If you’ve been designing longer than five minutes, you’ve heard it: “Make it pop.”
Which is client-language for: “I don’t know what I want, but I’ll know it when I see it, and I’d like you to be psychic by Tuesday.”

Here’s the uncomfortable truth after ~20 years of doing this: vague feedback isn’t a communication “oopsie.” It’s a management tactic. Sometimes it’s unintentional. Sometimes it’s… not. Either way, if you can translate vague design feedback, you stop being a pixel janitor and start being the person who drives decisions, protects scope, and reduces rework.

Let’s turn the nonsense into something you can actually ship.

Why “Make it pop” keeps happening (and why it’s not your job to guess)

Clients give foggy feedback for a few reasons:

  • They’re reacting, not directing.
  • They’re avoiding commitment.
  • They’re juggling internal politics.

Vague feedback is how endless rounds are born. It’s also how you get “managed” without realizing it: you do the work of clarifying, deciding, and defending… while they keep the right to say “no” forever.

If you want a deeper breakdown of stakeholder behavior patterns, read this guide on difficult clients for designers.

But here’s the core issue: vague input creates endless rounds.

Your job isn’t to guess.
Your job is to clarify unclear feedback and convert it into decisions.

Stop designing. Start diagnosing.

When feedback makes zero sense, ask:

What decision are they actually trying to make?

“Pop” isn’t a decision. It’s a vibe complaint.

Instead of interpreting adjectives, decode subjective feedback into measurable levers.

Most vague comments secretly map to one of five things:

  1. Contrast
  2. Hierarchy
  3. Attention
  4. Clarity
  5. Brand alignment

If someone says “make it pop,” respond:

“When you say ‘pop,’ do you mean stronger contrast, clearer hierarchy, more dominant focal point, bolder typography, or more on-brand energy?”

In many cases, this becomes a visual hierarchy issue - how attention is structured and guided.

Now they’re choosing.

Choice creates accountability.

The three questions that kill ambiguity

When you need to translate vague notes into tasks, you don’t ask 20 questions. You ask three.

1) What should the viewer do in the first 3 seconds?

If they can’t answer this, the problem is hierarchy or CTA emphasis.
For structured discovery systems, see design discovery questions.

2) What must NOT change?

This reveals constraints immediately.

3) Show me something that “pops.” What exactly works about it?

Not just references.
References + reasons.

This forces specificity.

Offer two controlled options (never unlimited freedom)

When clients are vague, giving them unlimited possibilities feels “helpful.” It’s actually gasoline.

Instead, you present two defendable directions:

  • Option A: Bold & direct
  • Option B: Premium & restrained

Then ask:

“Which direction are we choosing today?”

This is how you turn vague feedback into a binary decision.

Research consistently shows that too many options reduce clarity and commitment.
Harvard Business Review explains why more isn’t always better when it comes to decision-making.

Two options increase movement. Ten options create paralysis.

The translation recap that locks the room

After every call, send this.

Example recap:

“‘Pop’ = increase headline size by 20%, improve contrast ratio, reduce secondary text weight.
Goal = stronger CTA visibility.
Next step = implement changes and deliver V2 tomorrow.”

End with:

“Reply ‘Approved’ so I proceed.”

Real example from practice:

Recap sent 4:12 PM.
Client reply 4:19 PM:

“Approved.”

This recap is the quiet weapon that reduces rework and prevents the classic move: “That’s not what I meant.”

Cool. They can “mean” something else after they approve - on the next round, as a new request.

Protect yourself from the “endless changes” loop

If feedback doesn’t map to:

  • the agreed goal
  • the chosen direction
  • the defined scope

You respond:

“Is this part of the approved direction or a new direction?”

If new → it’s additional scope.

No emotion.
Just structure.

Using structured assets and systems reduces friction and prevents endless reinvention. That’s exactly the philosophy behind CreativeStock.

FAQ

1) What if the client refuses to choose and keeps saying “I’ll know it when I see it”?
Then you stop presenting open-ended drafts. Offer two directions and ask for a pick. If they won’t choose, you reply: “No problem - once a direction is selected, I can proceed. Until then, we’ll pause to avoid unnecessary rework.” This protects your time and forces accountability.

2) How do I handle feedback that’s basically one stakeholder’s personal taste?
Ask: “Is this preference tied to a goal (conversion, clarity, brand consistency), or personal taste?” If it’s taste, route it into direction choice: “Great - does this move us toward Option A or Option B?” If it’s neither, it’s a new direction request. Treat it accordingly.

3) What’s the best way to document decisions so they can’t rewrite history later?
Send a short recap after every round: what was approved, what’s changing, why it supports the goal, and what happens next. End with “Reply ‘Approved’ to confirm.” That single word is your shield against “That’s not what I meant,” and it’s the simplest way to turn opinions into decisions fast.

Final reality check

You are not a mind reader.
You are a decision engine.

Your value isn’t guessing taste.
It’s converting adjectives into action.

If you’re done chasing vague feedback and want systems that protect your time, explore the full framework here:

View pricing and structure.

Ship faster.
With fewer rounds.
And less drama.