When I began selling prospecting training and coaching for my new employer, I couldn’t get my first sale fast enough. Although I had been in sales for over 20 years, this was a new start and I was anxious to prove myself.

As it turned out, I was on the job for one day before the attacks of 9/11. In addition to being a shocking and life-changing tragedy for us all, it certainly made cold-calling difficult . It just didn’t feel right to call strangers and talk to them about sales training in the wake of such a horrific attack. Yet that was my job.

Slowly, but surely, business returned to a state of resigned normalcy. Life and business, after all, had to go on. I began to make more and more dials every day to fill my pipeline.

It had been three months and still I had no sales on the books. I had been prospecting like crazy and was even working on several proposals. Some were close, but none were moving fast enough for me and I was frustrated.

So when one of my prospects called to say they were ready to go, I was thrilled! Then I heard them say that wanted me to deliver a shorter, less-expensive version of the program I had recommended. My heart sank.

It was tempting, but I knew it wasn’t the right solution for them. They would not be satisfied with their results in the end and it would lead to nothing but problems.It was really tough, but I told them “no”.

The prospect couldn’t believe it, “What do you mean, ‘no’? I said I wanted to go ahead with the training.” I assured him that I had indeed heard him but, in good conscience, I simply could not give him part of a program knowing he wouldn’t see a return on his investment.  

He tried to argue with me, saying he knew his people and what they needed, but I politely thanked him and hung up the telephone feeling disappointed and angry but resigned to my decision.

That was years ago, and I still have to fire “difficult” prospects and clients from time to time. Sometimes they are just too demanding. You know who they are: the ones with endless RFP processes and hoops to jump through, those who ask for an unreasonable number of references, people who don’t return your phone calls and emails, and prospects that can’t make a decision and make it all about price.

Due diligence is fair, but too many demands, without any kind of commitment can feel downright abusive. When I get nothing but pushback, problems and excuses, I have learned to let go.

I have learned that the way a prospective client treats you up front is the best indicator of what they will be like to work with.

Of course, we need to treat our prospects well and work diligently to earn their business, but if they are unreasonable and overly demanding at the beginning of the journey, it is sure to be a rough road ahead.

 When would you “fire” a prospect or aclient?