This article is part of the WorkflowMaps Certified Strategist course.
The best discovery sessions are not built on asking great questions. They are built on what happens between the questions. How you listen, respond, and guide the conversation determines whether a client gives you surface-level answers or reveals the real picture of how their business works.
WHY LISTENING MATTERS
Poor listening creates three problems in discovery sessions:
You miss critical details. You are thinking about your next question while the client mentions something important. That detail disappears.
The client does not feel heard. When people do not feel heard, they give shorter answers and hold back the real problems.
You build the wrong map. You think you understand, but you only have half the picture.
THREE LISTENING TECHNIQUES
Mirroring
Repeat the last few words the client said with a slight upward inflection, then stay silent.
Client: "We have been having issues with the onboarding process for months."
You: "For months?"
Then you stay quiet.
They will elaborate. They will explain. They will share details they were not planning to give you. Mirroring shows you are paying attention without interrupting their train of thought.
Labelling
Name the emotion or situation you are observing. Use "It sounds like..." or "It seems like..."
Client: "Every time we try to fix this, something else breaks."
You: "It sounds like you have been dealing with a lot of frustration around this."
They will either confirm it ("Yes, exactly!") or correct you. Either way you learn something valuable. Labelling makes clients feel understood, which makes them more open.
Summarising
Play back what you have heard in your own words and end with "Is that right?"
"So if I am understanding correctly, when a new client signs up, the information goes into three different systems and nobody is sure which one is the source of truth. Is that right?"
This confirms your understanding and gives the client a chance to correct the map before you move on. Use it after they explain a complex process, before moving to a new topic, and at the end of each phase.
FOUR FACILITATION SKILLS
Redirecting
Bring a client back on track when they go off on a tangent.
"That is really interesting context. I would love to come back to that. For now, can we keep walking through what happens next in the process?"
Use this without apology. You are not being rude; you are doing your job as a facilitator.
Parking
Set aside something that is important but not relevant to the current topic.
"That is a great point. Let me note that down and we will make sure we come back to it."
Keep a visible note somewhere the client can see. This builds trust that you are not dismissing their comment.
Pacing
Watch the clock throughout the session. Phases 1 to 3 need to stay on track for the wrap-up to land well. If mapping is taking longer than expected, start simplifying: capture the key steps and note where more detail exists. You can add depth after the session.
Transitioning
Signal clearly when you are moving between phases.
"Great. We have a complete map of the process. Now I want to go back through each step and get some rough numbers attached so we can see what this is actually costing. Let us start from the top."
Clear transitions prevent the client from wondering what is happening or why you have changed direction.
HANDLING DIFFICULT MOMENTS
The Rambler
Gives long answers that go off topic and do not advance the map.
Redirect: "That is great context. What specifically happens next in the process after that step?"
The Surface-Skimmer
Gives vague, brief answers that do not give you enough detail to map accurately.
Use mirroring and follow-up: "Can you walk me through a specific example of that happening?"
The Defensive Client
Feels judged when you probe problems or inefficiencies. May become protective or dismissive.
Use labelling: "I want to be clear that I am not here to judge how things have been done. I am here to understand so I can actually help. It sounds like this has been a challenging area."
The Solution-Jumper
Keeps jumping to solutions mid-mapping rather than describing the current process.
Redirect: "That is a great idea and I am noting it. For now, can we finish mapping how it works today? We will use all of this in the recommendations."
THE UNDERLYING PRINCIPLE
Your job during the mapping phase is to understand, not to evaluate. The moment you start offering opinions or suggesting solutions, the client's attention shifts to responding to you rather than describing their process.
Map first. Diagnose later. The FixFlow report does the heavy lifting on analysis. Your job during the session is to get an accurate, complete picture of what actually happens.