Why designers struggle with client feedback (and how to fix it)

Welcome to the second issue of our Open! newsletter.

As a reminder of the concept: Every month, one of our experts shares their hot takes on a specific topic in Design or Tech, hopefully giving you a better understanding and helping you save time.

This month, Martin, Founder & CEO at Source, gives his view on the tricky topic of feedback in design. He shares his insights on navigating client input and reveals his framework for using it to achieve design excellence.

Adobe Stock “Hovering Art Director” campaign (2017)

Design is inherently subjective, but a designer's responsibility is to produce work that is relevant and accountable for the objectivity of their choices.

I have often seen designers online complaining about inappropriate client feedback, and it always annoys me. Because, in most cases, it's the designer's fault.

In order for the client to remain a valuable ally, we must understand that our enemy is subjectivity and that it is the cause of many failures and frustrations.

Going beyond “Like” and “Dislike”

It's common practice to present clients with several options or intentions.
But the way you ask for their feedback can make all the difference.

Let’s start with an example:

"Which option do you like the most?"

This simple question introduces a bias.

Your client might simply respond, "I don't like any of them," leaving you stuck.
Why? Because arguing against personal preference (liking something) is a losing battle. It's their project, and they have every right not to like what you have proposed, even if the options perfectly meet the set goals. Because liking something is subjective...

A more subtle, but powerful alternative:

“Is this option suitable?”

This question focuses the conversation on objective criteria instead of subjective preference. "Suitable" implies alignment with the project's goals, target audience, brand image, and overall strategy.

Even if the initial answer is negative, you have the opportunity to discuss and understand the reasons for this reaction.

Therefore, you will have succeeded in creating an objective and productive discussion, about which no one can complain or feel frustrated.

Three Actions to Limit Client Pushback

In order to help you as best as possible in the approach to your work, I’ll share three actions that will allow you to limit the number of arguments with clients and ensure both their satisfaction and your profitability.

1. Evaluate

It is essential to estimate the potential impact of your work on your client's business, but also the risks that can hinder collaboration.

Clients will try to assess your ability to meet their demand, usually by putting you in competition with other providers. Just like them, you have the right to do your own assessment.

What to evaluate

To ensure a smooth working relationship and successful outcome, here are key factors to consider.

• Client growth impact: Can your service provide significant, long-term value for their business? If the answer is unclear, it might be best to politely decline.

• Financial solvency: Research their market size, company history, and financial health. Are they reliable long-term partners with the resources to see the project through?

• Design maturity: See how much they understand design principles. If it is close to zero, it is not a blocking point. But additional pedagogical efforts might be necessary, from sales to delivery.

• Authority level: Understand who you're interacting with (founder, product owner, etc.) Their level in the company influences both their perspective and decision-making power. A founder could be less objective due to their personal investment, or working with someone who lacks authority can slow down the project.

Do not be hesitant in this approach, no client will complain about your demands.

This impact and risk evaluation allows you to confidently set and justify your pricing, while demonstrating your interest in their success. This can lead to a win-win situation: valuable information for accepted projects, and avoiding mismatched ones.

Bonus point: During preliminary discussions, you might uncover unexpected challenges or poorly defined needs. Offering guidance here establishes your expertise and builds credibility, even if they don't hire you.

This is how you build your network and reputation as a designer who goes above and beyond.

2. Detach

Another mistake to avoid is claiming artistic ownership of the work you provide.

By considering your “creation” as a work of art, you create an emotional attachment to your work and therefore generate subjectivity.

For several good reasons, the ownership of the work deserves to go back to your client, beyond the fact that in the vast majority of projects you will cede the intellectual property. Your clients who know their business, their users and their needs in depth.

By putting distance between "your" creation and yourself, you will be better able to cope with criticism, to investigate it, to use it to improve your work and to achieve the objectives set for you.

And I reassure you, no client has any interest in achieving a result that would be ugly or impractical to use.

3. Involve

I recommend that you consider your client as a designer.

They usually don't have design skills, but they have all the knowledge of their business. They know their market, their competitors, and talk to their end customers every day.

Re-frame with them the problem they want to solve, even if they have provided you with a detailed brief.

Challenge them with it to make sure nothing is hidden between the lines. It is preferable that you reinterpret the specifications of your mission yourself.

Involve your client at every stage of your process, get them to react as much as possible. You have many tools at your disposal for this: graphic or competitive benchmark, sketches/drafts/wireframes, prototypes, etc.

Limit the number of options you propose.
Personally, I never propose more than one option at a time, and unless you are completely off the mark, you can't be blamed for it. If you have done your analysis work well and have involved your client in it (Specifications -> Benchmark -> Schematization), you shouldn't have any problem getting it right.

In conclusion, be responsible, make sure you can justify every decision you make, and empower your client by involving them as much as possible in the decision-making process.