Many of my mentoring clients have asked how they can show the client value. A lot is written about customer value but little advice is given in addressing the processes and leadership distinctions that demonstrate value.

Let’s first define what is client value. Client value is the satisfaction that the client experiences (or expects to experience) by taking a given action relative to the cost of that action.

There are many ways to add value to your customer experience and demonstrate value. You can add value by adding a convenience factor, establish a performance indicator, or implement a customer loyalty program.

For many companies, there is a common balancing act in providing an enriching customer experience and over delivering. A common complaint I hear from business leaders is their feeling of over delivering.

As we dive deeper into why they feel that they are overdelivering, we look at the processes and the leadership distinctions that are missing in the customer journey. Quite frankly, this can exist when interacting with both internal and external customers. We often find that when meeting with the client, meeting mastery is often a missing component.

One of the often forgotten but highly effective ways to show value is consistently creating a framework for your meetings. When meetings are intentionally lead, you will leave the client seeing the value in your services.

Giving the client an all-access pass to your services 24/7 when you agreed to a set amount is not only out of integrity in the agreement, it leaves you with a loss of personal power. I’m not suggesting to not give added services that are workable for both parties to enhance the client experience, but there comes a time when you may have to share with the client that you’re outside the scope of the agreement.

Before you get to that point, there is a simple way to add value to all of your meetings: Prepare an agenda. Asking them to also contribute to the meeting agenda shows the client that you are putting thought and energy into the interactions. Depending on their human wiring, it also allows them to be prepared to fully contribute to the meeting. When facilitating the meeting, use timeframes to stay on topic and fulfill on the meeting objectives. It also values everyone’s time together, establishes accountabilities, and identifies next steps.

Leading a productive meeting is an art. There is a fine balance between sticking to structure and creating a space for everyone to be heard.

That said, we also look at the leadership distinctions. When leading the meeting, it doesn’t mean talking. The most valuable meetings occur when thoughtful questions are asked and the client expresses themselves while surfacing the ideal solution or developing an innovative idea all because you asked thought-provoking questions.

The value you provide when delivering our services or products is not in talking, persuading, or convincing them of your value. It’s in your listening.