The Art of Saying No: How Selectivity Became Our Competitive Advantage
Omythic turns away more business than it takes. Here's why that's the strategy.
Business
Strategy
Omythic
Leadership
Written by
Mark Andrew Palmer
Creative Director & Brand Architect
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Table of Contents
Last year, Omythic turned away over $2 million in potential revenue. Not because we couldn't handle the work. Because the work wasn't right.
Why We Say No
The Art of Saying No: How Selectivity Became Our Competitive Advantage
Every "yes" is a "no" to something else. When you say yes to a client who doesn't share your values, you're saying no to the one who does. When you say yes to a project that doesn't excite you, you're saying no to the one that would.
“Your competition isn't other companies. It's indifference.”
The Selectivity Framework
Mission alignment: does this client's purpose resonate with ours?
Creative ambition: are they willing to do something remarkable?
Decision-making authority: can the person in the room say yes?
Budget reality: is there enough investment to do the work justice?
Chemistry: would we want to have dinner with these people?
If the answer to any of those is no, we pass. It sounds simple. It's the hardest thing we do.
The best business decision you'll ever make is the one you don't make.
Topics
Business
Strategy
Omythic
Leadership
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About the Author
Mark Andrew Palmer
Mark Palmer is a creative director, brand architect, and digital advertising expert based in Louisville, Kentucky, with offices in Cincinnati and Nashville, serving clients worldwide. He is the founder of Omythic, Agency AEO, Makespace, Web Wishery, A Life Well Lit, and several other active ventures. He has been making brands, companies, and waves since 2006. This is his digital home base.