How To Prepare For a Client Meeting: Sue-Ella's S.L.A.Y. Meeting Tool
Whether you're new to the legal profession or an experienced practitioner, preparing for client meetings can be tricky. Too little preparation risks missing key opportunities or coming across as uninformed, while over-preparation might overwhelm the client or steer the conversation in unintended directions.
A structured approach can help strike the right balance, and this is where my S.L.A.Y.© framework can be especially effective.
S.L.A.Y.© stands for Share, Learn, Ask or Affirm, and ‘Yes’, providing a clear guide to ensure your meetings are productive, meaningful, and client-focused.
Here’s how you can use S.L.A.Y.© to achieve better outcomes in client meetings.
S - WHAT DO YOU WANT TO SHARE WITH THE CLIENT?
Before any meeting, consider what information or insights you can offer that will benefit the client. This might include legal updates, new strategies, or advice tailored to their specific situation. When you decide what to share, ensure it directly addresses the client's needs or goals.
Avoid overloading the client with too much information. Instead, focus on two or three key points that will be most valuable to them. This demonstrates that you’ve prepared thoughtfully and have their best interests in mind.
Tip: Keep the client’s goals at the forefront when deciding what to share. Everything you present should help move them closer to achieving those objectives.
L – WHAT DO YOU WANT TO LEARN?
A client meeting isn’t just about what you have to say—it’s also a chance to learn more about the client. Think about what you need to learn to better understand the client's business, concerns, or goals. Are there gaps in your knowledge about their industry? Do you need to know more about their past legal experiences? Are you aware of their most proud achievements?
Enter the meeting with a clear idea of what information will be most valuable to gather and formulate a couple of questions in advance. After all, the more you know, the better positioned you are to offer solutions that are relevant and valuable.
Tips:
Use open-ended questions to encourage the client to share more than a Yes/No response. For example, ask, “What are the key priorities for your team right now?” This keeps the conversation focused on their immediate needs and helps you understand their current landscape. It opens the door for them to share what matters most, allowing you to adapt your conversation accordingly.
Another tip is to road-test your questions with a colleague. Rehearsing these out loud avoids conversation clunkiness.
A – WHAT WILL YOU ASK OR AFFIRM?
This step is where you engage the client further. Think about what specific questions you need to ask to fill any gaps in your understanding. Equally important, this is your chance to affirm or clarify anything you’ve learned or shared in the conversation.
Be specific. Vague inquiries can lead to vague answers. So, tailor your questions to uncover concrete information.
This is also a chance to confirm that the client understands your suggestions and feels comfortable with the next steps. By affirming key takeaways from the conversation, you ensure alignment between you and the client, avoiding any misunderstandings.
It’s a great way to give the client a taste of what it’ll be like to work with you.
Tip: Before the meeting, draft a few strategic questions that align with your objectives. For example, “How does this align with your goals?” or “Is this the kind of support you’re looking for?”
Y – WHAT WOULD YOU LIKE THEM TO SAY ‘YES’ TO?
Every meeting should end with some form of closure. Think about the outcome you’d like to achieve before you even walk into the room. Are you looking to learn more about a client's experience with your firm, agree on next steps, or to assess whether there is a good fit between you and a potential new client?
In a nutshell, what would you like them to say ‘Yes’ to?
Setting clear goals will help you guide the meeting toward a productive conclusion. This could be as simple as agreeing to continue discussions or as specific as securing a commitment for the next phase of a project.
And if it’s not the right time for either of you to collaborate, then an agreement to check in periodically or to stay in touch is also valuable.
Tip: Have a clear closing statement ready. For instance, “It sounds like the next step is for me to introduce you to our Firm’s Employment Law expert to discuss this in more detail. Can we schedule that for later this month?”
APPLYING S.L.A.Y.© TO CLIENT MEETINGS
The beauty of the S.L.A.Y.© framework is its adaptability. Whether you’re meeting a new client for the first time or engaging with a long-term partner, S.L.A.Y. provides a structured yet flexible approach to ensure you cover key aspects of the meeting.
Here’s how you can apply it:
1. Before the meeting, spend a few minutes jotting down what you want to Share, Learn, Ask, and the Yield you want to reach.
2. During the meeting, let the conversation flow naturally. If it veers off course, don’t worry—it might be because the client is sharing something pressing, a key issue that’s keeping them awake at night. Alternatively, it could be due to a simple distraction.
Either way, check in with the client: do they want to explore this new path, or would they prefer to return to the original objectives? This ensures you're aligned with their priorities and addressing what’s most important to them in the moment.
3. After the meeting. Keep your phone off for a few more minutes and review the outcome. Did you learn what you needed to know? Use this reflection to fine-tune your approach for future meetings.
FINAL THOUGHTS
Client meetings are not just about discussing technical matters — they are opportunities to advance relationships and your reputation by building trust, demonstrating interest, and being curious about how you add value.
Using my S.L.A.Y.© framework, you can prepare with purpose, ask the right questions, and ensure that each meeting moves the relationship forward.
By focusing on what you share, what you learn, the questions you ask, and the agreement you reach, you can structure your preparation in a way that benefits both you and the client.
WANT MORE?
Get in touch if you’d like Sue-Ella to speak to your firm on effective business development tactics.
Individuals who want to brainstorm their BD plan can book a private 45-minute zoom meeting with Sue-Ella at BD45
FURTHER READING
Covey S (1989) The Seven Habits of Highly Effective People
Ury W & Fisher R Getting To Yes: Negotiating Agreement Without Giving In (4th Publication 2012) Penguin
How To Get a First Client Meeting
The Key To Successful Practice? Stop Focusing On Winning Work
The Scoop, The Skinny, And The Whole Shebang: A Template For Preparing For Client Meetings.
Sue-Ella is the Principal of Prodonovich Advisory, a business dedicated to helping professional services practices sharpen their business development practices.
She works with professional services firms that focus on positive client relationships, and with individuals who want personal, intelligent support.
©Prodonovich Advisory. Please respect our copyright and the effort taken to produce the original material in this article. The S.L.A.Y © Framework may not be reproduced or used in any manner whatsoever without the express written permission of the author. All rights reserved.