Subject notebook

Clients & capability

Delivery, renewal, coaching and relationships worth maintaining.

35 entries · Editorial years are reading-sequence years; historic years are capture years, not publication dates.

Editorial essay · 2025

End a client relationship well

Some engagements should end. The work may be complete, the fit may have changed or the economics may no longer support a reliable service. Avoiding the conversation can turn an orderly transition into a sudden breakdown.

Clients & capability · 2 min

Editorial essay · 2025

Sales coaching needs observable work

General advice such as "ask better questions" or "be more confident" gives a salesperson little to practise. Effective coaching starts with an observable moment and a specific alternative.

Clients & capability · 2 min

Editorial essay · 2025

The founder cannot remain every deal's insurance policy

A founder may join difficult sales conversations because they know the service best and can make commitments quickly. Over time, the team learns that serious opportunities require the founder. Delegation exists on paper while dependence remains in practice.

Clients & capability · 2 min

Editorial essay · 2025

Dependence on one client is a commercial decision

A large client can provide stability, learning and valuable revenue. It can also make the firm reluctant to negotiate, enforce scope or invest in other relationships. Concentration is therefore more than a percentage on a financial report; it changes behaviour.

Clients & capability · 2 min

Editorial essay · 2025

Cross-selling begins with permission to notice

An adviser working closely with a client will see problems outside the original scope. Some deserve attention. Others are merely adjacent to something the supplier would like to sell. The distinction should be examined before opening a new commercial conversation.

Clients & capability · 2 min

Editorial essay · 2025

A referral after delivery should be specific

"Would you recommend us?" may produce a kind answer without an introduction. The client has confirmed satisfaction, but you have not helped them recognise who would benefit from speaking with you.

Clients & capability · 2 min

Editorial essay · 2025

Renewal should not begin at the expiry date

A renewal conversation becomes difficult when the client is asked to reconstruct a year's value shortly before the agreement ends. The supplier may remember every contribution; the buyer may remember only the most recent invoice and unresolved issue.

Clients & capability · 2 min

Editorial essay · 2025

A client review should contain a decision

Quarterly reviews can become ceremonial presentations of activity. The supplier lists meetings, documents and milestones; the client acknowledges the effort; both return to work with little changed.

Clients & capability · 2 min

Editorial essay · 2025

Expansion starts with the original promise

The easiest time to discuss more work may be when the client is pleased. It is also the moment when a supplier can overreach. Before proposing expansion, check whether the original engagement has delivered what it promised.

Clients & capability · 2 min

Historic resource · 2017