KaLing Ng.
Difficult conversations between agencies and clients may never be comfortable, but they’re powerful opportunities to build trust, writes CX Lavender’s KaLing Ng. She outlines six essential lessons to help client service professionals navigate tough discussions with confidence.
If you’ve worked in client services long enough, you’ll know that difficult conversations are inevitable. They might surface as pricing negotiations, tough feedback, or maybe even just a simmering tension no one wants to name out loud. And while I’ve read many “three-step frameworks” or “top tips” on this topic, I’ve learnt that the reality is far more human and far less neat.
I don’t pretend to have the perfect playbook. But what I do have is a set of lessons, some of them hard-won over the years, that continue to shape how I approach any sticky conversation with clients today.
Trust your gut
Every experienced client lead develops a sixth sense. It’s that feeling when something is “off”, perhaps how something is worded in an email, a subtle shift in the weekly call. That instinct isn’t paranoia, it’s a valuable tool. I’ve learned that acting early on that feeling can often prevent a small wobble from spiralling into a real catastrophe. And it might be as simple as a quiet check-in chat with your client.
Don’t discount your worth
It can be tempting to concede for the sake of harmony, especially when money is at stake. What works for me in handling negotiations with confidence is to be clear on the perceived value that the agency and I bring to the table. Negotiations aren’t about slashing numbers. They’re about being clear on the value you bring and protecting the agency’s ability to deliver.
Understand their drivers
Behind every pointed question or sharp criticism is a human with their own pressures. Maybe they need optics that play well with senior stakeholders. Maybe they’re under resource pressures or managing their own internal politics. The key is to surface these, because once you know the underpinning motivations, the line of conversation can shift to what matters most.
Remove combat and compromise
Too often, we frame difficult conversations like battles. Winner vs loser, gain vs loss. I always try to remove that combative energy because it’s simply not productive. In a difficult conversation, often both sides can get what they need. And it’s more than compromising, it’s just about reframing perspectives or shifting the approach. One of the best questions you can ask yourself is: what outcome would feel like a way forward for both of us? There’s usually a way for both sides to walk away with relief, not resentment.
Feedback is a values moment
No one enjoys hearing tough feedback, but in truth it’s part of the package when it comes to client service. In those moments, I try to go back to values, both mine and the agency’s. For me, that means listening first without defensiveness, separating the personal from the professional, and deciding how to respond in a way that reflects who I am. If I can find it in myself to remember the old adage of “feedback is a gift”, then I can remove the sting of the words and remember that it’s simply a chance to reaffirm standards and adjust course back to being great.
Pick up the phone
Difficult conversations don’t belong in long email chains. They escalate, get read out of context and without nuance, and take on a life of their own. My rule: pick up the phone, or better yet, meet in person. Address it head-on with kindness and directness, then follow up with documentation of what was agreed. That combination of speed plus clarity is unbeatable. No one likes endless threads of “as per my email”.
The truth about difficult conversations is that they’ll never be comfortable. But they’re also where trust is built. Each one is a chance to demonstrate empathy, clarity and resilience. Over time, clients don’t just remember the work you did for them. They remember how you showed up for them, especially in the toughest moments.
And that’s the real lesson: difficult conversations aren’t battles to overcome and obstacles to the relationship. They are the relationship.
KaLing Ng is Client Services Director at CX Lavender