You're fired!

This piece was originally published in 2007.

Certainly you've heard this expression more than a few times in the last couple years, often in the unmistakable voice of Donald Trump as he dispensed with yet another “apprentice” who didn’t live up to his standards. This month, I want you to consider if there isn’t a client or two that you’d be better off saying them to. That’s right: Fire a client.

A few years ago, we had a client at Grunder Landscaping who became a real problem for us. This lady had a very nice house and was willing to make a considerable investment in her landscape. But she also believed she knew more about landscaping than we did and so she constantly second-guessed us and insisted we do all kinds of things that we knew were horticulturally unwise.

My managers tried to alert me to how difficult she was and while I understood their concerns, I was still reluctant to address the situation for fear of losing her as a client. We are all trying, of course, to make money in this business, and a client who will consistently provide you with $30,000 a year in business is not easy to find. But one day I went to the jobsite and, after something very strange happened, I began to see our relationship with her in a different light. While inspecting the site, I watched as one of my best team leaders walked over to a pole in her yard and rang a large bell that was attached to it. He then returned to the truck with his team and they prepared to head home for the day. I signaled for him to wait and I walked over to ask him about what I had just witnessed.

When I asked him why he rang the bell, he explained that that was what the client wanted him to do when they began and finished their work for the day. “She writes down the time,” he said. “I guess to make sure we’re here.” I asked him what he thought of being asked to do this and he said that he thought it was childish and insulting but he thought we needed her business. The next day I called her and told her that while we appreciated all the business she had done with us, we just weren't a good match for her anymore. I think we had a small breakthrough at Grunder Landscaping that day. My team realized that making money was important, but it had to be for the right reasons. It’s true we were turning a profit from her job, but it wasn’t the margin we should have been making.

I want all of you to think about your relationships with your clients. Think about what characteristics you want in a client and then set about finding ones that fit your profile. In your next company meeting, ask your team if there are any clients you should fire. Keep the discussion professional – it isn’t meant to be a laughing matter. Talk about problematic clients and analyze the impact they’re having on your company’s bank account and spiritual bottom-line. And should the bad outweigh the good, then you know what you have to do.