Over the past seven years, I’ve managed all kinds of projects—from digital marketing campaigns to complete rebrands to large-scale website redesigns. Across that variety, one thing has remained constant: strong client relationships don’t just happen. They’re built with care, consistency, and a lot of intention.
And by strong, I don’t just mean “the project is on track and no one’s panicking.” I’m talking about relationships where:
- The client feels truly supported and empowered
- Internal stakeholders stay aligned and informed
- The process feels seamless (even when it isn’t)
- The client actually enjoys working with us so much that they want more
Trust me, this happens often at Teal. And it’s no accident. Below are five things I’ve learned are absolutely key to building those kinds of relationships as a project manager.
1. Over-communicate Like It’s Your Job (Because It Is)
I always tell clients during our pre-kickoff call, “We’re going to become besties.” And while that might sound crazy, what I really mean is: I’m here to make the client’s job easier.
Clients are busy. They have internal stakeholders to manage, other projects running, and probably too many meetings. So I make it my job to ensure the client is always in the know without having to chase information down. That means setting a communication cadence that works best for each client and their team. For most clients, that includes weekly project calls, monthly 121 check-ins, and Monday updates in Basecamp outlining the week ahead: what meetings are on the books, what deliverables are due, and what’s coming their way from our team.
A lot of project management boils down to communication, but not just frequent communication. It’s about the right communication: clear, proactive, and tailored to each client’s working style. My goal is to make sure the client always feels confident that everything’s in motion and nothing’s slipping through the cracks. When that happens, the relationship gets stronger. And yes, that’s usually when we actually become besties.
2. I Push Clients To Be Honest About the Messy Stuff
When a client kicks off a project with us, it doesn’t mean the rest of their responsibilities suddenly disappear. It also doesn’t mean that everyone internally agrees on the goals, the audiences, or the wishlist for the new site.
That’s why one of my priorities is creating space for honest conversations with our main point of contact. If we know early on that there are competing opinions or internal blockers, we can plan accordingly. While we may not be in the room during their executive presentations, we equip them with rationale, talking points, and data to help them advocate for the best decisions.
We can’t help navigate challenges if we pretend they don’t exist. Transparency always wins.
3. Be Available (Within Reason)
This one might be a little controversial, but I want my clients to know they can reach out to me when they need me. I’m all for boundaries (no, I’m not answering calls at 2 a.m.), but I also want them to feel like they always have someone they can rely on.
If there’s an urgent question or something’s unclear, I’d rather they feel comfortable picking up the phone or shooting me an email than hesitate and let an issue snowball. I’ve found that when clients know I’m accessible, even just for a quick five-minute call, they feel more supported and less stressed.
And in my experience? No one has taken advantage of that openness. Clients are usually respectful of time, and the trust it builds far outweighs the occasional off-hours email. Responsiveness isn’t about being always on— it’s about being consistently reliable.
4. Check In—Like, Actually Check In
One of the best things I’ve added to my process is a monthly one-on-one with our main client contact. Not a status meeting. Not a deliverable review. A space to ask “How are you doing?”, “Is this feeling manageable?”, and “Is the process working for your team?”.
These conversations go a long way. Sometimes we learn we need to slow things down. Sometimes we uncover small tweaks that make a big difference. And sometimes, it’s just a chance to celebrate how well things are going. No matter what, those check-ins build trust and help us continuously improve.
5. Make It Fun and Personal
Yes, we’re all busy. Yes, we’re likely managing multiple timelines, deliverables, and priorities. But we’re also humans working with other humans, and we treat the relationship that way.
We take time to get to know our clients beyond the work. We love meeting your pets on Zoom, asking how your vacation went, or catching up on that awkward dinner with the in-laws (we want the full report!).
Whenever possible, we meet up in person, because we see ourselves as part of their team. That connection matters.
None of this is groundbreaking. In fact, you might be thinking, “Okay, so basically… just do your job?” And sure, yes, these are the basics of good project management.
But when you’re juggling multiple projects, tight timelines, and lots of moving parts, it’s easy to default to just getting it done. The magic happens when you stay committed to doing these small things—consistently and with heart.
Because when you do, clients notice. They feel seen, supported, and excited to keep working with you.
And that’s how strong relationships are built. Not by chance, but by choice.
At Teal, I’ve had the privilege of building and leading a team of project managers who approach every client relationship with the same intention and care. When you work with us, you’re not just getting someone to manage meetings or check off tasks—you’re getting a true partner. Someone who is just as invested in your goals, your success, and your experience as you are. That’s the Teal difference and it’s one we’re proud to bring to every project.
