Understanding client approval resistance
Increasingly, getting approvals is as much about psychology, behavioural science and language as it is about the design solution. Everyone – including clients – is under pressure and that can manifest as cold feet, regardless of how good your design solution is.
Understanding resistance as a natural human response changes how you approach presentations and feedback sessions.
Here’s a few tactics we’ve seen work.
The elephant and the rider
Behavioural scientists have a useful way of thinking about this. They describe decision-making like an elephant with a rider. The rider is the logical brain – it can plan and analyse. But the elephant is emotional and powerful, and when it doesn’t want to go somewhere, the rider has little control.
When you present, you’re usually talking to the rider. But it’s the elephant who makes the actual decision.
Two of the main reasons clients get cold feet
1. They’re scared of stuffing up
Research showed the fear of being embarrassed in front of their colleagues, stakeholders and clients is one of reasons clients were reluctant to change design suppliers. They were worried about getting it wrong. We need to help mitigate the (perceived) risk.
2. It all seems too hard
We’ve written before about the Harvard Business Review research on decision-making. It could be you’re presenting colours and typefaces, when the client needs to hear data-driven evidence to reduce the perceived risk. Or visa-versa.
3. Decision paralysis
When facing significant changes, many clients become overwhelmed by options and implications, leading to decision paralysis.
We work with a Brisbane agency who presents by breaking large changes into smaller decisions. Instead of presenting the complete website redesign at once, they now focus on navigation structure first, then content hierarchy, then visual design. It’s all about bite-sized chunks. Each small approval built momentum toward the larger change.
How to help clients make a decision
Make the path clear
The elephant prefers well-defined paths with visible destinations. You can create clarity by:
- explain and document specific, management steps
- give regular, productive updates (like sending a proactive WIP Friday email)
- providing clear, implementation timelines.
Reduce the perceived risk
Help clients feel safer about change by:
- doing market research to prove why change is needed
- identifying the info that will help them make a timely decision
- providing evidence from similar projects or testimonials
- offering phased implementation options.
Appeal to both rider and elephant
Address rational concerns with data and logic, but don’t neglect emotional reassurance:
- use storytelling to help clients envision success – like mini case studies of similar project wins
- acknowledge and validate concerns – listen and address possible challenges
- create excitement about positive outcomes – celebrate the small wins along the way, not just the final outcome.
So what?
Understanding resistance as a natural human response changes how you approach presentations and feedback sessions.
Intentionally address both rational concerns and emotional hesitations to guide clients toward embracing change (rather than fighting against their resistance).
The most successful designers aren’t just skilled at creating solutions—they’re skilled at helping clients feel confident implementing them.
As always, happy to discuss further, just email Carol
Carol Mackay
Want more insights like this? Subscribe below. (And tell your friends 🙂)
The Design Business Review is Australia’s only online design management magazine. It’s professional development information written specifically for Australian designers by Australian designers. Best of all, it’s free.
Related articles about clients
When clients don’t get branding
Case study: helping a design agency find their niche
Why your competitors are stealing your clients (while you stay silent)
About Carol
After 30+ years running a design studio, I accumulated a pretty special network of fellow designers. One thing most have in common: a need for more information about the ‘business’ side of design. Most are impatient with any task competing for time spent doing what they love – designing so they wanted more info about how to work more efficiently and effectively.
Not me. I love that intersection between design and business. I built a career working with Ombudsman schemes, the Emergency Services sector and the Courts. My special power has always been an ability to use design to translate the difficult to understand or the unpalatable message.
I now use exactly the same skills with creative business owners. I translate the indigestible into bite-sized chunks of information. I share insights, introduce tools and embed processes to help others build confidence business decision-making skills. More confidence makes it easier to grasp opportunities. More confidence makes it easier to recognise a good client from the bad.
Outside DBC I have mentored with Womentor, AGDA The Aunties, and most recently Regional Arts NSW.
And I’m a proud volunteer and board member of Never Not Creative.
Always happy to chat, I can be contacted here.
