Are your high maintenance clients high value clients?

Transcript

Hi there, it’s Peter Winick. I’m the founder and CEO at Thought Leadership Leverage, and here’s the idea that I’d like to share with you today, and that’s this: We all have clients that are high maintenance, and we have clients that are low maintenance.

One of the observations I make in my work—working with authors, thought leaders, academics, consultants, etc.—is that oftentimes, the high-maintenance clients are not the high-value clients. So let me sort of unpack that a little bit. It’s okay to have high-maintenance clients; some clients are more demanding, take more time, require more handholding—whatever the case may be. But I think what you need to do is take a look at that against the value that they’re providing for you and for your organization, and see if the exchange of time, energy, effort, and resources is equitable.

Because oftentimes, the high-maintenance clients are actually low-value clients, and that’s a bad place to be, right? If you’re spending more energy and effort and receiving less outcome on the other side of it, you need to change the dynamic there.

There are lots of ways to do that. You can do that with pricing, you can do that with a transparent conversation, or you can do that by firing a client if you need to. So again, my question for you is: Is the value-to-maintenance ratio equitable and fair for both parties? If it’s not fair for you, do something about it.

I’d love to hear your thoughts!