As selective experts, it is not in our interest to pursue project work that is tactical in nature or well below our Minimum Level of Engagement. This does not mean we do not take on project work from time to time. Obviously, we undertake project work for existing clients with whom we have larger, more comprehensive and strategic relationships. We may choose to take on new project work if it meets certain criteria, such as, if we have capacity, if we can do it profitably, if it does not impair our ability to obtain more appropriate strategic work from the client in the future and if we do not have to compete for it.

Project work is a byproduct of pursuing a small number of more meaningful engagements. We use it to fill gaps in capacity, but it is not the mainstay of our practice. If we were to accept even half of the project work that comes to us, then we would find ourselves aimlessly building a tactical firm burdened by too many small clients and projects, with the commensurate challenges of poorer financial reward and less fulfillment. We will refuse more project work than we accept, but from time to time we will accept it. It is here that we would waive our Minimum Level of Engagement.

Waiving Our Minimum Level of Engagement

When we do choose to waive our minimum and accept either project work or the occasional more meaningful strategic engagements just below our minimum, we can still benefit from its power by keeping it in place as an obstacle that we may or may not move aside.

Delivering our Minimum Level of Engagement early teaches us of the client’s ability to afford us. If we find that the client does not meet our minimum, but for other reasons, may still represent a lucrative opportunity, we can simply follow up with language such as, “Before I say no, let me ask you a few questions.” This keeps the minimum in play and lets us continue to gather information to make an assessment of the fit. In this way, we better manage the dynamics of the buying cycle.

If we determine the fit is suitable and we decide we would take this client on as one of our few exceptions to our minimum requirement, we must ensure that removing the minimum is the last thing we do before accepting the engagement. We never want to be in a position where we agree to waive our minimum only to hear, “Great, we’ll send you an RFP,” or, “Now we need to meet with a few more firms.”

We use our Minimum Level of Engagement like any other objection that we raise early for the client to overcome. Like the others, we reserve the right to remove it. This is the power of no. When we use it, it helps us measure and improve our place in the relationship, and it’s only as permanent as we need it to be.