Cull The List

From what I hear from firms and consultants to firms, it seems that leaders are taking seriously their client lists. Many report that they are examining their clients to determine whether they are right for their firm. It’s an excellent exercise and an annual necessity.

One of the factors used to determine whether to cull a client is if they are a “difficult client.” I hear about difficult clients from staff, managers and partners. It seems that difficult clients abound.

Difficult Clients

There certainly are clients who are difficult. They don’t follow through on their commitments they make to you. Or worse, they don’t respond at all. There is little joy in serving clients who continue to be disrespectful. These clients you should disengage.

But there are other clients who may appear to be difficult, but only because of you didn’t do your part. For instance, if clients are surprised about what you charged them, that’s on you. Why didn’t you have the fee discussion before you did the work? Their complaint is reasonable. You’re the professional and you know, under normal circumstances, what it will take to complete. If there is more than expected, talk to your client and make the adjustment.

Sometimes clients complain that you aren’t responsive enough. That doesn’t mean they are difficult. It means you haven’t had a discussion about their expectations. How can you possibly meet them if you don’t know them? Or, if their expectations are unreasonable, how would they even know?

The purpose of reviewing and culling your client list is to identify those clients who get in the way of your firm’s growth. But before you cull, be sure that your “difficult clients” really are difficult and not because you have failed to find ways to serve them well.