Talk That Delivers: 10 Techniques to Keep Contract Managers Communicating—Formally and Informally

Jim Bergman

Talk That Delivers: 10 Techniques to Keep Contract Managers Communicating—Formally and Informally

Contracts thrive on clarity. But clarity doesn’t come from documents alone—it comes from dialogue. And when customer and supplier contract managers communicate regularly, both formally and informally, contracts move from static agreements to dynamic partnerships.

Yet in many organizations, communication is either overly rigid or dangerously casual. Structured meetings happen, but they’re infrequent or overly scripted. Informal chats are rare, or they happen without context. The result? Misunderstandings, missed opportunities, and a reactive posture that slows delivery.

The solution isn’t more meetings—it’s smarter communication. It’s about building a rhythm of structured updates and spontaneous check-ins. It’s about ensuring that contract managers on both sides have the channels, trust, and habits to talk early, often, and effectively.

Here are ten techniques to make that happen.

1. Establish a Communication Protocol Early

Before the contract kicks off, define how the customer and supplier contract managers will communicate. What channels will be used? How often? What types of issues warrant a call versus an email?

Why it works: It sets expectations and prevents awkward silences or overreliance on formal meetings.

2. Schedule Standing Check-Ins

Set up recurring meetings—weekly, biweekly, or monthly—depending on contract complexity. These should be short, focused, and consistent. Use them to review progress, flag issues, and align on next steps.

Tip: Keep agendas light but purposeful. Leave room for open discussion.

3. Use Shared Collaboration Spaces

Create a shared digital workspace—whether it’s a Teams channel, a shared folder, or a contract dashboard. Use it to post updates, share documents, and log decisions.

Impact: It keeps both sides informed and reduces email clutter.

4. Encourage Informal Touchpoints

Not every conversation needs a calendar invite. Encourage contract managers to pick up the phone, send a quick message, or grab a virtual coffee. These informal chats build rapport and surface issues early.

Best Practice: Normalize informal outreach as part of the relationship—not a sign of escalation.

5. Document Key Takeaways from Informal Chats

Even casual conversations can lead to important decisions. Encourage contract managers to jot down key takeaways and share them in the collaboration space or via email.

Why it matters: It ensures continuity and avoids “he said, she said” confusion.

6. Use Structured Templates for Formal Updates

For scheduled reviews, use consistent templates—status reports, issue logs, action trackers. This keeps meetings focused and ensures that both sides are speaking the same language.

Example: A monthly performance review might include delivery metrics, SLA compliance, and upcoming milestones.

7. Train Contract Managers in Communication Styles

Not all contract managers are natural communicators. Provide training in stakeholder engagement, active listening, and conflict resolution. Help them understand when to escalate and when to collaborate.

Tip: Include communication modules in contract management onboarding.

8. Build Escalation Paths That Encourage Dialogue

Escalation shouldn’t be a threat—it should be a process. Define how issues move up the chain and ensure that contract managers are empowered to resolve problems before they escalate.

Impact: It builds confidence and reduces unnecessary tension.

9. Include Communication Metrics in Performance Reviews

Track how often contract managers meet, how quickly they respond, and how effectively they resolve issues. Use this data to reinforce good habits and identify gaps.

Best Practice: Make communication a KPI, not just a soft skill.

10. Celebrate Communication Wins

When a contract manager resolves an issue quickly or builds a strong rapport with their counterpart, recognize it. Share the story. Highlight the impact. Make communication part of your success narrative.

Why it works: It reinforces the value of proactive dialogue.

Final Thought: Communication Is the Contract’s Lifeline

Contracts don’t deliver themselves. People do. And those people need to talk—regularly, clearly, and authentically. When customer and supplier contract managers communicate well, contracts move faster, issues resolve smoother, and delivery becomes a shared success.

This isn’t just about avoiding problems—it’s about unlocking potential. It’s about turning structured updates into strategic alignment, and informal chats into early warnings. It’s about building a rhythm of communication that supports every clause, milestone, and outcome.

So here’s your call to action: Audit your current communication practices. Are they structured? Informal? Frequent? Effective? If not—start building the framework.

Your thoughts?

Unknown's avatar

Published by Jim Bergman

Jim Bergman is a commercial contract professional with global experience spanning the USA, Latin America, UK, Europe, China, South Korea, Japan, India, SE Asia, the Middle East, Africa and Australia. He has worked on a wide range of direct and indirect spend categories in numerous sectors, developing a deep knowledge of services, goods and technology procurement and sales. Across this wide array of commodity and services experience, Jim has found the keys to success in maximizing value for money through customer-supplier relationships founded on innovative category management and strategic sourcing practices, key performance metrics and measures, as well as Total Cost of Ownership principles and collaborative contracting tenets. He has shared his knowledge through advisory engagements, as well as in developing and delivering training programs both on-line and in classrooms, in both open-enrollment and internal environments. Jim has assisted his clients through all phases and steps of contracting, negotiation, strategic sourcing and bidding processes, demonstrating value generation in excess of $250 million. His audiences and clients have included over 7,000 attorneys and commercial professionals students from over 1,000 corporations and public-sector entities.

Leave a comment