Has anyone else felt awkward being the middle person between a high-maintenance client and an overwhelmed internal team? One of my clients sends multiple urgent requests every week and I’m constantly over-explaining delays or sugar-coating timelines just to avoid conflict. Meanwhile, my internal team is frustrated, stretched thin, and quietly annoyed with me for pushing so hard. I feel like I’m absorbing everyone’s stress and starting to burn out. How do you manage expectations on both sides without becoming the scapegoat or damaging relationships?

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All the time. If you don’t establish boundaries early, you basically harmed yourself. I also try and remind myself that you attract more bees with honey, and try and stay on the good side of my internal team even when I don’t need things from them, as it helps get things back to me more timely as there’s a relationship there.

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I’ve found that clear documentation and setting expectations early can really help. I let clients know what’s realistic, then back it up with timelines agreed on by the team. It’s not foolproof, but it builds trust and takes some pressure off me as the go-between.

Every time. Can I ask the nationality of the client company? That may influence my advice as it’s different for some countries. For example, South Korea.

•Try to have status meeting with your point person at the client if you don’t yet - good to hear about the stress they have - usually it’s coming from above. So meeting them with empathy can you help you anticipate their needs and dysfunction. That way you get an understanding of the situation and possibly map out a game plan together. But make sure to coordinate with your account superiors as well so to not overstep nor commit to something out of scope.

•Don’t say yes to the client without consulting with your internal team to know their capacity and resource planning. You can’t commit them to a client project (either in scope or ad hoc) without consulting with them.

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