Client communication questions.

98 client communication questions from the bank, ready to practice out loud.

Learn the ideas first · free with an account

Ending a hard call with next steps STAR and CARL: structuring your story Translating for non-experts: plain-language summaries Giving a number you are not sure of Saying no to a hopeful client When the client is frightened or furious

All 98 questions

Explaining indemnification to clientWalk me through how you'd explain the concept of indemnification to a client who's never seen one of these contracts.Plain Language framingMid–senior

Predicting outcomes before discoveryA client asks 'are we going to win this?' before discovery. Walk me through your response.Calibrating uncertaintyMid–senior

Client misreads court decisionA client is excited about a recent court decision they think favors them. Walk me through how you'd respond honestly.Avoiding false confidenceSenior–leadership

Bad news, concrete next stepsWalk me through how you'd close out a client call where the news was bad but next steps are concrete.Anchoring next stepsSenior–leadership

Preparing a client for depositionA client just learned they're being deposed. They're afraid. Walk me through your prep conversation.Managing emotional clientsSenior–leadership

Explaining standing to a clientWalk me through how you'd explain what 'standing' means to a client who doesn't understand why their lawsuit might be dismissed.Plain Language framingMid–senior

Giving probability of success estimateWalk me through how you'd give a client a probability of success when you've been asked to commit to a number.Calibrating uncertaintySenior–leadership

Another lawyer's confidence gapA client is being told by another lawyer they have a 90% chance. They ask why you're not as confident. Walk me through your response.Avoiding false confidenceSenior–leadership

Discussing an unfavorable settlement offerA client just received an unfavorable settlement offer. Walk me through your conversation.Anchoring next stepsSenior–leadership

Addressing a client's courtroom complaintA client is furious that opposing counsel said something specific in court. Walk me through how you'd handle the call.Managing emotional clientsSenior–leadership

Recommending a class settlementWalk me through how you'd explain why you're recommending a class settlement to a non-lawyer client.Plain Language framingSenior–leadership

Explaining regulatory uncertaintyWalk me through how you'd convey that a regulatory inquiry might lead to charges, but might just go away.Calibrating uncertaintySenior–leadership

Client wants you to decideWalk me through how you'd respond when a client says 'just tell me what to do' on a strategic decision.Avoiding false confidenceSenior–leadership

Follow-up email after difficult callWalk me through how you'd structure a follow-up email after a difficult client call so the client has clear next steps.Anchoring next stepsMid–senior

Discouraging a risky public statementA client wants to issue a public statement that you think is risky. Walk me through your conversation.Managing emotional clientsSenior–leadership

Warning about IRS scrutinyWalk me through how you'd explain to a CFO why their tax position might attract IRS scrutiny.Plain Language framingSenior–leadership

Predicting outcomes on novel issuesWalk me through how you'd respond to a client who wants you to predict the outcome of a novel issue.Calibrating uncertaintySenior–leadership

Partners disagree on litigationWalk me through how you'd present a litigation outlook to the board when the partners disagree on the best path.Avoiding false confidenceSenior–leadership

More questions than timeWalk me through what you say at the end of a call where the client has more questions than time.Anchoring next stepsMid–senior

Responding to systemic distrustWalk me through how you'd respond to a client who is openly distrustful of the legal system itself.Managing emotional clientsSenior–leadership

Explaining attorney-client privilegeWalk me through how you'd explain attorney-client privilege to a client who wants to share documents with their non-lawyer advisor.Plain Language framingMid–senior

Describing a gray area answerWalk me through how you'd describe a 'gray area' answer to a client who wants a yes or no.Calibrating uncertaintyMid–senior

Handling repeated requests for assuranceWalk me through how you'd handle a client who keeps pressing you for assurance that everything will be fine.Avoiding false confidenceSenior–leadership

Structuring a monthly update letterWalk me through how you'd structure a monthly update letter for an in-house client who tracks everything closely.Anchoring next stepsMid–senior

Delivering existential litigation newsWalk me through what you'd say to a startup founder who's just learned their company faces existential litigation.Managing emotional clientsSenior–leadership

Explaining discovery to new clientWalk me through how you'd explain what discovery is to a client who has never been in litigation.Plain Language framingEntry–mid

Will the judge sympathizeWalk me through how you'd respond when a client asks whether the judge will be sympathetic to their case.Calibrating uncertaintySenior–leadership

Pushing back on wrong strategyWalk me through how you'd push back when a client insists on a strategy you think is wrong.Avoiding false confidenceSenior–leadership

Briefing a client before hearingWalk me through how you'd brief a client right before a major hearing they'll attend.Anchoring next stepsSenior–leadership

Handling repeated closed issuesWalk me through how you'd handle a client who keeps re-litigating a closed issue in every meeting.Managing emotional clientsSenior–leadership

Explaining summary judgment basicsA client emails you asking what 'summary judgment' means and whether they should be worried. Walk me through your response.Plain Language framingEntry–mid

Explaining force majeure clausesWalk me through how you'd explain to a client why their contract includes a 'force majeure' clause.Plain Language framingEntry–mid

Estimating case timeline uncertaintyA client asks how long their case will take. You honestly don't know. Walk me through what you'd say.Calibrating uncertaintyEntry–mid

Acknowledging opposing party meritWalk me through how you'd respond when a client asks if the opposing party's argument has any merit.Avoiding false confidenceEntry–mid

Responding to demand letter panicA client receives a demand letter and asks if they should panic. Walk me through your response.Managing emotional clientsEntry–mid

Voicemail for minor updatesWalk me through how you'd end a voicemail for a client when you have a small update but no major news.Anchoring next stepsEntry–mid

Explaining deposition objectionsA client is confused about why the other side's lawyer keeps 'objecting' in their deposition. Walk me through how you'd explain it.Plain Language framingEntry–mid

Client too busy to reviewWalk me through how you'd respond when a client says they're too busy to review the draft you sent.Anchoring next stepsEntry–mid

Addressing regulator bias concernsA client asks whether you think the regulator is 'out to get them.' Walk me through your response.Managing emotional clientsEntry–mid

Justifying embarrassing intake questionsWalk me through how you'd explain why you need to ask a client potentially embarrassing questions during intake.Plain Language framingEntry–mid

Interpreting settlement posture signalsA client wants to know if the opposing counsel's settlement posture means they have a weak case. Walk me through what you'd say.Avoiding false confidenceEntry–mid

Managing discovery cost expectationsA client calls you frustrated because they don't understand why discovery is taking so long and costing so much. Walk me through how you'd explain the process and manage their expectations.Plain Language framingEntry–senior

Explaining piercing corporate veilWalk me through how you'd explain to a business client what 'piercing the corporate veil' means and why it matters to their case.Plain Language framingEntry–mid

Refusing outcome guaranteesA client asks you to guarantee a specific outcome because 'that's what the last lawyer said.' Walk me through your response.Avoiding false confidenceMid–senior

Withdrawing from representationWalk me through how you'd explain to a client why you need to withdraw from their representation, when the relationship has become untenable.Managing emotional clientsSenior–leadership

Client disagrees on legal strategyA client is reading case law on their own and now disagrees with your legal strategy. Walk me through how you'd handle the conversation.Managing emotional clientsMid–senior

Summary judgment motion receivedWalk me through how you'd explain what 'summary judgment' means to a client who just learned the other side filed a motion for it.Plain Language framingEntry–mid

Settlement range too earlyA client wants to know the dollar range they should expect from a settlement, but the case is still very early. Walk me through your response.Calibrating uncertaintyMid–senior

Preparing for first mediationWalk me through how you'd prepare a client for their first mediation session when they've never been through alternative dispute resolution.Anchoring next stepsEntry–mid

Client received subpoenaA client is panicking because they just received a subpoena. Walk me through how you'd triage the call and what you'd cover.Managing emotional clientsEntry–mid

Recommending lower settlementWalk me through how you'd explain why you're recommending they accept a settlement that's lower than what you initially estimated the case was worth.Calibrating uncertaintyMid–senior

Client questions legal research hoursA client asks you to explain your bill because they don't understand why legal research took twelve hours. Walk me through your response.Plain Language framingEntry–mid

Discussing an unfavorable judge assignmentWalk me through how you'd tell a client that the judge assigned to their case has a reputation that might not favor their position.Calibrating uncertaintyMid–senior

Client wants angry emailA client wants to fire off an angry email to opposing counsel. Walk me through how you'd redirect them while validating their frustration.Managing emotional clientsEntry–mid

Explaining a weak smoking gunWalk me through how you'd explain to a client why their 'smoking gun' document might not be as helpful as they think it is.Calibrating uncertaintyMid–senior

Why can't you stop lyingA client is confused about why you can't just 'make the other side's lawyer stop lying.' Walk me through how you'd explain professional and ethical boundaries.Plain Language framingEntry–mid

Rejecting seven-figure settlementWalk me through how you'd close a client meeting where you've just recommended they turn down a seven-figure settlement offer and proceed to trial.Anchoring next stepsSenior–leadership

Expert witness necessityA client asks why you need to hire an expert witness when 'the facts speak for themselves.' Walk me through your explanation.Plain Language framingMid–senior

Advising a client to settleWalk me through how you'd tell a long-term client that you think they should settle a case they're emotionally invested in winning at trial.Managing emotional clientsSenior–leadership

Post-complaint timelineA client wants a detailed timeline of what happens next after a complaint is filed. Walk me through what you'd cover and how you'd frame uncertainty.Anchoring next stepsEntry–mid

Explaining statute of limitations barWalk me through how you'd explain why a statute of limitations might bar their claim, even though they only just discovered the harm.Plain Language framingEntry–mid

Justifying higher fee structureA client is comparing your fee structure to another firm's and asking you to justify why yours is higher. Walk me through your response.Avoiding false confidenceMid–senior

Explaining the appeals process timelineWalk me through how you'd explain to a client that the appeals process could take years and might not change the outcome.Calibrating uncertaintyMid–senior

Producing documents a client guardsA client is upset that you're recommending they produce documents they consider proprietary. Walk me through how you'd explain the discovery obligations.Managing emotional clientsMid–senior

Liability win, low damagesWalk me through how you'd prepare a client for an outcome where you win on liability but the damages award is much smaller than anticipated.Anchoring next stepsMid–senior

Declining to threaten unsanctionable conductA client wants you to threaten sanctions against opposing counsel for behavior that's aggressive but not sanctionable. Walk me through your response.Avoiding false confidenceMid–senior

Revenue adjustment before earningsTwo days before the earnings call, you tell the CFO your team is proposing a material downward adjustment to revenue. The CFO is furious, says the entry is wrong, and calls the timing unacceptable. Walk me through the conversation.Managing emotional clientsSenior–staff+

Profitable on paper, cash shrinkingA founder asks why the company “made money on paper” while the bank account keeps shrinking. Explain it to them without accounting jargon.Plain Language framingEntry–mid

Clean opinion mid-fieldworkMid-fieldwork, the CEO asks “so we’re on track for a clean opinion, right?” while several significant areas are still open. How do you answer?Avoiding false confidenceMid–senior

Presenting uncertain tax position rangeManagement wants to know exactly what an uncertain tax position will end up costing them, and the honest answer is a wide range. Walk me through how you present it.Calibrating uncertaintyMid–senior

Material weakness in controlsYou've just told the audit committee the company has a material weakness in revenue controls, and the room has gone quiet. How do you land the close of that meeting?Anchoring next stepsSenior–staff+

Declining to alter audit findingsA small-business audit client asks you to “just fix the books” since you've already found the problems. Explain why you can't, in a way that keeps the relationship.Plain Language framingEntry–mid

Niche role fill timelineA hiring manager asks how long it will take to fill a niche machine-learning req. Walk me through how you set the expectation without guessing.Calibrating uncertaintyMid–senior

Discussing light compensation before offerYour hiring manager is certain their offer will close a finalist who holds two competing offers; you think the comp is light. Walk me through the conversation before the offer goes out.Avoiding false confidenceMid–senior

Candidate lost to competitorA hiring manager is furious that their top candidate accepted a competing offer and blames your team's speed. Walk me through the conversation.Managing emotional clientsMid–senior

Matching above-band offerA business leader wants to match a competing offer that's well above the role's salary band. Walk me through how you explain why you won't — without reciting policy at them.Plain Language framingSenior–leadership

Resetting a stalled VP searchEight weeks into a VP search, the pipeline has produced no finalists. Walk me through the reset conversation with the hiring executive — what you show them and what you ask them to change.Anchoring next stepsSenior–leadership

Explaining structured interview rulesA first-time hiring manager asks why they can't just ask candidates whatever they want in interviews. Walk me through how you'd explain structured interviewing and what's off-limits.Plain Language framingEntry–mid

Explaining homeowners policy coverageA first-time homeowner is buying their first policy and asks you to explain what it actually covers. Walk me through how you'd explain it — including what it doesn't cover.Plain Language framingEntry–mid

First call after house fireA policyholder calls the day after a house fire. They're in a hotel with their kids and they're distraught, asking when they'll get money. Walk me through that first conversation.Managing emotional clientsMid–senior

Responding to coverage assumptionsYou're a commercial broker. Your client just had a warehouse fire and asks, "This is covered, right?" before the carrier has made any coverage determination. How do you respond?Calibrating uncertaintyMid–senior

Managing claim outcome expectationsYour small-business client's neighbor had a similar water-damage claim paid in full last year. Your client assumes theirs will be too and is already planning the renovation. How do you respond honestly?Avoiding false confidenceMid–senior

Delivering a claim denialYou have to tell a policyholder their water-damage claim is denied because the policy excludes gradual leaks, and the inspection showed long-term seepage. Walk me through how you close that call.Anchoring next stepsMid–senior

Explaining a premium increaseA loyal customer with zero claims in ten years gets a 22% premium increase at renewal and demands to know why they're being punished. How do you explain it?Plain Language framingMid–senior

Talking down a panic sellerA client calls after a 20% portfolio drawdown and wants to sell everything. Walk me through the conversation.Managing emotional clientsMid–senior

Explaining underperformance versus benchmarkA client asks why their portfolio lost to the market when their balanced portfolio trailed the S&P 500. Walk me through your explanation.Plain Language framingEntry–mid

Addressing retirement timeline concernsA client two years from retirement asks whether the market will recover in time for them to retire as planned. Walk me through your response.Calibrating uncertaintyMid–senior

Cautioning against hot fund performanceA prospect wants to move most of their portfolio into a fund with a stellar five-year track record. Walk me through how you'd respond honestly.Avoiding false confidenceMid–senior

Declining a guaranteed coverage promiseA new client asks you to guarantee front-page coverage in a top national outlet as a condition of the engagement. Walk me through your response.Avoiding false confidenceMid–senior

CEO demands retractionYour client's CEO is furious about a critical but factually accurate story. They want a retraction demanded and the reporter blacklisted. Walk me through the conversation.Managing emotional clientsSenior–leadership

Assessing when crisis is overThree weeks into a reputation crisis, your client asks: 'Is it over?' Coverage has slowed. Walk me through how you'd answer honestly.Calibrating uncertaintySenior–leadership

Presenting missed coverage targetsYou're presenting the quarterly review and coverage numbers came in well under target. Walk me through how you'd run the meeting and land next quarter's plan.Anchoring next stepsMid–senior

Explaining escrow and closing timelineExplain to a first-time buyer what escrow is, what happens to their earnest money, and why the whole process takes thirty days.Plain Language framingEntry–mid

Responding to lowball offer rejectionYour sellers receive an offer 12% under asking and want to reject it without a counter. They're insulted. Walk me through the conversation.Managing emotional clientsMid–senior

Advising on mortgage rate timingA buyer asks whether they should buy now or wait for mortgage rates to come down. Walk me through an honest answer that doesn't pretend you can predict the market.Calibrating uncertaintyMid–senior

Correcting inflated home value expectationsA seller is sure their home is worth $75,000 more than your comps support because a neighbor's house 'just sold for that'. How do you respond without losing the listing?Avoiding false confidenceMid–senior

Delivering foundation inspection findingsThe inspection report shows foundation movement and your first-time buyers are ready to panic. Walk me through the call where you deliver the report and lay out their options.Anchoring next stepsMid–senior

Answering safety and school questionsA relocating buyer asks you point-blank: 'Is this a safe neighborhood, and are the schools good?' Walk me through how you answer helpfully without violating fair-housing rules.Plain Language framingMid–senior