“The art of leadership is saying no, not saying yes.” — Tony Blair
Be it an RFP for a prospective client or a specific project for a current one, marketing agencies have a tendency to jump at every opportunity. Why? Potential revenue plays a part, of course, the need to pay our employees, keep the lights on, grow. On a less practical level? Those of us in client service are, by nature, helpers. It’s baked into our DNA. So when a challenge materializes, we jump at the chance.
Unfortunately, this reflexive “yes” doesn’t always end so well. The reason? Because the best interests of both parties are at odds with each other.
Which is why LoSasso Integrated Marketing has modified its evaluation process for new business and client work. Where we once chased business with single-minded enthusiasm, we now spend deliberate time contemplating the fit — in our experience it’s all about the fit. This may seem obvious, but it takes discipline to slow down the process enough to ask a simple tough question — If I were this client, would I hire this agency? It is critical to establish that the relationship be mutually beneficial to both parties and many factors come into play. Are we too small to support their business? Are we too big to support their account? Are we well suited to do great work on their behalf? Do our cultures align, our values?
Not surprisingly, since our move away from a more emotional approach to something more qualitative, we find ourselves politely declining more RFP’s than we accept. That is, we’ve taught ourselves to say “no.” We engage the prospect in transparent conversations very early in the process to gauge the fit and if we don’t feel certain, we politely point them in the right direction with a goal of helping them find the right partner.
With our clients, we sometimes find ourselves employing this difficult two letter word to effectively set expectations. Let’s face it — working in a service industry guarantees you’ll have many client bosses. Even within a single company you might have a handful of contacts, all making diverse requests. And while it’s our job (and pleasure) to deliver, the onus is on us to ensure that we align budgets, deliverables and timelines realistically. Clients have needs and pressures that are very real, but when we’re asked for something unrealistic or fraught with risk — “yes” can be a very bad answer even when it is what the client wants to hear.
By having the confidence to say “no,” however, we’ve found the conversation often takes a positive turn, one where the client reconsiders exactly what’s needed versus the project’s original scope. And guess what? More often than not mutually beneficial compromise breaks out, which tends to strengthen the agency-client relationship. And with more realistic goals in place, work can begin with both parties satisfied they’ve successfully navigated some choppy waters and emerged the other side having made a sound business decision.
When an agency says “yes” when they should say “no” they set themselves up to be holding the proverbial bag when things go south. Worse still, it can leave a client in a difficult situation with their boss — and nothing will sour a relationship faster than that.
In the words of Judith Sills Ph.D., writing in Psychology Today, “Wielded wisely, No is an instrument of integrity and a shield against exploitation. It often takes courage to say. It is hard to receive. But setting limits sets us free.”