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Setting some expectations before the first call may seem obvious, but remains one of the most common points of failure in client relationships. You assume understanding because no one questions it, while clients assume shared expectations because no one explains them. The result is familiar: delayed timelines, strained communication, and a growing sense that something is off, even when the work itself is solid.
These early missteps rarely resolve on their own. Clear initial communication directly boosts retention, as shown by 86% of customers who stay after a good onboarding. When you leave expectations undefined, uncertainty fills the gaps. When you establish them, they replace uncertainty with structure, shared accountability, and trust.
The first call plays a defining role in shaping how the working relationship unfolds. You either address critical expectations around scope, communication, and responsibilities upfront or leave them open to interpretation. Structured approaches using tools like app onboarding software help you form, automate, and establish these expectations without slowing momentum. When you handle this intentionally, early expectation-setting reduces friction, strengthens collaboration, and lays the groundwork for more sustainable, long-term partnerships.
Every client arrives with a mix of assumptions and unanswered questions. Some expect immediate results, while others assume round-the-clock availability. A few even believe strategic conversations automatically lead to execution. These expectations rarely feel unreasonable, but they often remain unspoken.
Past experiences, sales conversations, and incomplete information shape client assumptions. The first call becomes the critical moment when you either address those assumptions or allow them to evolve on their own. When you fail to define expectations, clients fill in the gaps themselves. That self-defined version of the engagement often conflicts with how your actual process works.
It’s not enough to know that you need to set expectations. Sure, preparation allows the call to confirm expectations instead of inventing them on the spot. But setting the wrong expectations defeats that purpose entirely. The key to getting optimal reward is to set expectations that match your capacity.
These are some of the expectations you should define for yourself before the call and confirm during it:
It’s important to clearly define what the offer includes and what it does not. You can do this by replacing vague phrases with clear deliverables, limits, and examples. This helps because clients rarely push boundaries intentionally. It is the unclear definitions that lead them to test limits accidentally.
Decide who is responsible for making different decisions. State who provides inputs, who approves work, and who handles delays. If feedback requires internal approval on the client side, acknowledge that process upfront. If roles stay unclear, accountability dissolves, work slows down, causing frustration to rise.
Source: Unsplash
Choose primary communication methods before the call. Different platforms each create different expectations around urgency and availability. Without this clarity, clients default to whatever feels fastest. That often leads to messages sent at odd hours or across many platforms.
This is one expectation that causes more conflict than most technical issues. A client who expects replies within an hour will feel ignored by longer response times. So, set realistic response windows early. Define what qualifies as urgent and what does not.
Decide how you will measure success. Web traffic, sales conversions, key milestones, or qualitative improvements all mean different things. Without alignment, clients may judge outcomes using metrics you never agreed to pursue. Shared metrics create shared accountability.
Many teams believe expectations exist based on a mere mention, and that belief causes trouble. An expectation only becomes an agreement when both sides acknowledge it. If not, it’s an assumption.
The difference lies in specificity and confirmation. Agreements remove ambiguity. They also create reference points when issues arise. Instead of arguing about intent, you refer back to the agreement.
As such, agreements establish authority, structure, and trust. Authority comes from showing you understand the process. Structure comes from explaining how work flows. Trust grows when the client sees there is a plan, not guesswork.
Timing also matters when setting expectations. If you tell your client your expectations early on (on the first call in this case), you're proactive, not reactive, and this signals professionalism. Avoid delaying these conversations out of concern about sounding rigid or unfriendly. That hesitation misreads how clients interpret structure.
Most clients view this as competence, not coldness, but the real mistake is waiting too long. When the project starts, setting expectations feels like a correction. Before the first call, it feels like preparation.
Setting expectations protects you and the client. Clients gain confidence around what they can request, when to raise questions, and where boundaries exist. For you, expectations create leverage and free up time to focus on results. Even the conversations focus on outcomes instead of misunderstandings.
These boundaries reduce anxiety. It causes clients to stop guessing whether they are asking for too much or too little. They understand timelines, response windows, and decision points. That confidence improves collaboration.
Expectations are not static, especially because projects evolve and priorities shift. Revisiting expectations does not mean failure. What matters is how you communicate changes. If you frame updates as adjustments rather than corrections, clients will see the process as collaborative, not corrective.
Refer to the original agreements and explain what changed and why. Propose updates, rather than corrections. Clients accept changes more easily when they feel included in the decision.
Make sure you reset expectations without undermining the client’s objectives and trust. If they feel like you’re resetting the expectations in a manner that defeats their goals, they will start to get cold feet.
To avoid this, steer clear of these common mistakes:
Overpromising to win approval.
Using vague language to stay flexible.
Assuming silence equals agreement.
Introducing rules after problems appear.
Clear expectations don't limit collaboration. They enable it. When everyone understands how the engagement works, the focus shifts naturally toward delivering results rather than managing confusion. Setting expectations before the first call transforms uncertain partnerships into structured, productive relationships.
Here's what this article covered:
Address client assumptions early, as these stem from prior experiences and incomplete information. Doing so prevents conflicts later.
Expectations are only real when both parties explicitly acknowledge and agree to them; otherwise, they're just assumptions.
Define scope, roles, communication channels, response times, and metrics before the first call to avoid guesswork and build shared accountability.
Clear structure signals competence to clients, making early expectation-setting a sign of preparation.
Revisit and adjust expectations collaboratively to build trust and strengthen your partnership.
Maintain consistency between promised and delivered outcomes as well as clarity in expectations.
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