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    Tom Speight
    How to decline business
    Topic posted January 23, 2012 by Tom SpeightElite Contributor, last edited January 27, 2012
    386 Views, 6 Comments
    Title:
    How to decline business
    Content:

    I'm faced with a bit of a quandary.  We're a small firm but have a lot of business at present.  I do pretty much all the field work (not counting wetland stuff) and Phase I/Phase II stuff.  I routinely pull about 6-10 hours of overtime every week.  Add that to the prevailing conditions of fast turnaround times, sharp drop-dead dates for closings, and the rest.

    Not to get personal, but I'm going to be on medical leave for a couple weeks in the near future, for some rather major surgery.  After that I'll be on light duty for a couple months, and may be working part-time for a while during recovery. During that time our work volume capacity will be pretty limited... some of the work can be reapportioned to the other people here, but there's going to be a big hole.

     

    Any suggestions on how to decline/defer/delay work without alienating the clients so that they don't come back?

     

    Comment

     

    • Show/Hide Replies
      Lauren617
      posted January 26, 2012 by Lauren617Elite Contributor

      Tom, we certainly wish you a speedy recovery!

      This seems like one of those situations where good relationships with your clients prior to having to defer work will pay dividends. Is there another nearby firm you could recommend to your clients? 

      • Tom Speight
        posted January 26, 2012 by Tom SpeightElite Contributor
        There are, but we're hesitant to do that because I'm (me personally) afraid that the client will just call them the next time they need something.
    • mkulka
      posted January 26, 2012 by mkulkaElite Contributor

      We get log jammed a couple times a year and simply have to say no.  We cannot meet a turn around time and woiuld prefer to pass than fail.  Be honest and your customer will likely come back.  Do not have protectionist fears.  If they are with you, they like you and will be there when you are back in better capacity.  In fact, you may be shown a bit of appretiation as know one knows how to take care of your good customers like you.

      Good luck and have a healthy recovery.

    • Heatherc
      posted January 27, 2012 by HeathercMember

      Honesty is always the best policy. I'm sure they will understand, especially if you have long standing client relationships and a mutual trust of one another. They will likely even feel sympathetic toward your situation and bombard you when you're back on your feet. You could also try to sub out some of the work if you feel comfortable doing that, but I understand that not all people trust that the work will get done correctly, completely, or within the given deadlines. It might be worth a shot if you've already established some trustworthy contacts. Either way, best of luck to you, and best wishes for a speedy recovery.    

    • pbrannigan
      posted January 27, 2012 by pbranniganMember

      I am facing the same problem as my company has shifted targets.   I feel your pain no one likes to turn down business.  I agree honestty is key here.  However there are two other avenues:

       

      1) Can you hire contractors to work for you for a specific level of time through your surgery that way you get some of the business? Or even an internship program for a college that you could mentor people to do more of the "heavy lifting". 

      2) Set up a referral business with a competitor maybe a bit outside the local area to refer clients to and that they can do the same and get a percentage of the business.   It should be a win win arrangement. 

      Best on your medical challenges and here's to a speedy recovery.

       

    • geodc
      posted January 27, 2012 by geodcContributor

       Tough question, I think, because I think it will have to be considered case-by-case per client, depending on the relationship, volume, etc. I've had similar experiences having to turn down work - not because we were too busy, but because my employers did not value smaller clients as much as others and devote resources necessary to meet their needs. It was a narrow view, in my opinion, because I really wanted to maintain those relationships and it's served me well. Eventually, I just took the approach of occasionally recommending some competitors that I thought produced quality work. I made sure they knew that I was not going to serve them unless I was sure I had the resources to do so. You have to offer options to some degree, but at least you are able to offer the option of deferring some things.