Do not make the client perform your judgement for you.
Explore widely.
Then edit.
Your process may contain fifty ideas.
The client does not need fifty ideas.
Judgement is part of what they hired.
Present recommendations
Present the direction you believe should be pursued.
If several directions represent genuinely different strategic choices, explain those choices.
Do not create artificial options simply so the meeting contains a vote.
Five nearly identical screens are not five meaningful directions.
Make a recommendation.
Explain the work
Do not send important design work without context and wait for reactions.
Present it.
Restate the problem.
Explain what was learned.
Explain the relevant constraints.
Show how the work responds.
Identify where uncertainty remains.
Then ask for feedback against the criteria that matter.
The review should not begin with "What do you think?"
Ask for useful feedback
Stakeholders know things you do not.
Use that.
Ask whether the design conflicts with business reality.
Ask whether important requirements are missing.
Ask whether content is accurate.
Ask whether organisational constraints have been misunderstood.
Ask what concerns them and why.
Do not turn design review into preference voting.
"I don't like this" is information.
It is not yet a reason to change the work.
Find the concern underneath it.
Prototype what matters
If the important question concerns behaviour, build behaviour.
If it concerns motion, show motion.
If it concerns responsiveness, test responsiveness.
If it concerns performance, a static prototype cannot answer it.
Use the fidelity required to answer the question.
No more.
No less.
Review what ships
The designer's responsibility does not end because development has begun.
Use the implementation.
Check responsiveness.
Use a keyboard.
Test with real content.
Test error states.
Check edge cases.
Compare the result with the intended experience.
The design is what reaches people.
Not what existed in the design file.