Stop being selfish and start asking more questions

The reason that I wanted to talk about the questions we should be asking is because I think that sometimes they can make or break the way we execute any project or any relationship or ongoing work with a client.

Questions are crucial and we need to get over our fear of asking them.

What I’ve found is when we don’t ask questions, or we don’t ask the right questions, things get disastrous pretty quickly. So I’m going to tell you a little bit of a story first, for some context.

We were working with a client, and this client had been referred to by somebody else, it was all going really well, had a conversation and seemed great.

Somebody else said to us, just don’t ask any questions. If you ask questions, they’ll get really defensive. They’ll get annoyed. You’re better off just not asking any questions.

So I thought, huh, okay, that’s interesting, but all right. I can definitely come with an approach where it is a matter of me coming up with a concept, or a solution first, or a recommendation, and then seeing what comes off the back of that, instead of asking questions.

Over the next couple of weeks, we kept creating different things, and there was this disjointed relationship happening, and what I ended up getting told by the client is, “I don’t understand, why didn’t you just ask me this?” And, “I would have told you all this stuff”.

I said, “oh, well I got told not to ask any questions.” 

The client replied, “No, I’m happy to answer questions. I don’t like questions that have no purpose. Questions that are relevant, 100% ask me all the questions, I do not mind”.

After that, it changed very quickly. I was able to do my job properly because now I didn’t have this pool of information being withheld from me because I couldn’t ask any questions about it.

So it was after the first few weeks that we really got the traction that we had been trying to get this entire time. Everybody got a lot less frustrated.

This has taught me that we need to ask the questions.

If we’re told not to ask the questions, we need to push back on that because it is an unrealistic expectation and it does not serve anybody.

So why don’t we ask questions? Insecurity. Ego. They’re the two core reasons why we won’t ask someone questions if we don’t understand or if we need more information.

We’re worried that we’ll be perceived as dumb, as not understanding when we should, as not being as competent or capable, as damaging our reputation by asking questions like that. We’re concerned someone will get annoyed because we’re asking too many questions, so we don’t.

But, can I tell you, the consequence of not asking those questions ends up reinforcing all those things anyway. People are going to get more annoyed if you don’t ask the question and then they don’t get the results because you never had the information first.

If you spend hours and hours trying to find an answer to a question that your client could have answered in one second, I guarantee you when you tell your client about that they’re going to come back and say, why didn’t you just ask me.

Instead, we’ve delayed this thing by a week or however long because you were looking for an answer you didn’t have and I could have solved that very quickly or we’re going to damage our reputation and our brand for being highly capable because we don’t know when to ask and when not to. Instead, the results that we get aren’t as good as they can be because we didn’t have the information up front.

So when we’re looking at these things, we really need to remember the questions are important more so than all of the fears and the stories that we have built up around those questions.

The impact of not asking questions hampers growth. You cannot grow without asking the right questions. It hampers creativity. Unless you ask questions and get a nice baseline, you don’t know what you’re working with and then you don’t know what you can springboard off.

How often have you had a meeting with a client where you’re trying to soundboard or you’re both trying to come up with a new idea to do something and there’s been no questions asked? Never. Questions breed creativity because they spark something in the other person that you’re speaking to. It gives them an idea to leverage off, even if the answer is, “oh, well, I definitely don’t want to do that. So that means it’s going to be the opposite. Let’s go this way”.

Then we come to another question and then that gives us more ideas.

Questions breed creativity. If we don’t ask the right questions, we increase free work and either our clients pay for that, or we pay for that. Both scenarios, we don’t want happening.

Without asking questions, we increase frustration and friction. We’re going to have these constant back and forth annoyance in conversation because we haven’t been able to ask the question, because we weren’t brave enough to ask the question, because we’re trying to work out creative ways to ask the question that we really want to ask, we’re not getting the answer that we need to actually do our job.

On the flip side, our clients are sitting there going, what is it they’re trying to ask me? They’ve asked me 15 questions and still are asking me more questions. When really, if we just asked the question that we needed the answer to originally, we’d be asking one question. Far better scenario. In saying all of this, I encourage you to ask more questions.

When we do not ask the questions, we are being selfish. We are prioritising our safety and our comfort, our reputation, our insecurities, over the outcome that we’re trying to achieve for our clients and that’s not fair.

I don’t want you to use questions as a cop out or a stalling tactic. Questions are not to be used as a cop out or a stalling tactic. What do I mean by that? I have noticed this pattern in people, where, if we feel uncomfortable or we’ve made a mistake, we use questions as a way to cover it. So for instance, if we are delayed in delivering something, and we know we’re delayed, and we know the client is going to ask about why we’re delayed if we take much longer, what I’ve seen some OBMs do is go back to the client and ask a really silly question. “Do you want this in purple or green?” “Well, where is the backlog of titles I can use?” These questions aren’t terrible questions, but in the context of what you’re doing, they absolutely are, because they’re being asked so that then the OBM, a week later when the client comes back and says, where’s this up to?, the OBM can then say, “oh, well, I’m still waiting for your answer on this before I can even start it”. It’s just not true. Both of those questions, you could have got 99% of the job done without the answer to that question. It is not an excuse. Then you’ve created a question to give you the breathing room that you needed to catch up and then all of a sudden it becomes the client’s  fault and responsibility that they didn’t answer that. That is not what questions are for. Do not create scenarios like that where you can flip the blame or ditch the responsibility because someone hasn’t answered the question that you had that you really didn’t need the answer for right now.

Don’t do it. Because then what also happens is when you ask real questions, you’re greeted with someone who’s annoyed. Because then we never know if questions are genuine or not.

In saying all of those things, ask better questions. Ask good questions. Lots of them.

What is a good question? A good question is clear and it’s current.

We’re not using lots and lots of different words or bridges in our question so that then when we’re asking it, it’s confusing to answer. We want to know exactly why we’re asking a question before we ask it. If you know why or the answer that you’re trying to get, your question will be a lot clearer because you won’t be trying to come up with the question as you’re saying it.

You won’t be finishing the idea in your head while you’re asking it and then that just makes it harder for someone to answer. So you know the answer you’re trying to get to when you’re asking a question, it needs to be clear. Questions need to be concise. Do not use lots and lots of words when a few will do.

Each question should have a specific purpose. Use the words that will get you to that purpose. If you’re wanting to know if the colour that you’re going to use, if you’re going to use the primary blue color from the brand, or if you’re going to use the secondary blue color from the brand, ask that, do you want it to be the primary blue or the secondary blue?

Don’t ask, “Hey, I’m doing this new design and I’ve got to pick the colors for it and I’m wondering which color I should use”. That’s not the question that you really need an answer to. The client is going to say, “Hey, go back to the brand palette”. And you’re going to say, “I already did that. But I don’t know which blue.” See how it’s totally different now? Ask the question that you want to ask, and be concise.

Questions should be contextual. If you’re having a conversation with someone, make sure the questions that you’re asking are relevant to that conversation and if they’re not, wait until the end of the conversation to ask about something else. If someone is talking to you about designing this amazing PDF, and you have a question about how it’s going to be delivered, wait until you’ve finished the design aspect of the conversation to ask that question.

Otherwise, it’s too disjointed, and our brains jump everywhere and we get confused and then, you don’t get the answers that you need. So make sure they’re contextual and make sure they’re current. Don’t ask questions about things that don’t matter anymore. Think about the questions that you have and go, Okay, I know that five years ago we used to write meta descriptions that had to be 240 words long.

What 240 words do you want me to use? Don’t ask that question if you know that now meta descriptions need to be 120 words long. It’s out of date information, and regardless of how we used to do it, we need to frame questions in the way that is current. Hey, I know these used to be 240 words, but it’s changed to 120.

What’s our process for doing that? And do we need to retrospectively go and change all the old ones from 240 to 120? It’s that simple. It becomes current. We’re not just talking about previous things for no reason, or we’re not just asking questions about things that don’t matter anymore. We’ve eliminated that process, so we don’t have that product.

It doesn’t matter anymore.

Now that we have our pattern for good questions, and we know that we need to ask more questions, what kind of questions do we need to ask? I’ve come up with eight, and if I’m honest with you, I could have come up with more. I actually found this quite fun and I just thought about the different types of questions that I ask my clients regularly.

Like everything else, I’ve put them in categories because I think if you can have categories, you can always work from that to customise it for yourself. Whereas if I just gave you a list of really specific questions, they’re a one time use thing. So I’d rather give you the principle.

This episode shares:  

  • Unblocking Questions: Keep projects on track by identifying bottlenecks and seeking solutions from your clients.
  • Improvement Questions: Refine your deliverables by gathering feedback and iterating based on client preferences.
  • Decision Questions: Get clarity on crucial choices that require client input.
  • Strategic Questions: Collaborate on a winning strategy by understanding your client’s vision and desired outcomes.
  • Clarifying Questions: Ensure you’re on the same page by summarising key points and confirming your understanding.
  • Historic Questions: Gain context for current situations by learning about past decisions and actions.
  • Perspective Shifting Questions: Help clients overcome hesitation and see new possibilities by reframing challenges.
  • “I Give a Crap” Questions: Build strong relationships by showing genuine interest in your clients’ well-being and goals.

8 questions you should be asking your clients on a regular basis

Unblocking questions

Unblocking questions are that will stop the bottlenecks and that will keep work progressing. These can be questions that are for you specifically. These can be questions that you’re asking so that you can keep a team moving forward. It’s going back to your client and saying, Hey, I know that your days are booked back to back for the next week.

What that means? is that you’re not going to be able to review this piece of work that I need reviewed in two days. What are we going to do here? Because I can’t move forward with that. Unless you’ve reviewed it and I can’t see a gap, is there something we can move? Can you move this thing so that you can review this so that I can keep going?

Otherwise the team is going to come to a standstill. Or, hey, I really need to know where you’ve saved this file because I can’t keep working on it without it. I’ve done as much as I can and now everything is going to stop unless you give it to me. So an unblocking question. Questions that literally are going to stop everything unless they get an answer.

Tip💡: Get as much questions that will stop the bottlenecks and that will keep work progressing.

Improvement questions

These types of questions come from when we’re looking at something and we want to improve it, or when we’ve done something and the feedback that we get isn’t, this is 100 percent amazing, which is fair enough. 100% is a pretty epic result and very rarely are we going to nail it like that every time.

So we need questions that we can ask to get closer to that 100% as we’re working with people. These are improvement questions. It might be when you show your client something and then you say, is this what you had in mind? Then that gives them the ability to say yeah, mostly, but I would really love it if we had used the secondary blue.

If they’ve come back and they don’t really like the process you’ve created, or the tool that you’ve used, or, some piece of it doesn’t quite fit and then you get to ask in the future, would it be better if I tried this approach? Is that going to work better for you? And we’re creating improvements with each thing we’re delivering.

I’ve noticed this in this process. Is it cool with you if we change it to this? Because it’s more efficient. It means that it’s going to take this person on the team half the amount of time and then we hand it over to the next person because they’re heaps better at it. Improvement questions. Making things better.

Tip💡: Make questions that we can ask to get closer to that 100% as we’re working with people.


Decision questions

These are questions that you ask to get an executive decision. Hey, I really need to know if we’re launching in May or if we’re launching in June.

Because we’re getting way too close to the deadline and we are not going to be ready in time. I need the decision. I need the decision on whether we’re going to price this at $97 or $497.

It’s decisions that you cannot make without your client. So it’s that executive weight and that someone needs to lead here and it needs to be the client. So I need you to answer this question for me.

Tip💡: Make your client know that he needs to lead executive decisions.

Strategic questions

Love me a little bit of strategy. I love when things have purpose. I love when things have planning. Strategic questions are questions that you ask to come up with a strategy or to improve a strategy. In an ideal world. What would your role be here? It gives your clients freedom to create their role in that strategy. It gives them a door to vent all of their thoughts and feelings or their vision of what they want and fill you in at the same time.

Are we wanting to go in this direction when we create this product or are we wanting to go in a different direction? Which one did you have in mind? It’s telling you information so you can ask follow up questions.

It’s telling you information so that when you go and create a strategy for whatever you’re creating it for, you have some foundations there.

Why are we even doing this activity? What results do we want to get here? Without that, how are you going to create a strategy? If you don’t know where you’re going or what you’re trying to achieve, how can you work out the best way for this client to get there? So there’s strategic questions.

 Make questions that you ask to come up with a strategy or to improve a strategy.

Clarifying questions


This 100% is something that OBMs do not do enough of. It’s quite simple. When you have a conversation with one of your clients, clarify what you’ve heard and what you’re going to do based on that. From what you’ve said, I’m hearing that I’m gonna grow, I’m going to create six months worth of socials.

The copy, the graphics, I’m going to create a system for which that all happens so that next time someone else can do it, I’m going to create a process for the scheduling, and I’m going to create a process for the approval, then I’m going to walk you through it. Does that sound good? Or is that right? It’s that simple.

Repeating back, based on the things we’ve talked about, this is what I’m hearing and this is what I’m going to do, or this is what you’re thinking and feeling. Is that correct? Because if we’ve missed a piece, we’re going to save so much time up front by clarifying. Communication is an art.

There’s so many different courses that you can go and do, even in university level, around communication, because we all communicate differently.

Therefore, clarifying things is really important.

Communication is an art. Clarify everything as much as possible.


Historic questions

Historic questions are when you ask questions about things that have happened previously in the business. So what series of events led us here? Why did we choose to do webinars? Why is this person’s file totally different to everybody else’s?

Trying to get context based on the past, you need historic questions and it’s okay to ask them. Because it gives you the context to make better decisions for the future, which is what we want


Tip💡: Get context about the business past, to make better decisions for the future.


Perspective shifting questions

These are my favourite and the reason for that is that it gives us the opportunity to  expand with our clients.

If we’re noticing something, or we notice hesitation, or we notice a roadblock, or we notice a hesitation towards an opportunity, we can ask perspective shifting questions to see where the block really is or to open more doors for them. What that means is if we’re saying, I would really love to go and do that.

I can see the value that it would bring to the business, but I just don’t have the time. You could say something like, but what if we found the time? If we could find the time, is it still something that you would want to do? Yeah, but I’m scared. Okay, so what are the ways we could find the time?

Let’s just pretend and then we start thinking about ways we could find the time. You can do this for all different types of objectives and all different types of hurdles. What if, instead of it being the person on the other end of the line being an idiot, it’s because we haven’t clarified what the process is at the beginning.

So what if we just fixed the process? Then maybe we would get less of these calls and you wouldn’t be as stressed. What do you think of that? That we’re helping them look at things in a different way that opens more doors and solves more problems. Perspective shifting questions. They’re fantastic. Use them.

Tip💡: Clarify what the process is at the beginning of the project.

I give a crap questions

I am a peopler, and if you don’t have good relationships with your clients, then what on earth are you doing working with them? You cannot work that closely with a business and not feel connected to them or be invested in what they’re doing.

It’s just not the way it’s going to work well. These questions are questions like, how are you? How is your son feeling? Hey, how did your daughter go in the grand final? Hey, are you feeling less wobbly today? Is there something I can do for you? Hey, that sounds like an amazing idea as long as it’s not going to be too much for you to do because then you’ll be stressed and I don’t want you to end up stressed.

Questions that show you care. Questions that show you give a crap, just like the toilet paper.


Tip💡: You cannot work that closely with a business and not feel connected to them or be invested in what they’re doing.

And… that’s a wrap!

There are eight categories of questions you should be asking. I hope this has well and truly given you enough to ask better questions, the right questions, to know that you need to ask questions. Now my challenge for you is to go and do it.

From tomorrow, start asking more questions.

Send me a DM if you’re listening to this and you’re going to start asking more questions and tell me which category you think you need to work on. 

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Follow along with the transcript

E41 Well, that’s a terrible idea: How to lead clients into making well-informed, future focused decisions.

Leanne Woff:[00:00:00] Hey, hey, hey, lovely. Today’s episode is all about terrible ideas. [00:01:00] No, it’s not really, but it’s called, well, that’s a terrible idea: how to lead clients into making well informed, future focused decisions. Let me tell you a little story. I know you love stories.

My team and I have been working with some clients and there’s this phenomenon that we see. And it happens all the time, really. And it’s a bit of a flip flop. And I want to dive in with you to look at why this flip flop happens. What’s with the wobble? My team and I spend a lot of time overhauling systems, processes, creating more efficient ways to do things, thinking outside of the box, extrapolating things out and then pulling them all back into a condensed machine way of operating.

And when we’re looking at overhauling [00:02:00] anything in a business, that means change. And can I tell you, humans don’t like change. Generally, that’s the way it goes, because it feels uncomfortable and it tells us that we’re not safe. So we’re working with the client. We’ve improved one of their core systems in their business.

We’ve presented it. We’ve walked them through in detail and they have raved. On the call, they’re saying this is amazing. We’ve never seen anything like it. How cool is this? Fantastic. So from this point, usually we would go on to then integrate that system into the business. Get the team to know what the new way of working is or what the new process is, make sure they’re confident and keep this business growing.

 But, a few days later, the client comes back. We’re not feeling [00:03:00] confident and excited anymore, team. We’ve had a bit of a wobble, and now we’re a little bit worried about all these new things, this new way of doing it.

We had two options. The first is to go, not a problem. That’s totally okay. We’ll just change it all back. No harm done. We’re here to help you. And if you’re not comfy, we’re in your corner. Or there’s option two. And that is, let’s think about what’s really going on here and lead. In one way, we’re operating in a manner that is of service and support and considering the safety of our clients and the way they’re feeling and protecting that.

The [00:04:00] second is leading and trying to understand. at a higher level what’s really going on. Because there was a reason we decided to change things, and that reason would have been valid and important or we wouldn’t have made the choice to go down this pathway of change. So is it really fair on our clients if when they have a little bit of a wobble for whatever reason, we just say, yep, no worries, if that’s what you want to do, cool, cool. I don’t think it is, because they’re not seeing it clearly right now. At one point they were, at one point they saw that something needed to change. And whatever drove that was big enough for them to [00:05:00] go, even though I don’t like change or this might look different, I’m happy to do it. But in the moment then we’ve done a wobble. We need to be able to reflect that back. And we need to be able to help them explore this.

That’s your job. You are being of service when you’re able to bring the outcome back to the forefront of the conversation and say, Hey, I recognise that this might not be easy, or I recognise that previously we really wanted to change this so that we could achieve X, but now we seem to be saying something different.

Is there a reason we’ve changed our thought process? And open a conversation to talk about it and make sure we’re [00:06:00] still working towards our goals. Regardless of how we feel right now, we need to look at the bigger picture and re-evaluate if it’s worth listening to this feeling or rationalising that feeling.

So I’m going to explain how you can do this. The first step is to dig deeper, and you’ll hear me say this all the time. Dig deeper, always. Get as much information as you can. People don’t just change their minds with no thought process or no incident that’s happened. If we have gone from, woohoo, this is awesome, to, oh, this is a real bad idea, or I want to run away, or I’m scared now. Something has happened and it can just be I’ve taken time to think about it and here’s all the thoughts that came up [00:07:00] or it can be I’ve noticed something else or someone else has asked me a question or I’m just having a really rough day, something has happened and usually if it is causing us to lean towards safety and not make a logical choice or a growth decision and it’s pushing us towards a poorer choice or a less efficient or effective choice.

One of two things are at play. One is fear. We are worried about something and we’re worried about what that something might lead us to. If we do it this way and someone else stuffs it up, is my business going to go down in flames? I’m scared. If I let someone else do it, they’re not [00:08:00] going to do it the same way as me and then my business is going to go down in flames.

If something is posted at the wrong time, It’s going to damage my brand and my reputation and my business is going to go down in flames. We start all of these little cycles in our brain that lead to something big and scary. And if we’re feeling that, more often than not, we’re not rationalising it. We’re feeling it, we’re trying to find a quick solution to fix it, and we’re moving forward.

And where there’s not fear, there’s lack of knowledge. We can come up with brilliant ideas, solutions, abstract thoughts, innovative ways to do something as OBMs. But sometimes we miss filling in our clients on why we [00:09:00] made that decision and what that looks like for them. And so they walk away and then they start to think about all the what-if scenarios.

Or the, no, we’ve always done it this way. Why should we change that? Why? I’m confident with the way we’ve done it. I can get in myself and I can do it. I know what that looks like. It feels safe. It feels familiar. So why would we change it? You’re an OBM. If you’ve made decisions, Or you’re suggesting a different way to do something, there’s a reason behind that.

I know that. And we need to help our clients understand the reasoning. To do that, we need to give them the opportunity to voice their thoughts. So that we can answer them just as they need them. The things that pop up and they think and feel. We need to support them through that. So as part of all of this, we’re trying to [00:10:00] work out where the wobble happened, and you need to be able to open a conversation and have the discussion to find that out so you can help fix it.

When you’re doing this, you need to tread carefully. Be gentle and be tactful with the aim of acknowledging the elephant in the room, the emotion. This is the bit that we shy away from. We don’t explain to our clients, Hey, you might be thinking or feeling this way, or we’re going to do this. And this is what a lot of my clients experience when I’m doing it.

And that’s normal. Hey, are you making this decision because you’re worried about something? Because what it looks like to me is that we might be feeling unsure, or we might be forgetting why [00:11:00] we wanted to change this in the first place. Acknowledge the emotions, name them, normalise them, bring them into the conversation.

We’re making the big scary things less scary.

All with the aim of getting our clients the impact and outcome that they really want. And our role isn’t always practical. It’s not always to come up with the solution that is a process. It’s to help them make choices that will lead to the outcome and impact they want. It’s helping them see their thought process And assisting them on finding a way that feels easier.

That’s part of our job.

And remember, no one likes getting [00:12:00] told their idea isn’t any good. So we don’t ever want to do that. What we want to do is explore the reasoning for why we would do it that way or not do it. There are always 14 different ways to do something. And sometimes the only difference is preference, and that’s okay.

But, when the difference is efficiency, or effectiveness, or it’s going to mean different results, we need to get comfortable with discussing options, in a non threatening manner.

As you wear your tact, you need to listen to what your clients are saying, understand what’s happening underneath, and what the driving thoughts and feelings are for what you’re looking at, and then consider what options you have. What options [00:13:00] can you see and present them? Carefully think about each of the options that have been discussed.

And then talk to your client about the pros of each one and the cons of each one. What could the positive impact of doing it this way be? What does it mean? And that could be I’m used to doing it that way, so it’s easy. There’s no learning curve. Awesome. And what could the possible consequence be?

I’m going to stay where I’ve always been. Because if I keep doing the same thing, nothing’s going to grow. I’m going to get the same result. Okay. And what if we look at a different option? One of the cons is I don’t know how that plays out. I’ve not done it before. I can’t see how it would work. And then one of the pros could be, it means that we’re going to [00:14:00] be able to achieve our goal faster because the process is more streamlined and it’s going to save us an hour every time we do it.

We’re building the reasons why we should take this step of bravery and we’re looking at it from a point that includes our thoughts and feelings and how easy it is for us to adopt new ideas or how hard. Then we get to make a decision that does cover all the parameters. We’re helping frame things in a way that goes back to the outcome our clients want, but considers the journey of getting there and lays it out in an easy to discuss manner. So once you’ve done that, you’ve put out all the options on the table. [00:15:00] We’ve got really good discussions. I want you to tackle your own alarm.

If you feel strongly about something, a certain way to do something, whether or not we should choose path A or path B, there’s a reason for that. And you need to know what the reason is. So if you’re having a reaction that says, no, no, no, we can’t go back to what we were doing, or no, please don’t pick that way.

We need to pick the other way. You need to work that out within you and you need to think about, okay, why is it? My guess is because you’re invested and that means you care about the outcome. So your knowledge that you’ve got, your experience that you’ve had. We’ll kick in and say, no, that’s a bad idea.

That’s a bad idea. We can’t do that. That’s going to ruin [00:16:00] everything, but it doesn’t kick in and say why. So we need to dig into that a little bit more. And then we need to explain that to our clients. I’m really invested in the results that you’re going to get. And I’m concerned that if we do it the way we’ve done it before, these are the things we’re going to experience.

You’re going to end up burnt out again. You’re going to have too much to do. You’re not going to be able to launch the new thing that you want to launch. And that’s all you’ve talked about for six months. And we’re jeopardising it because we don’t want to change. Be honest and be truthful. Explain why it matters and why it matters to you and why you’re even bringing it up.

Then make your recommendation or suggest a new [00:17:00] pathway. You might go back to what you’d already planned or you might say, based on this conversation, maybe we could do it this way and come up with a whole new approach. But you have to set the scene first. You have to give them the opportunity to think and you have to show your reasoning and your investment in a way that’s not scary and that’s honest.

Then you want to reinforce a collaborative approach. To do that, you go back to your client and you say, based on this conversation, what do you feel more comfortable with? What are you happy to do? Do you want to go this way or do you want to go this way? Or, do you want to have another chat in a few days, once you’ve processed a bit more, and see what we can come up with [00:18:00] together.

We’re giving them options that aren’t by default to go back to the way that things have always been. We’re giving them opportunities to create safety with knowledge. Plans that will help them grow at the same time. And then the final thing is you need to be happy and content no matter what the outcome is.

When we’re dealing with anything that is big and scary as people, we need to be ready to take the steps to change them. And sometimes even if we understand the logic, we’re still too scared to do it. And if we’re not in that right place, That’s okay. If now is not the time, that’s okay. We can do our best to help our clients through this and we can give them a glimpse [00:19:00] into the mindset and the emotions and how other people have tackled those things.

But if they’re not ready to take on a new way or try a new thing, It’s not going to work anyway. They have to be on board. And so if they choose, No, I need to go back to the way I’ve been doing it. That’s what makes sense for me. It’s okay. No worries. And then we park it, and we look at it again in a few months time.

That’s your job. It needs to be done in the right way, and in the right time. And it’s okay. It’s okay to not need to catapult forwards all the time. It’s doing the right things in the right timing. And so you need to be secure enough to know that it wasn’t your approach that was wrong [00:20:00] and it wasn’t their idea that was wrong.

We’re dealing with people and emotions and big, scary things, especially when there’s change. And it’s okay. It’s not one idea is good and one is bad, but we do need to do the journey with our clients. And we need to support them, even if it goes against what we think. As long as we’ve voiced our concern, we’ve given them options, we’ve done everything that we can to positively support them, you’ve done your job.

Your job isn’t to fully overwhelm them or intimidate them. Be in their corner and be okay with that. So I hope that this has given you a little bit of a framework to work towards when you’re dealing with clients who are trying to make choices. And sometimes they’re a bit wobbly or they’re making what you just think is [00:21:00] the wrong one.

And especially if you’ve got that alarm going off in you that’s saying, this is a bad idea. We’re going to go back to square one. This framework is how you can tackle it with your clients. Generally, you get a pretty amazing outcome from it. I hope you found this helpful. Don’t forget, leave me a five star review if you enjoyed this episode.

Send me a DM and tell me if you’ve experienced situations like this. Tell me how you’ve handled it. I’d love to know. I’ll see you next week guys. [00:22:00]