attention. Communication becomes routine, and you may not notice the signs of client dissatisfaction until it’s too late.
Often, companies only realise the value of a strong client relationship when they lose an account. This is a costly lesson for any client relationship manager.
Truth is, replacing a lost client involves more than just signing a new one. Even after you’ve signed the contract, it can take weeks or months to onboard them, understand their needs and build trust and rapport. That takes time and resources, so if client churn is high, it affects profitability.
Great products and services help you win over clients, but they’re rarely enough on their own. Don’t assume client relationships are exclusively the job of your client relationship manager, either. Strong partnerships depend on how your whole team communicates and collaborates with your clients.
Let’s look at the communication skills your employees need to build client relationships that last.
1. Active listening
Many people confuse active listening with staying quiet when somebody else talks. However, it actually requires employees to be fully engaged in the conversation, reflect on what’s being said and respond appropriately.
For example, it’s essential to demonstrate active listening during discovery calls or when receiving feedback. Employees may want to jump in with solutions and move quickly on to the next point. However, this can make clients feel like they’re not being listened to.
Instead, they should wait until the client has finished speaking, then reformulate what they said. For instance, ‘I’m hearing that you’re experiencing a lot of issues with our billing feature, is that right?’ Another trick is to repeat (‘mirror’) their last few words, which also makes them feel heard.
See our short lesson on reading between the lines to help employees improve active listening skills and respond to subtle cues about what clients really need.
2. Relationship building
Being personable helps build rapport with clients and strengthens client relationships through loyalty. This starts with making small talk and showing a polite interest in them. As the relationship progresses, it shifts to developing a deeper personal connection built on trust and respect.
One way is to open meetings with a quick check-in before moving on to the agenda. For instance, employees might bring up something the client mentioned before – like a new product launch or an upcoming event – and ask how it went. Further down the line, they might ask about the client’s holiday or family.
Clarify that you’re not asking employees to become friends with clients. They might develop a close working relationship, but can still maintain a professional distance. This is what distinguishes a trusted client relationship partner from a mere service provider.
3. Adaptive communication
Adaptive communication means adjusting how you interact with others based on their preferences and working or communication style. This may require you to tailor your communication channels and protocols to each client rather than doing the same thing with everyone. For example, some clients may prefer asynchronous communication (Slack, Google Docs comments, etc.) to real-time meetings. Or an informal, direct style over formalities and small talk.
Alert employees to the need to pick up on the signs. For example, they might see that clients agree to international meetings but keep them short and ask for action points afterwards. This can mean they value efficiency as much as real-time communication, so your employees need to adapt accordingly.
4. Clarity and transparency
Transparent communication involves being upfront about timelines, processes and responsibilities — including when things aren’t going smoothly. Clients should always understand what is happening and what comes next.
Many employees understand this in theory, but hesitate to put it into practice. They may wish to have flexibility over targets and deadlines, or to avoid burdening the client with information. However, this can lead to frustrated clients, which harms trust.
Compare these examples:
- ‘We’ll send the first draft soon’ vs ‘We’ll send the first draft by 5 pm Thursday’
- ‘We’re making good progress’ vs ‘We’ve finished research and moved onto data analysis’
- ‘Reach out if you have any questions’ vs ‘Contact Alex on Slack if you have questions’
- ‘We’re experiencing some delays’ vs ‘Our system is down, but we expect it to be back online by the end of the day’
5. Honesty and openness
Being honest isn’t just about saying what you think. It requires employees to develop good judgment, timing and diplomacy. Here’s where good relationships help: when people know each other well, it’s easier to openly disagree and share honest opinions.
Suppose a client proposes a timeline that your team knows is unrealistic. They may be inclined to say nothing and rush the work rather than have a difficult conversation. However, tackling the issue lets you set reasonable expectations — and avoid late delivery and reputational damage. This strengthens trust in your company.
Our articles on five best practices to improve your English in debates and negotiating in English will help your employees gain the skills they need here.
6. Proactivity
Being proactive means identifying potential challenges or opportunities before your client does. By sharing insights early, you strengthen client relationships by showing you’re invested in their success.
This involves more than just staying up to date with industry trends. It’s about being aware of what’s happening in your company and theirs, so you can spot obstacles before they become problems. And propose solutions before problems hurt their business. For instance, imagine a new law is coming that will affect them. Or that your new feature could boost efficiency for them. Bringing those insights to their attention is what makes you a true client relationship partner.
7. Engaging with feedback
Many companies say they value feedback but treat it as a one-way, one-off, formal process rather than a conversation. Worse, some collect feedback but fail to act on it.
When you ask your clients to spend their valuable time filling in surveys but don’t follow up or implement changes, it damages trust.
Don’t limit feedback to annual reviews or wait for complaints; a good client relationship manager makes it part of your regular communication. For example, tell employees to make time for brief check-ins during meetings or after client presentations. Encourage them to ask plenty of open-ended questions. This lets clients share their perspectives on what it’s like to work with you — and what could be improved.
Building client relationships: Good English skills are key
Strong client relationships require nurturing over time. Good habits are as important for client relationships and, therefore, retention as award-winning service or big, infrequent gestures.
Good communication skills are fundamental for employees. Learning to really listen to your clients, show an interest in them and communicate clearly in difficult situations goes a long way. And investing in developing these skills can pay off in terms of client retention and, therefore, profitability.
Improve your English and build client relationships that last.
