passive or reactive—especially now, when so manyemployers are unsure about next steps.
As you’re making recommendations, be upfrontabout the pros and cons of your game plan versusalternatives to your plan, or alternatives to the toolsyou’re recommending. The more proof you provideof doing your due diligence, the more reassured yourclients will feel. Also, as great as your pitch mightbe, your clients are also inevitably going to want todo some online research themselves. Help them bygathering and sharing the URLs of the sources they’dlikely turn to; they’ll appreciate that you’re beingtransparent and saving them time.
Once you and your client are aligned, take the leadon creating a mutual action plan. Point out possiblepotholes, wrong turns or detours that could happenand make suggestions on how to avoid them. Communicate any insider knowledge you might have abouthow long a contract for X might really take to getsigned, or how long implementation for tool Y actuallytakes, according to your other clients.
Leverage the expertise of the other people in youroffice, whenever and however possible. Be super-or-ganized on a micro level, too. Send a simple agendain advance of meetings, be sure to sum up next stepsand make clear who’s responsible for what, by when,at every step.
Oh, and a bonus tip: Talking about ROI and showing data to support your vision is obviously important;but you’re more likely to get your client to buy in ifyou pair data with a powerful story. So craft a simplenarrative about the potential year ahead, with a beginning, middle and an end.
Describe the relief your client and employees will likely feel, and the pain they’ll likely avoid. The better you’reable to do this, the more likely your client will remainpositive about your game plan throughout the year.
3. Benefits education strategies that deliver
It goes without saying that your clients will belooking for even more ways to pinch pennies this