Client discovery can be tricky because clients decide early whether you’re worth their time. This is the moment when your approach and whether you’re genuinely focused on them either builds trust or entirely loses their interest. In my experience, discovery is the difference between becoming a trusted partner or another vendor or agency in the stack. But this phase is often rushed or treated as a formality, leaving untapped potential on the table.
Every successful client relationship starts with a strong foundation, and that foundation is discovery.
Starting my career in sales, transitioning to product management, marketing, and data, and thriving in an agency environment, I’ve learned that discovery is where curiosity meets strategy.
Discovery allows you to show prospective clients you’re invested in understanding their world and solving their problems. It’s a mindset I took from cold-calling, where I had just a few seconds to convince someone to stay on the line, and refined it in product discovery and agency onboarding sessions.
The main problem is that too many people use discovery to pitch themselves instead of focusing on the client. In this article, I want to show you why that’s a mistake and how you can use behavioral science priciples to improve your discovery process to create stronger business relationships.
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Curiosity Meets Strategy: The Heart of Discovery
Discovery is where curiosity meets strategy.
A strong client discovery is about proving, from the first interaction, that you’re not another vendor but a partner who gives a damn. This phase is where curiosity meets strategy, where you show the client that their success is as important to you as it is to them.
Too many people treat discovery as a chance to pitch themselves. They rush through, eager to share their solutions instead of uncovering the client’s real needs. The result? Missed opportunities, mismatched expectations, and deliverables that fail to drive meaningful impact.
Take a data project, for example. If discovery is rushed, you might gather surface-level requirements like tracking issues or vague dashboarding needs. You deliver a project, maybe a dashboard or two. And then you realize that the dashboard you delivered is nothing but an overpriced, unusable artifact because it doesn’t align with the client’s business model, goals, or decision-making processes.
The right approach to discovery focuses on understanding the client’s core challenges, goals, and decision-making dynamics. For this example, before proposing and building a dashboard, ask your clients questions like:
- What business outcomes are you trying to influence?
- How do you currently make decisions with your data?
- What does success look like for this project in the context of your broader goals?
This ensures you’re not just delivering a “shiny object” but a tool that aligns with their goals integrates into their processes, and empowers better decisions.
Want to learn how to build more meaningful dashboards focused on business goals? Check out this article and framework from Chris Mercer.
In my early days of cold-calling, I learned one thing quickly: nobody gives a shit about your pitch.
The only way to keep someone on the line was to make the conversation about them. What were they struggling with? What outcomes did they care about? That mindset shaped how I approach discovery to this day.
When I meet a new client, I don’t come in with assumptions. Instead, I aim to leave them thinking, “This person gets it.” That means asking the hard questions, listening beyond what’s being said, and digging deep enough to uncover insights they didn’t even realize they needed.
Why Behavioral Science Matters in Client Discovery?
Behavioral science is simply the lens through which you can make this process more intentional. It reminds us that people don’t just want solutions; they want to feel heard, valued, and understood.
At its core, behavioral science is about understanding why people act the way they do. Whether it’s cognitive biases, emotional triggers, or decision-making patterns, these principles influence how clients perceive and respond to you during discovery.
Think about it: in a discovery session, you’re navigating human behavior. Clients aren’t only sharing data points; they’re bringing their assumptions, fears, and aspirations to the table. Behavioral science helps you understand these unspoken dynamics and adjust your approach to build trust, gain alignment, and discover deeper insights.
Applying behavioral science can turn discovery into a strategic advantage. Instead of gathering surface-level information, you can design conversations that resonate, reveal real priorities, and strengthen connections.
10 Steps to Better Client Discovery
1. Creating Psychological Safety
Psychological Safety
Psychological safety ensures clients feel comfortable sharing their concerns, goals, and frustrations without fear of judgment. This is especially important at the beginning of a discovery session.
How to apply it:
- Open with light, open-ended questions like: “What’s working well right now, and what would you like to see improve?”
- Be mindful of your tone and body language; relaxed and neutral expressions can encourage openness.
- Avoid interrupting or jumping to conclusions, as it can make the client hesitant to share further.
Why it works: People are more forthcoming when they feel their opinions will be valued rather than dismissed.
2. Leverage the Endowment Effect
Endowment Effect
People overvalue what they already have because it feels like an extension of themselves. In discovery, this means acknowledging their current systems, processes, or decisions before introducing alternatives.
How to apply it:
- Start with: “Your team has clearly put a lot of effort into [X]. What’s worked well so far, and where do you see room for improvement?”
- Highlight continuity rather than drastic changes: “We can improve your current approach by adding [Y] without disrupting what’s already working.”
Why it works: Validating their efforts reduces defensiveness and builds rapport. It also positions you as a collaborator rather than a disruptor.
3. Use Active Listening
Active Listening (a skill supported by behavioral science)
Active listening is about focusing entirely on the client, reflecting their words back to them, and digging deeper into what they’re really saying.
How to apply it:
- Use mirroring: “If I understand correctly, your priority is [X], but [Y] has been a blocker. Is that right?”
- Ask clarifying questions to show genuine interest: “Can you tell me more about why [specific issue] impacts your team?”
- Stay fully present. Avoid taking excessive notes or multitasking during the conversation.
Why it works: People who feel heard are more likely to trust you and share valuable insights.
4. Ask “Why” Three Times
Root Cause Analysis
Asking “why” repeatedly helps uncover the root cause of a challenge or goal. It ensures you’re not solving superficial problems but addressing the underlying issues.
How to apply it:
- Start with: “Why do you want to improve your dashboard?”
- Follow up: “Why is tracking [specific metric] critical to your goals?”
- Dig deeper: “Why does [specific metric] impact your business outcomes?”
Why it works: This technique prevents you from jumping to conclusions and allows you to design solutions tailored to their real needs.
5. Address the Status Quo Bias
Status Quo Bias
People prefer to stick with familiar processes, even if they’re inefficient. Addressing this bias can help reduce resistance to change.
How to apply it:
- Reassure them that your approach builds on their current systems: “This will integrate seamlessly with your existing workflows while improving efficiency.”
- Highlight incremental improvements rather than drastic overhauls.
Why it works: Small, manageable changes feel less risky and are easier for clients to accept.
6. Anchor on Shared Goals
Anchoring
Anchoring is the tendency to rely heavily on the first piece of information presented. Use this by setting shared goals early in the conversation.
How to apply it:
- Begin with: “If we accomplish [specific goal], what would success look like for your team?”
- Revisit this anchor throughout the session to ensure alignment: “How does this fit with the outcomes we discussed earlier?”
Why it works: It keeps the conversation focused on results that matter most to the client.
7. Frame Problems as Opportunities
Framing Effect
How you frame information influences how it’s perceived. Reframing challenges as opportunities can shift the client’s mindset from defensive to collaborative.
How to apply it:
- Instead of asking, “What’s broken?” ask, “Where do you see untapped potential for growth or improvement?”
- Frame the outcome positively: “This is an opportunity to streamline your workflow and reduce time spent on manual tasks.”
Why it works: Positive framing reduces anxiety and encourages creative problem-solving.
8. Use Social Proof to Build Trust
Social Proof
People are more likely to trust a solution if they see others in similar situations benefiting from it.
How to apply it:
- Share relevant success stories: “We worked with a similar company that faced [specific challenge], and this is how we helped them overcome it.”
- Mention metrics or results achieved for others: “They saw a 20% improvement in [specific KPI].”
Why it works: Clients gain confidence when they see tangible evidence of your expertise.
9. Summarize and Validate
Confirmation Bias
People appreciate when their views are acknowledged and validated. Summarizing key points helps ensure clarity and alignment.
How to apply it:
- Recap what you’ve learned: “To summarize, your main priorities are [X], and you’re facing challenges with [Y]. Does that sound accurate?”
- Confirm mutual understanding before moving forward.
Why it works: It prevents miscommunication and reassures the client that you’re fully aligned.
10. End with a Commitment Device
Commitment and Consistency
People are more likely to follow through on actions if they’ve made a small, initial commitment.
How to apply it:
- Conclude with actionable next steps: “Based on our conversation, I’ll prepare a proposal outlining [specific solutions] and send it to you by [specific date]. Does that work?”
- Ensure they agree to timelines or follow-ups to maintain momentum.
Why it works: It creates accountability and keeps the relationship moving forward.
Conclusion: Building Trust with Authentic Discovery
Behavioral science principles are not tools for manipulation; they’re frameworks that help you approach client discovery with greater presence, empathy, and thoughtfulness. The goal isn’t to deceive or control the conversation but to build trust, understand real needs, and build stronger business relationships.
In this article, we explored how curiosity and strategy form the foundation of a great client discovery. We discussed how rushing through discovery or turning it into a pitch often leads to mismatched expectations and missed opportunities. We also highlighted actionable ways to apply principles like psychological safety, the endowment effect, and active listening to create deeper, more impactful client connections.
Using these principles is about committing to the process:
- Asking better questions to uncover the client’s true priorities.
- Listening actively and validating their perspective to build trust.
- Framing problems constructively and aligning on shared goals to ensure you deliver meaningful solutions.
When you focus on understanding the client’s world, not just their surface-level needs, you position yourself as a trusted partner, not just another vendor. By treating client discovery with the seriousness it deserves, you lay the groundwork for long-term success.
Behavioral science is simply the lens through which you can make this process more intentional. It reminds us that people don’t just want solutions; they want to feel heard, valued and understood.
So, the next time you enter a discovery session, remember that this is your opportunity to be present, lead with curiosity, and create a relationship in which both sides win. Good luck!