The Most Dangerous Things Graphic Designers Say to Clients

Summary

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Podcast Summary: The Angry Designer

Episode: The Most Dangerous Things Graphic Designers Say to Clients
Date: February 3, 2026
Hosts: Massimo (A), Sean (B)

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Overview

This episode of The Angry Designer pulls back the curtain on the subtle language designers use with clients—phrases meant to sound professional or collaborative, but which actually erode the designer’s authority and diminish their value. Hosts Massimo and Sean candidly dissect the “dangerous” things designers say (and what they really mean), why these phrases sabotage client relationships, and how to replace them with communication that asserts expertise, clarifies value, and sets boundaries. With wit and honesty, they explore why designers must stop hiding behind buzzwords and “nice guy” language—and start having the real, sometimes uncomfortable, conversations that earn respect and elevate their work.

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Key Discussion Points & Insights

1. Why Designers’ Language Matters

• Designers frequently use polite, non-confrontational language (“industry fluff”) to avoid risk and conflict, but it undermines their role as experts.
• The disconnect between what designers say and what they mean is a primary cause for lost authority, client pushback, and scope creep.
• Massimo: “What you say and what you mean are two very different things. And that gap, it's costing you more than you think.” (00:32)

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2. The 15 Most Dangerous Things Designers Say (and What They Should Say Instead)

1. “I’m passionate about design.” (02:46)

• Translation: “I have no idea how to actually explain the value I bring, so I’ll talk about my feelings.”
• Insight: Passion means little to clients—focus instead on problem-solving and real business impact.
• Recommendation: “Talk about the problems you solve, not your feelings.” (04:05)

2. “I love feedback!” (04:13)

• Translation: “Please don’t hate what I’m going to show you.”
• Insight: Seeking approval kills authority; position yourself as a guide, not a pleaser.
• Quote: “When you're constantly saying, ‘Let me know if this is good,’ ... it kills your authority.” (04:27)

3. “Here are a few options.” (05:43)

• Translation: “I’m unsure of the brief and covering my ass.”
• Best Practice: Present options grounded in strategy, not insecurity. Always tie concepts to goals and objectives. (07:48)

4. “What do you think?” (09:25)

• Translation: “Please make the decision for me.”
• Lesson: Don’t hand over leadership; assert your expertise first, then invite discussion.
• Quote: “You ask for permission, you don't get respect from the customer.” (09:35)

5. “You know your brand best.” (10:13)

• Translation: “I’m afraid to challenge your bad ideas.”
• Insight: Clients often hire you because they're too close to objectively judge their brand. Push back, anchored in strategy.
• Quote: “Pushing back is what we're expected to do from the customer.” (11:18)

6. “It’s okay, I’m flexible.” (11:52)

• Translation: “Please walk all over my boundaries.”
• Critical Advice: Set clear scopes, boundaries, and processes to avoid burnout and resentment.

7. “I just want to do good work.” (13:41)

• Translation: “Don’t make me talk business, money, or contracts.”
• Reality: Design is a business—own proposals, pricing, and strategy discussions.
• Quote: “If you're not going to take that role, then you might as well just make it a hobby.” (14:28)

8. “The client changed their mind.” (15:38)

• Translation: “I never set the criteria or expectations, and now I'm paying for it.”
• Solution: Lock in strategy and objectives early, and reference them throughout.

9. “They just don’t get design.” (17:01)

• Translation: “I failed to explain it in human terms.”
• Tip: Translate design concepts into business outcomes clients understand (e.g., “improves conversions” over “good whitespace”).
• Quote: “We need to be able to translate what we're designing ... into business language.” (17:32)

10. “That’s what the client wanted.” (18:44)

• Translation: “I gave in and admitted defeat.”
• Real talk: Collaborating does not mean caving. Defend your decisions using logic and agreed-upon criteria.
• Quote: “Giving in isn't client collaboration. It’s admitting defeat.” (19:08)

11. “They don’t have the budget.” (20:05)

• Translation: “I failed to show my value.”
• Key advice: Clients invest in value, not decoration—frame your work around business impact.

12. “It’s still in progress.” (21:30)

• Translation: “I gave up fixing it 30 minutes ago.”
• Lesson: Don’t stall or hope the problem goes away. Address communication and objectives directly.

13. “This one’s much cleaner.” (22:40)

• Translation: “I removed some stuff and hope you like it.”
• Pro-tip: Minimal design must be intentional. Explain why elements were removed and the benefits to the user/client.

14. “It just needs some balance.” (24:04)

• Translation: “Something feels off, but I can’t articulate it.”
• Reminder: “Vibes” aren’t strategy. Use clear design principles and business-relevant explanations.

15. “Let’s just circle back.” (25:04)

• Translation: “I need to emotionally recover before I lose it.”
• Best practice: Address problems promptly and directly—avoidance is not a process.
• Memorable advice: If you do write a “phantom” angry email, “delete the sender’s email before you type… it has happened once!” (26:31)

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Notable Quotes & Memorable Moments

• Massimo (on client communication):
  “Say it straight, you know, earn your keep, earn your ground. ... you're not going to get it by using buzzwords and fake language and hiding behind terms and sayings and shit.” (27:42)

• Sean (on why clients hire you):
  “Clients’ objectives are always business objectives… if they’re hiring you, it’s because they’re confident in you to deliver. Their ass is on the line.” (28:06)

• Massimo (on self-worth):
  “Don't forget your worth, okay? And sell that worth to the customers.” (28:55)

• Humorous/relatable:
  Massimo’s anecdote about accidentally sending a “phantom” angry email, and advice to always delete the sender’s name before typing your vent. (26:26)

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Timestamps for Key Segments

| Segment | Timestamp | |------------------------------------------|-----------| | Episode theme intro / purpose | 00:00–01:11 | | Dangerous Phrase #1 (“passionate...”) | 02:46–04:08 | | Dangerous Phrase #2 (“I love feedback”) | 04:13–05:43 | | Dangerous Phrase #3 (“here are options”) | 05:43–07:48 | | Dangerous Phrase #4 (“what do you think?”) | 09:25–10:07 | | Dangerous Phrase #5 (“you know your brand best”) | 10:13–11:47 | | Dangerous Phrase #6 (“I’m flexible”) | 11:52–13:40 | | Dangerous Phrase #7 (“just want to do good work”) | 13:41–15:38 | | Dangerous Phrase #8 (“client changed their mind”) | 15:38–16:52 | | Dangerous Phrase #9 (“they don’t get design”) | 17:01–18:33 | | Dangerous Phrase #10 (“that’s what the client wanted”) | 18:44–20:03 | | Dangerous Phrase #11 (“no budget”) | 20:05–21:28 | | Dangerous Phrase #12 (“still in progress”) | 21:30–22:40 | | Dangerous Phrase #13 (“much cleaner”) | 22:40–24:04 | | Dangerous Phrase #14 (“some balance”) | 24:04–25:07 | | Dangerous Phrase #15 (“circle back”) | 25:04–26:12 | | Closing insights on confidence & client relationships | 27:11–28:44 |

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Tone & Takeaways

• Direct, unapologetic, self-effacing, and humorous.
• Listeners are encouraged to reflect honestly on their language, prioritize clear business-focused communication, and set boundaries for healthier and more prosperous creative relationships.
• The episode advocates for owning your expertise—move beyond “nice guy” talk, ditch the buzzwords, and consistently tie your work to strategy and value.

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Final Thought:
Whether new or seasoned in design, all will recognize themselves in these phrases. The remedy is as much about self-respect as professional growth. As Massimo concludes: “Stay creative and stay angry.” (29:14)

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Transcript

[A]

Designers, we love to sound confident, but half the time what we're saying isn't actually what we mean, because what we really mean, saying the truth, that just feels risky. So instead, we avoid confrontation and soften it and forget about the real conversation that needs to be had. And then we wonder why clients don't actually listen to us and view us as experts and keep pushing back on projects. In this episode of the Angry Designer podcast, powered by Wix Studio, we're calling out all the shit that designers say to help us sound professional, likable, even collaborative, while quietly destroying our authority. Because what you say and what you mean are two very different things. And that gap, it's costing you more than you think. Don't forget to sign up for our newsletter, Anger Management for Designers. It's, it's, it's in our profile. Let's go. You know, designers are, they're great at design and making things look good, right? They suck at communication.

[B]

Our communication skills are not up with our desire, just like you said.

[A]

Right. We say one thing, but boy, do.

[B]

We mean we mean something else completely. Exactly. Yes.

[A]

Well, coincidentally enough, that's what we're here to talk about today. You know, how designers hide behind, like, polite language and buzzwords and design talk.

[B]

And don't say what they really mean.

[A]

And never say what they really mean. Right. But here's something that I mean. Okay, Forget to sign up for the Anger Management for Designers newsletter. It's in our social feed. So just, just, just do that right now. Yes, but seriously, we had so many episodes that were pretty heavy lately and it was just with, with this head cold thing that I've got, I'm like, dude, I can't focus on anything. And so I was like. We did, we did an episode a little while back called the Shit that Designers say, and it actually resonated with a lot of people.

[B]

Did it.

[A]

Because I think everybody knows that designers are pretty infamous for that. We actually don't mean. Okay, So I thought, dude, let's do a volume two. So that's what this is. We're here. Just something light, something fun. But there's a lot of educational shit in here because I think every single designer I know has said 1, 2, 3, if not all of these fricking things.

[B]

Right?

[A]

So there is, we're going to rant through some of these and maybe give a recommendation or two. Right?

[B]

Oh, good. Oh, good.

[A]

Just like, you know, I know I'm guilty of saying this.

[B]

I've this list that I checked out before. I was like, Yep, Done it. Yep, Done it. And this is exactly what I meant. And this is exactly what I should have done.

[A]

Right, Right.

[B]

Right.

[A]

Exactly. Right. This. This. This is like a. This should be available as a checklist on the website.

[B]

Right?

[A]

It should be just so people know what we're talking about.

[B]

Shit.

[A]

Does it shit that designers say, number one? Yep. I'm passionate about design. I have said this so many times to customers, and it is ridiculous to say, because what I'm really meaning is I have no idea how to actually. So I'm just gonna, like, hide behind some sort of vibe, you know, I'm gonna. I'm just gonna, you know, dig this guy. I mean, the reality is, though, that. That. That passion or feelings have absolutely nothing to do with design. This is the shit that we talk about. This is true how. How constantly we're. We're bringing down all our value because we're going to. Feelings about how being a cool, you know, vibe moment. Because I'm passionate about design, they don't give a shit about that. Right. Yeah. This is true.

[B]

Passion doesn'. You know, like, you know what you're.

[A]

You know what you're doing. Yeah, exactly.

[B]

You know what I'm saying? It's like, I'm passionate. I love it. I don't know what I'm doing, you know, but I'm passionate.

[A]

Every morning, I love to go up to my computer and create something that doesn't make any sense, but it looks great. It doesn't work, but I love it.

[B]

So.

[A]

So. So there's a recommendation here, is that designers should talk about the problems they solve. They. They love to solve problems. They love to find problems, discover problems.

[B]

Yes.

[A]

Don't talk about your feelings. Yes.

[B]

Yeah, exactly.

[A]

Yeah. So that's number one.

[B]

Yeah. Guilty of that one for sure.

[A]

All right.

[B]

It's a good one.

[A]

Shit. Designers say, number two. Okay. I love feedback. Every designer tells their customers, yeah, I love feedback.

[B]

Bring it on.

[A]

Yeah. What they really mean is, please don't hate my work.

[B]

Exactly.

[A]

Please don't hate what I'm going to show you. Right. And I mean, again, the reality is, you know, this kind of goes in line with that whole begging for forgiveness. You know what I mean? Begging for approval. Right. And we're always saying, don't do that, because what that does is when you're constantly saying, you know, oh, yeah, let me know if this is good, you know, is this okay? Are you happy with this? It kills your authority.

[B]

Right, okay.

[A]

Which is why it sounds good. It sounds Being respectful.

[B]

Yeah.

[A]

But in actuality it's making the customer dis or lose respect for you.

[B]

Exactly.

[A]

They're not gonna, you know, disrespect you by any means. But I mean, it's like, well, wait, you're the professional, right? Like, you're. You're not supposed to love feedback, because if you do your job right, there's going to be very little feedback, if at all.

[B]

This is exactly it. Like somebody, you know, like James Bernard or something like that.

[A]

Right.

[B]

He'll put a logo out there. Everybody loves it. Done.

[A]

Exactly.

[B]

This is your first concept. We nail it because you did your research up to. Up to that point. Exactly. That works.

[A]

In this situation, you should be guiding your feedback with the goals you set. Okay. Not necessarily throwing out insecurity about. Let me know what you think, Mr. Customer.

[B]

I love feedback.

[A]

All right. Shit. Designer. Say number three.

[B]

That's a good one.

[A]

Here are a few options. And what does that translate to is I'm a little unsure of the ask, so I don't want to commit to a single one in case I got it wrong. And how many times designers will do that? They will present all these options to a customer because they're not necessarily that. And I'm not offense to anybody, because I know a lot of people who will do this. But, you know, if you don't have the goal set out, if you don't know what the project, what the problem is you're trying to solve. Well, the reality is showing the more options isn't going to help that problem anymore.

[B]

Yeah, exactly. And in one of the things that I always thought that you were, your great ideas were if you. Your. Your concepts. Three or four concepts. Two or three of the same.

[A]

Yep.

[B]

Different variations.

[A]

Right.

[B]

If they don't like this one, they won't. They're not going to like the other one. That looks exactly.

[A]

Exactly.

[B]

So this is where many options.

[A]

Well, and that's it. Right. Like, I mean, if you have a reason to present, if you already have an objective, you know, you're. You're, you know, your solid strategy. Right. Yeah. It's okay to show more than one concept. That's absolutely right. Because, I mean, again, the way we always present is. We always present, you know, what they expect. Okay. Just amped up a little bit.

[B]

Right.

[A]

And then what we would propose. Okay. Which is something that's. That's totally different than what they're going to expect. And then we always throw a wild card.

[B]

Yes.

[A]

Okay. A wild card that will show them how creative we are. Exactly. Show them what we can actually do.

[B]

Right.

[A]

But we don't really expect them to go with it. It's just.

[B]

And often it's a different direction that they probably hadn't thought of.

[A]

Right. So how many times does that come back?

[B]

But this is the thing. I know, like some people are like, yes, that's exactly what I. Which is great. So.

[A]

Absolutely. Yeah. So, so again, so. So the lesson here, of course, is it doesn't matter if you want to show one or three or 12 different, you know, options to the customer. Just make sure that they're led. Strategy, not insecurity. Not because you're covering your ass to make sure they got like one of these ones.

[C]

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[A]

Way it is meant to be. Designers say number four. Yeah. Okay. What do you think? Right.

[B]

You sit there, you explain it, you.

[A]

Explain it and then what do you think? Okay. Which means, okay, please, Mr. Customer, make the decision for me.

[B]

Yes.

[A]

Because I'm too scared to lead on this one. And that's true. Right? Because again, this isn't about like, what do they think? Okay. Because again, goes back to the fact that you don't want to have to ask for permission. You ask for permission, you don't get respect from the customer. Right. They're not looking for that from you, they're Looking for solid leadership. So again, you got to lead first, and then you. You invite the discussion after you've presented your case.

[B]

Okay.

[A]

But don't ever ask them what they think.

[B]

What they think? Yeah, you might as well.

[A]

You're.

[B]

You're just saying you're a doormat at that point, right? Walk all over me.

[A]

Walk all over me, sir. All right, ready? Designers say number five. Okay. You know your brand best, which actually translates to, I'm not going to push back on this terrible idea, this crazy.

[B]

Idea that's way wrong.

[A]

Which is horrible to say. Okay. Because, you know, the reality is, you know, clients know their business, that they are actually too close to their brand to know it, which is why they've brought us in there. Okay? So the problem isn't that you're flattering them. Okay. The problem is, is that you're disagreeing. You don't want to disagree with their idea because you're scared to offend. You're scared, but you are in charge of building something that goes with the brand. You. You in all essence, are like the brand ambassador. You should be the brand strategist. In our case, we are the brand guardians for a lot of our customers. So pushing back is what we're expected to do from the customer. Don't just agree to just try to stay on their side and kiss their ass.

[B]

Exactly. And you know, the funny thing with that is, nine times out of 10, when you push back to them, they say, oh, good.

[A]

Exactly.

[B]

Because they. Because exactly like you said, they're aware of their business and what they're doing.

[A]

Exactly.

[B]

They're not necessarily aware of the brand.

[A]

Exactly. Right. So again, the lesson here is that it's okay for designers to challenge based on strategy. Yeah.

[B]

Okay.

[A]

Challenge. Challenge your customers ideas, the recommendations, just as long as you ground it not on your feelings, but based on strategy.

[B]

Yes. Strategy.

[A]

Good. Yes. The shit designers say number six. Ready.

[B]

Okay.

[A]

It's okay. I'm flexible. Okay. I'm flexible. Okay. Which really translates to, I'm not setting any boundaries, Mr. Customer. So please walk all over me. Because that's basically what you're saying. Yes. Right. It's okay to be accommodating to the customer, but if you don't set those boundaries, okay. You're opening the door to calls at nights, calls on the weekends, working after hours. Okay. Getting a million revisions, getting all these expectations from the customer that in the end, lead to a miserable freaking relationship. Okay. There is nothing wrong with having a process. There's nothing wrong with having a scope and putting it in place. Boundaries are important for the relationships that graphic designers have with customers. So please, set that scope. Okay. Set that scope. And then it's up to you to lead that process.

[B]

Yes.

[A]

Yeah.

[B]

Because nobody wants to. Nobody wants to be available 24 7.

[A]

Right. For your clients again, being accommodated.

[B]

You want to. I get that this is the. The part of us that, you know, we are good people and we will. We will bend over backwards to help our clients do whatever, but, you know, there's some things that you just have to. You have to draw them, you know.

[A]

Time and time again. It's like when you give an inch, they take them out. I've had customers. They're. They're jammed. I help. I just need help this weekend. Yeah, okay, fine. You help them that weekend. Yeah. Well, two weeks later, they call back, oh, I need something else, and they bring their chaos to you.

[B]

Yeah.

[A]

So then it gets to the point where you start telling them, I'm sorry, I can't. You don't make yourself available on the weekends. You disappear. You ignore them.

[B]

Yeah.

[A]

But ultimately, it does leave a bad piece taste in everybody's mouth. It does. Yeah.

[B]

It shouldn't have to be that way.

[A]

Yeah, it is.

[B]

And this is what happens.

[A]

Right. All right. Shit. Designers say number seven. Yeah. Yeah. I just want to do good work. What you really mean, or what you're saying. Okay. Is please don't take. Make me talk about money, about proposals, contracts, strategy.

[B]

Oh, God, yes.

[A]

This is like that uncomfortable thing that designers have. They're. They're uncomfortable to talk about these things, which is the business side, but this is what customers need to talk about. Okay. And again, you know, the design is nothing unless you're going to lead. What lead? Like the whole. It's a whole business. Okay. This isn't design the hobby we're talking about. This is design the business. Okay? And again, if you're not going to take that. That role, then you know what? You might as well just make it a hobby and just do it for free for everybody.

[B]

Exactly.

[A]

Seriously, you need to own that process. You need to own, you know, what you're doing with your proposals, how much you're charging, what you're pitching to the customer. And again, then it actually turns into something legit. It's not just a, you know, fly by night. I'm uncomfortable to talk about this stuff. So. So. So let's just get to work because that's. That's what you hired me for. The best part.

[C]

Yeah.

[B]

Everything else. Everything else magically fix itself.

[A]

Yeah, yeah. You see how that.

[B]

But do you think they should be teaching that stuff in schools?

[A]

Absolutely.

[B]

There should have been a business course.

[A]

Or the business of the business side of it. Exactly. How to do. Proposing. Yes. You know, the importance of invoicing, you know, how to track hours.

[B]

Absolutely, I do, because I. In my course, and this was 80 years ago, but. But there was no such thing. It was all, you know, the. The basics.

[A]

And everybody I talk to says the same thing. They always teach the fundamentals, you know, design principles, which is great.

[B]

It's great. Yeah. There's a business side of this.

[A]

It means nothing. Exactly. If you can't make that, you know, turn that into a business afterwards. How to bill, how to pay for. Right, Exactly. Cool. Okay.

[B]

Wow.

[A]

Shit. Designers say number eight. Oh, the client changed their mind. Right, right. What should we all say? But what we're really saying is, I messed up. Never set expectations, never set a criteria, and now I'm paying for it. Right. And again, you know, chaos just thrives, you know, under poor leadership. And it's our job to make sure that the customer understands the objectives, what it is that we're doing, why we're doing it. If they understand up front and why you're building the things you are and why you're showing them. Okay. They're not going to change their mind. Yeah. Okay. Because again, you've already set down what those goals are, what the objectives are, why you are about to create, what you get. And again, that doesn't even have to be anything more than a single slide before you present your work to the customer. Right. It could just be a single slide outlining the criteria to make sure you're both on the same page. So at least their mindset is thinking a not be when they're going into this.

[B]

Yes, exactly.

[A]

So the lesson here to designers is lock in that strategy early. Okay. And remind the customer of that strategy as you go through this.

[B]

Nice.

[A]

Yeah, yeah. See, we're getting through this. This is legit. This is stuff that we all feel. Right.

[B]

These are literally things that, yes, I have said. Really?

[A]

Have you ever said this one, Sean? Probably. The shit the designers say, number nine, they just don't get designed.

[B]

Oh, yeah, okay. That's a good one.

[A]

Sure. We all felt that at some points, and I know that a lot of us have said shit like that, but what we really mean is I actually explain this like a designer, not like a human. Right. Okay.

[B]

Right.

[A]

And again, you know, this goes back to how designers often aren't the best at communicating.

[B]

True.

[A]

Okay. And so if they're.

[B]

If.

[A]

If their communication is very confusing to the customer. Okay. Well, that's a bigger problem. Okay. Than just tossing it off to the customer. Okay. You know, we need to be able to translate what we're designing, our objectives, our strategy into business language. Because this is the shit that the customer understands.

[B]

Yes.

[A]

They're not going to understand white space. Okay. They're not going to understand all the terms that we use. Hierarchy. Okay. But they'll understand flow. They'll understand terms like this will increase conversions. This will help with click through rates. This is what the customer needs to hear.

[B]

Yes.

[A]

Not talking about how white space, you know, opens things up and. And it balances the piece. What the does it balance? The customer doesn't need to know. They'll just know without one.

[B]

Exactly. Kind of look at each other like, what the hell is this person talking about?

[A]

Right, right, right.

[B]

You just have to go full on Don Draper on that.

[A]

Right. You can.

[B]

If you can do that, you can. This is why your client is going to love this.

[A]

Exactly. Right? Yeah.

[B]

Yes.

[A]

Oh, God. You know, admin such.

[B]

I know.

[A]

If anybody I know. Just watch some Don draper pitches on YouTube.

[B]

He's.

[A]

You'll be wowed.

[B]

Yes.

[A]

Okay. Wowed at this.

[B]

Yeah.

[A]

All right. Ship Designers say number 10. Okay. That's what the client wanted.

[B]

Okay.

[A]

Oh, that's. That's okay. That's what the client wanted. Oh, you did that? Well, that's what the customer wanted. What you're really meaning I gave up? Yes. Okay. I'm phone or. I gave in, unfortunately. Right. Even more so.

[B]

Yes.

[A]

But again, giving in isn't client collaboration. This is not a good thing. It's admitting defeat. It's giving in to the customer. And if you ever want to attain that expert status, giving in isn't it at all. That's not necessarily in. What you need to do is you need to defend what you're doing. Not with feelings and not with design lingo or buzzwords, but with. With business logic. Okay. You need to lead with logic. This is why we did this. This goes back to the strategy. This goes back to, you know, the criteria that we set. We did this intentionally. Okay, Then this way. That's what's going to help them realize that, you know, whatever decision to uglify, you know, what it is that they're creating is. Is not based on the initial set criteria and strategy that you all agreed on.

[B]

Exactly.

[A]

So huge, huge part.

[B]

That's massive. Yes. Yes. Yeah.

[A]

All right. Shit. Designers say number 11. Okay. They don't have the budget. Right. Everybody always says that when they don't get the job. They always say the client didn't have the budget.

[B]

Okay.

[A]

But what we're really meaning, okay, underneath all this is I was selling pixels. Okay. I was selling decoration, because, let's face it, if you can show the customer the value of what it is that you're selling. Yeah, okay. The value in that final product of what you're delivering, they're going to find budget for it, and they're going to. Because they're going to see the value. Exactly. If you're like, oh, yeah, I'll make your flyer look better. Yeah, well, okay, anybody can make the flyer look better, but, yeah, I can make that flyer convert better. I can get more people coming through your front door. You know, I think we can increase what people are going to be ordering off this menu with a different layout. And this is why. Okay, again, going back to. To business logic, business language. Okay. Customers ears will perk up.

[B]

That's right.

[A]

Because now, all of a sudden, they're not. They're not valuing this based on how good it looks. They're valuing it based on what they're going to get out of it. And that's what designers need to remember, because that's the business that we're in, for God's sake.

[B]

Exactly. Yeah, yeah, totally.

[A]

So frame it around the impact. Yes. Not around the cost, ultimately.

[B]

Right, yeah, that's perfect. Perfect.

[A]

All right. Wow.

[B]

Shit.

[A]

Designer, say number 12. Oh, it's still in progress, or. Sorry, it's still in progress.

[B]

It's still in progress.

[A]

Progress. I can't say that.

[B]

Progress.

[A]

The translation. I gave up trying to fix it 30 minutes ago. Oh, okay. Because again, it's like oftentimes when people are saying it's just still in process. You're just delaying the inevitable. Okay. You don't need to go down that road. You can. If you have questions, this goes back to the communication. You have to address them. Okay. You have to go back to your objectives. You have to go back to the criteria that you set. You can't just all of a sudden stop, you know, delaying projects thinking that the outcome is going to change. Okay. You need to stop decorating and you need to start solving problems based on criteria, based on objectives, and based on problems that you're going to dig up. So this way there's not going to be. It's still in progress.

[B]

Exactly.

[A]

Yeah.

[B]

And that'll up your confidence too, right? Because, you know, you followed the rules, your strategy's in Place. Everything's there. Boom. This is good, because, you know, this is what I was trying to achieve. So, yeah. Gonna work.

[A]

Exactly.

[B]

Yeah.

[A]

Right? So much more sense. Totally. All right. Number 13. Shit. The designers say this one's much cleaner. Right. Again, going back to that design language. Okay. But what you're really saying is that I removed some shit from there, hoping for the best. Okay. Which is the worst thing you're doing, because a client thinks that they're getting cheaped out on this one. Right. And you're not giving a good explanation. Okay. Minimal isn't empty. Okay. I'm all for minimal, but it's not empty. Okay. It's intentional. You're removing things to leave only the most important elements of the design in place. Okay. Again, you're not doing anybody any favors. Any designs any favors. If you have three, four calls to action. Yeah. If you want them to check out the QR code, also, go to our website and take advantage. Advantage of this deal right now. Limited time only.

[B]

Stop bossing me around.

[A]

Right. But customers need to see that. They need to. So again, by telling them it's cleaner and you just remove.

[B]

Yeah.

[A]

You're not helping them understand.

[B]

Yeah.

[A]

Why. Why you did this and the value of what you did.

[B]

Exactly. Yes. Yes. Because nine times out of 10, that job was probably designed by committee, and everybody thought, this button should be in here or this call to action should be here.

[A]

Oh, my God.

[B]

Whereas you, as your job is to.

[A]

To.

[B]

To streamline that.

[A]

Absolutely.

[B]

And make it right so that the. The end user has a better path and.

[A]

All right.

[B]

Yeah.

[A]

Designers say. Okay, number 14. It just needs some balance.

[B]

Some balance.

[A]

Right. Which actually means something feels off, and I just don't know why. Right. So again, just so people understand that, you know, vibes aren't strategy. Okay. You can't just feel that something's off. Okay. In this situation, you actually got to give them some sort of, you know, reason why. You know, whether it's the hierarchy, whether it's. Maybe if we align everything left, like, actually explain to them why something feels off. Yeah. Not. It just needs balance. Okay. Because it just needs balance. Barely qualifies as a design language, let alone for a customer. Customer. So, again, use hierarchy language. Use good principles. Okay. Help them understand, you know, why the structure is that it is. And just kind of refrain from using designing terms like balance. Balance.

[B]

Yes.

[A]

All right. And last but not least, okay. That Designers say number 15. Let's just circle back. Which translates to, I need a moment to come my freaking nerves and emotionally recover. From this, before going into meltdown mode, this goes back to. Avoidance is not a process. Okay? It's not.

[B]

It's not.

[A]

You can't avoid it. If there is a problem, okay. You need to deal with them directly. So the lesson is address issues directly. Don't delay them. Don't. Don't just sugarcoat anything. But, you know, I get it. It. Yeah. If you're gonna lose your. On the customer and you just need a moment, but I mean, again, you need to hit these things in the head and clarify them. Otherwise it's just gonna eat. It's gonna kill you inside.

[B]

Exactly.

[A]

This leads out to all that burnout that we keep talking about.

[B]

Right.

[A]

This is not good for anybody's relationship.

[B]

That's. That's definitely not healthy. Although I do, I am a proponent of, you know, stepping back and kind of, oh, 100. You want to write the nastiest email, but you know in your head that that's not the smart thing.

[A]

Oh, man. Dude, so many times I've had phantom emails and I'm just like, yeah, yeah.

[B]

You type it in and then delete it.

[A]

But yeah, rule of. Just a little bit of advice. Yeah. Okay, you can do that. Phantom email. But make sure you immediately. First thing you do is delete the sender who you're sending, who you're sending it to. Because it has happened once where I ranted, I forgot that their name was there and then I thought I was hitting delete. I hit tab and it said, it sent. Sure enough, like half an hour later. Get a response. Laugh out loud. You're hilarious. And so the first thing I do if I'm angry, I'm like, I hit reply and then I delete.

[B]

Delete the day.

[A]

So there's no way in hell I can write what I want then to simmer down.

[B]

Yeah, exactly, exactly.

[A]

So seriously though, the shit that we say. Okay. Doesn't just describe what we do. Okay. But it really does describe who we are to our customers.

[B]

Yes.

[A]

And we're constantly saying how it's really important to attain that expert status.

[B]

Right.

[A]

Okay. So hiding behind blank terms. Okay. Saying one thing but meaning another, you know, it might calm down that situation at the time.

[B]

Yeah. Okay.

[A]

But it is by no means a long term strategy.

[B]

Yeah. You do both parties a disservice by doing that.

[A]

Absolutely.

[B]

You're not being honest.

[A]

Right, Exactly. Right. Say it straight, you know, earn your keep, earn your ground. Okay. And then this way you'll earn that respect as, you know, being the expert in that situation. But you're not going to get it by using buzzwords and fake language and hiding behind terms and sayings and shit. Exactly. Yeah.

[B]

Yeah, exactly. And that'll make you feel better and that'll bring your confidence up because then, you know, you realize clients are just.

[A]

People like us, really. Right, right. And the thing is, it's. They have different objectives than they do. And designers, forget this, okay? Customers objectives are always business objectives. And ultimately they just don't want to get bur whatever project they take on. So if they're hiring you, it's because they're confident in you to be able to deliver. Because their ass is on the line.

[B]

Exactly.

[A]

Okay. There might be other designers that. That promoted, you know, cooler looking or wackier stuff for bigger ideas, but maybe they didn't trust them. Maybe they didn't feel comfortable. Maybe they thought they wouldn't deliver, so they picked you for a reason. So you have to deliver on that reason.

[B]

Yes, yes, yes.

[A]

Cool.

[B]

Oh, that was awesome.

[A]

Geez. And we did this without alcohol all. Maybe we should do more of these with.

[B]

Oh, no.

[A]

I hope you guys got some good chuckles out of this. But there was some legitimate, you know, meat behind this episode. As fun as it is to do so, you know, don't forget your worth, okay? And sell that worth to the customers. Yeah. All right.

[B]

Yeah.

[A]

Hit us up on social YouTube, Instagram. You know where to find us. And don't forget about our newsletter. My name is Massimo.

[B]

My name is Sean.

[A]

Stay creative of and stay angry.