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Saying No

This page defines how to decline out-of-scope or misaligned requests professionally and clearly.

Why Saying No Matters​

  • Accepting misaligned work damages our reputation
  • Scope creep destroys project economics
  • Unclear boundaries create client disappointment
  • Saying yes to everything means delivering nothing well

Saying no is not a failure — it's quality control.

When to Say No​

Definite No (Non-Negotiable)​

Always decline requests for:

  • Managed hosting or infrastructure operations
  • 24/7 support or on-call availability
  • Software development of custom applications from scratch
  • Guarantees about third-party software behavior
  • Anything that creates artificial dependency on us

These are structural boundaries, not preferences. They do not flex.

Conditional No​

Decline unless conditions change:

  • Scope significantly exceeds budget
  • Timeline is unrealistic for quality work
  • Client lacks necessary internal capability and won't build it
  • Requirements are undefined and client won't invest in defining them
  • Previous conversations have revealed serious misalignment

Escalate Before Deciding​

Escalate internally when:

  • Request is in a grey area
  • Client is high-value but asking for something unusual
  • You're uncertain whether something is in scope
  • Request involves significant scope or pricing decisions

How to Say No​

Structure​

  1. Acknowledge the request
  2. State the decline clearly
  3. Explain briefly why
  4. Offer an alternative if appropriate
  5. Keep the relationship intact

Example Scripts​

For non-offerings:

"I understand you're looking for managed hosting. That's not something we provide — our model is focused on consulting and enablement while you retain operational control. I can recommend some hosting providers who specialize in that if it would be helpful."

For scope issues:

"What you're describing is a larger scope than what we discussed. I want to be upfront about that rather than let it surface as a problem later. Let's talk about whether to adjust the scope or the budget."

For misalignment:

"Based on our conversation, I think there may be a mismatch between what you're looking for and what we offer. You need [X], and our model is specifically designed around [Y]. I'd rather be honest about that now than have it become an issue mid-project."

For timeline pressure:

"I understand the timeline pressure, but I'm not comfortable committing to that schedule. Rushing creates quality problems that cost more to fix than they save. I can offer [realistic alternative] or we can discuss reducing scope to fit the timeline."

For budget constraints:

"The scope you've described doesn't fit within that budget. I'd rather tell you that now than deliver something inadequate. We can either reduce scope to match the budget, or revisit the budget to match the scope. What makes more sense for your situation?"

Language Patterns​

Clear and direct:

  • "That's not something we offer"
  • "That's outside our scope"
  • "We can't commit to that"
  • "That's not how we work"

Softened but still clear:

  • "Our model doesn't include that"
  • "We specifically don't provide that"
  • "That would fall outside what we do"
  • "We're not the right fit for that"

Language to Avoid​

  • "Maybe we could..." (when you can't)
  • "I'll see what I can do" (when you won't)
  • "That might be possible" (when it isn't)
  • "Let me check" (when the answer is definitively no)

Handling Pushback​

When clients push back on a no:

"But we really need this"​

"I understand it's important to you. That doesn't change what we're able to offer. Let me suggest some alternatives that might address the underlying need."

"Can't you make an exception?"​

"These aren't arbitrary rules — they're structural to how we operate. Making exceptions would compromise the quality we're able to deliver. I don't think that serves either of us well."

"Your competitor does this"​

"Different companies have different models. Ours is specifically designed around [our principles]. If what you need is [the thing we don't do], you may be better served by a vendor with that model."

"We'll pay more"​

"It's not a pricing issue — it's a scope and model issue. Some things we don't do regardless of budget because they're outside our expertise or would compromise quality."

After Saying No​

  • Document the conversation
  • If appropriate, suggest alternative vendors or approaches
  • Maintain professional relationship for potential future fit
  • If you said no to scope creep, confirm remaining scope clearly