Why clients offer design advice and how to change the conversation

Client feedback can be challenging, but when they say can we make the logo bigger or can we try a different colour? they’re not trying to be difficult. They’re responding the only way they know how.

The challenge isn’t to stop their input. The challenge is to give them better tools to evaluate design alongside aesthetics. So change the conversation by changing how you talk about design.
Position design decisions as strategic choices, not creative preferences.

The problem with aesthetic-focused feedback

Aesthetic-focused feedback is problematic because the response is based on personal, subjective likes and dislikes, experiences and culture. There is no ‘right’ answer because there is no ‘wrong’ likes and dislikes.

The solution? Use psychology principles to reframe how you present and discuss design work.

The goal isn’t to blind clients with science.
The aim is to give them better tools for evaluating design success.

Idea #1: Lead with behavioural economics

Instead of: “We chose this layout because it looks clean and modern.”

Try: “This layout uses a principle called ‘nudging’ — the call-to-action button is positioned where users naturally look first. Research shows that redesigning product flows using forced choice and progress cues can increase conversion from 7.1% to 15.9%.”

Why it works: You’re giving clients concrete business language instead of subjective aesthetic terms. They can’t (easily) argue with data-backed psychology.

Idea #2: Frame everything as persuasion strategy

Instead of: “The testimonials are prominently featured.”

Try: “We’re using social proof here — research has found displaying customer reviews can increase conversions by up to 270%. This positioning leverages that trigger.”

Why it works: Clients understand persuasion as a business tool. You’re positioning design decisions as strategic choices, not creative preferences.

Idea #3: Explain cognitive load reduction

Instead of: “We simplified the design to make it cleaner.”

Try: “We reduced cognitive load by limiting choices. Early research into Cognitive Load Theory shows that working memory is limited, so reducing unnecessary mental effort through clear visual hierarchy and fewer options improves user completion rates.”

Why it works: You’re solving a business problem (user drop-off) rather than making an aesthetic choice, backed by established psychological research.

Idea #4: Use emotional design language strategically

Instead of: “We chose blue because it’s calming.”

Try: “Blue triggers trust and reliability responses — research consistently shows financial institutions use blue because it conveys stability and security, which directly correlates with customer confidence and conversion rates.”

Why it works: You’re connecting colour psychology to business outcomes an industry-backed evidence, not personal preferences.

Method #5: Present user-centred research

Instead of: “This layout follows best practices.”

Try: “Our user journey mapping identified decision points where customers typically abandon the process. There’s research on the ‘paradox of choice’ shows that too many options create decision paralysis — this design addresses that by curating choices to improve completion rates.”

Why it works: You’re demonstrating strategic thinking based on established psychological research rather than following generic rules.

Making the shift in practice

Theory is great, but here’s how I’d use this information in a client presentation:

Before / during the presentation:

• remind everyone of the the business problem we’re solving
• reference psychological principles (and be prepared to forward the research post presentation)
• connect design decisions to measurable business outcomes
• use business language, not design jargon.

During feedback sessions:

• redirect aesthetic comments: “That’s interesting — what specific business outcome are you hoping that change will achieve?“
• provide alternatives with psychological reasoning: “We could try that approach, but research suggests it might reduce user engagement“.

The result

The aim of consistently frame design decisions using psychological principles and business outcomes is:

• clients will start thinking strategically about design choices
• feedback is more constructive and business-focused
• you’re positioned as a strategic partner, not a creative service provider
• projects command higher fees because clients understand the strategic value.

So what?

Presenting behavioural science principles to clients helps shift the discussion from subjective aesthetics to objective design effectiveness. This doesn’t require changing what you do, just how you explain it.

The goal isn’t to blind clients with science, but to give them better tools for evaluating design success. When clients understand the psychology behind design decisions, they become partners in creating effective solutions rather than critics of aesthetic choices.

This is the type of research we share with the creatives we work with to help them improve their business.

Carol Mackay

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About Carol Mackay

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.