When a client hires you to build or consult on custom software, it’s almost never a casual engagement. The software you’re building may be a key component of their business, and in some cases even directly tied to their livelihood. In that kind of high-stakes environment, trust is extremely important.
Being a trustworthy consultant isn’t just about delivering the results that work. It’s about consistently demonstrating that you understand the weight of the responsibility, and acting in a way that earns and retains your client’s confidence. Most developers want to be trustworthy because they care about people and take pride in their work. But actually embodying trustworthiness, especially under pressure, takes more than good intentions.
The very best consultants I know work actively to make sure they’re trusted by their clients. Here are four habits I’ve noticed from watching them.
1. Over-Communicate Expectations
When you’re trying to be helpful or move quickly, it’s tempting to make assumptions. You might skip asking a clarifying question about a requirement or downplay an ambiguous deadline. After all, you don’t want to bother anybody, and you also want to look like you’ve got it all under control.
But skipping communication is always a risk. Misaligned expectations are one of the fastest ways to erode trust.
Instead, make it a habit to confirm, clarify, and reiterate expectations, especially around things like scope, timing, and priorities. If something changes, communicate that change quickly and clearly. Clients typically don’t mind this. In fact, they often greatly appreciate it.
2. Be Conservative with Estimates
Estimation is a critical piece of the software development lifecycle. When clients are looking for estimates, especially on the fly, it’s easy to give an optimistic answer based on the ideal scenario. But development rarely follows the ideal path. Unexpected edge cases, team availability, system complexity, and integration quirks all introduce risk.
A trustworthy consultant doesn’t pretend to have a crystal ball. They provide estimates that reflect not just what should happen, but what probably will happen. That means factoring in the potential for delays, uncertainty, and decision-making overhead.
The more complex the task — whether due to technical depth, business rules, or coordination needs — the more buffer you should include. Clients appreciate realism, not wishful thinking.
3. Voice Your Concerns
Your client is smart and empathetic. But they’re relying on the whole team to surface the risks they can’t see. You should consider yourself responsible for communicating when you sense a problem on the horizon, or right in front of you.
This doesn’t mean you need to sound the alarm at every bump in the road. But when you see a meaningful concern – technically, operationally, or strategically – flag it early. Start a thoughtful conversation. Share your reasoning. Clients want to know you’re looking out for their best interests, not just your task list.
Even if they decide not to act on your concern, they’ll trust you more for raising it.
4. Own Your Mistakes Transparently
Nobody writes perfect code. Bugs happen. Miscommunications happen. Deadlines get missed.
The difference between a trustworthy partner and a shaky one is in how they respond to mistakes. Do they hide them? Deflect responsibility? Or do they step up, communicate clearly, and work collaboratively to fix the issue?
If you find a bug you introduced last week, you could quietly fix it. But that doesn’t build trust. Instead, call it out, explain what happened, and describe how you’re addressing it. This signals integrity and inspires confidence for when problems inevitably arise down the road.
Trust is Habitual
These behaviors are all habits, and you probably have many opportunities every week to practice them. Every time you take the extra moment to clarify, every time you raise a concern, every time you admit a misstep — you’re reinforcing the trust in a relationship that will withstand the challenges ahead.
These behaviors can feel uncomfortable at first for many different reasons. But as they solidify into habits, they become more and more comfortable. That’s when your clients start to feel it too. They stop worrying about what’s happening behind the scenes, because they know you’ll tell them. They stop wondering if you’re making smart choices, because you’ve shown them you do.
And that’s when you become not just a software consultant — but a true, trusted partner.