Deciding what to accept.
WHAT TO ASSESS
Whether you can deliver it well Whether the timeline is achievable Whether the budget covers the work Whether the client is workable
WHAT WARNING SIGNS EXIST
Reluctance to sign anything Pressure to start before terms are agreed Vague scope with a fixed price Negotiating hardest on price Complaints about previous suppliers Urgency without reason
WHY THAT LAST TWO MATTER MOST
A client who was failed by everyone before is frequently the common factor, and manufactured urgency prevents proper agreement.
WHAT TO DO WHEN A PROJECT IS BEYOND YOU
Say so, and either decline or bring in someone who can.
WHY HONESTY PAYS HERE
Failing publicly costs more than the fee.
WHAT TO CONSIDER ACCEPTING BELOW RATE
Work that builds a portfolio you lack A client likely to return Something you want to learn
WHAT TO NEVER ACCEPT
Work for exposure Terms you would not defend Anything requiring you to misrepresent
WHAT TO ESTABLISH BEFORE COMMITTING
Who decides What success looks like When payment arrives
WHAT TO TRACK
Which clients were profitable and pleasant.
WHAT TO DO WITH THAT
Pursue more like them, and decline more like the others.
WHAT CAPACITY TO PROTECT
Enough to deliver existing commitments well.
