What makes the client relationship so special?

I wonder if you’ve heard this rumour? That clients aren’t robots or AI-generated pensions gurus, but actually people.

When I was first starting out as a fresh faced 19-year-old, I was apprehensive to be in front of clients. I knew that making a good impression mattered. As with any industry, a happy client, or customer, is central to a company’s success. So, it’s not surprising that the very mention of a client, back then, made me feel nervous. My clients were highly experienced and intelligent individuals who rightly had high standards. I assumed they knew more than me, and wouldn’t value my input, but I quickly realised that wasn’t the case and they were in fact looking to me and my experienced colleagues to guide them. 

Clients are just like you and me. They want to do a good job, they have ‘to do’ lists that have nothing to do with us, bosses at work, kids at home losing their shoes and a car MOT to book in.

The golden rule for looking after clients is, treat them as you’d want to be treated - with care, respect and honesty. They are human and have deadlines, challenges and celebrations, just like us. They have their own stakeholders to manage and, in pensions, they need us to help deliver on their number one priority, the very best outcomes for their scheme members.

The basics

As I progressed in my career, I quickly learned that clients want to be kept informed. I do what I say and follow up if there’s a delay or changes. I always ask questions. If you’re unsure of what your client is asking of you or when they need it, there’s no harm going back to ask for clarity.

This clarity is key for the relationship to work. Frustration can occur not because of a deliberate delay but because we simply have different assumptions over priorities. What you might think can wait a few weeks, the client might need by Friday.

Be organised. No further explanation needed.

Say what you mean and mean what you say. My integrity is my biggest asset, it’s worth protecting.

Be approachable

Being someone your client wants to talk to and feels comfortable sharing issues with is key. Starting a conversation with something light, reminding everyone that we are all just people trying to do the right thing, inside and outside of work is a good tone setter. But I always remember why we are meeting, to discuss the scheme and how we work together to ensure the best outcomes for members. We celebrate successes and remember that serious issues are just that, and when they occur, I am humble and sincere, showing that I understand what matters and that I care.  Caring about what matters, matters.

Care

Theodore Roosevelt once said, “People don’t care how much you know until they know how much you care”. So, what should you care about?

I care about everything my client cares about and everything I know they ought to, even areas that are not a current priority. That said, my client understands I am not subject matter expert on everything, but I am that vital link to those that are. Caring about the whole service being provided and linking up with colleagues to get those detailed answers is where I really add value.

No surprises

I avoid nasty surprises and pick up the phone to share as much information as I can, as early as I can. This allows my clients to use their judgement about their next steps. Do they need to let others know of issues sooner rather than later?

Like us, clients don’t want to be caught on the hop, it’s my job to keep them up to date.  My experience has taught me it’s better they hear it from me before they hear from someone else.  Integrity matters, leaving a client in the dark can have a detrimental impact to the relationship and to them in their role.

Feedback

It can be a shock if everything seems fine, and then some unexpected feedback comes your way and catches you off guard. I want to avoid the unexpected. I create an environment where the client is able to give feedback regularly, with one-to-one time and face to face meetings. I’m not afraid to ask questions and always remember that we can’t assume no news is good news. As a team, we also ask other colleagues to seek feedback. Clients won’t always feel comfortable giving negative feedback directly (another reminder that clients are people too), but it’s better to know it.

Remember, your client has a lot on their mind. It’s my job to make their lives easier. Getting to really know your client helps to understand them better. This ultimately enables a stronger relationship with better outcomes. Our clients are allies, supporting our efforts in improving outcomes for all our pension members.

In the end, good client relationships aren’t built on flawless processes or perfect expertise, but on something far simpler - treating people like people. When we remember that, everything else gets easier, and the outcomes get better too.