Today we explored practical strategies for improving client meetings and building trust over time. Moderated by Barbara Koenen-Geerdink, Co-founder of Boost BD&M, and Rachel Kennedy, Director of Business Development UK at Kinstellar, who shared decades of experience in advising lawyers and law firms on how to connect with clients authentically and grow stronger relationships.
Preparing with Purpose
Koenen-Geerdink emphasised the importance of arriving well-prepared but warned against “over-engineering” meetings. She advised focusing on three key elements: understanding the client’s context and likely priorities, clarifying your own objectives and value proposition, and knowing who will be in the room. Tools such as AI research, LinkedIn, and internal CRM systems can help quickly build a picture of the client’s business and decision-makers.
Kennedy agreed that preparation is essential but stressed the risk of losing the human touch. Lawyers often bury themselves in technical details and forget emotional cues or broader context. Preparation should allow space to listen and adapt, not turn the meeting into a scripted performance. Both speakers noted that research should go beyond the organisation to the individual — career milestones, recent moves, or personal preferences can help frame a more meaningful conversation.
Listen First, Speaking Second
Both highlighted listening as the foundation of effective client interaction. Kennedy reminded the audience: “You have two ears and one mouth — use them in that proportion.” Meetings should focus on understanding what really matters to the client rather than broadcasting the firm’s achievements. Koenen-Geerdink suggested asking open questions such as “What’s keeping you up at night?” to surface real challenges.
Empathy plays a vital role here. By imagining the pressures a client faces and revisiting past notes or communications, lawyers can anticipate concerns and demonstrate genuine understanding. Showing curiosity and asking thoughtful follow-ups can reveal unspoken needs and build trust.
Making First Impressions Count
Professionalism and warmth shape the opening moments of any client meeting. Kennedy underlined simple but powerful actions: punctuality, greeting each person by name, confident but friendly body language, and removing distractions like phones. Setting a clear agenda together at the start shows respect for the client’s time and expectations.
Koenen-Geerdink added that inclusivity matters — everyone present, even junior colleagues, should be acknowledged and introduced. Clients notice how teams treat their own people, and an inclusive approach reflects well on the firm.
Balancing Expertise and Approachability
Deep knowledge can intimidate if delivered without care. Both speakers recommended leading with listening, using plain language rather than legal jargon, and framing expertise through stories or examples instead of abstract principles. It is stronger to say, “Let me check and follow up,” than to bluff an answer. Clarity and humility signal confidence.
From Transactional to Long-Term Partnership
The conversation moved beyond winning single matters to building enduring client relationships. Kennedy urged participants to look past the immediate task and explore the “why” behind a client’s needs. Follow up after meetings — not just with invoices or sales messages, but with useful resources, congratulatory notes, or personal check-ins. Trust grows over time through consistency and authentic interest.
Koenen-Geerdink closed by reminding lawyers that clients are quick to detect a purely transactional approach. Those who invest in genuine rapport, empathy, and curiosity will differentiate themselves and their firms in a competitive market.
Conclusion
Effective client interaction is a blend of preparation and humanity. Understand the client’s world, listen deeply, show respect and empathy, and build relationships beyond individual matters. These are the habits that transform occasional work into trusted, long-term partnerships.
