“Morton, thank you for sending this. The board and I have reviewed your proposal and recognise its value, but the cost is too high. If we can agree on a lower fee, I can approve it.”

It was Friday afternoon, and while I was happy for the call, it wasn’t the conversation I’d expected, so I thought I needed time to consider my response before discussing it immediately.

Essentially, they wanted the higher option but at a much lower fee.

I wanted the business, but I understood that lowering my fee would have broader implications. It would set a precedent for future negotiations and likely result in reduced fees over time.

More importantly, I needed to uphold the principles I advocate. I could not promote knowing your value and the impact of your work, then immediately discount my fees at the first objection.

I suggested, “Let’s talk about this on Monday,” believing the weekend would give me time to consider my response.

On Sunday, I reviewed the proposal and confirmed it offered significant value and met all their needs. I reminded myself to remain confident in my service and avoid unnecessary discounts. I thought, this is a good offer; stand by your fees.

On Monday, I called as agreed. He said, “For where we are and what we’re looking for, this is too expensive. Let’s go with option 2,” and explained his reasoning.

I listened to his concerns and responded, “You make a very good point, but I believe option 3 is the better choice, and here’s why.”

At that moment, it was a beautiful sunny day. As I looked out onto the garden, I asked, “Do you remember when we first discussed the business, the challenges you faced, how discouraging it was, and what you want for the future?” I reminded him of his goals: expansion, stepping back from the business, and more.

I took this approach to help him reconnect with his aspirations. He was focused on immediate concerns, and I wanted to shift his perspective. Clients invest in the future; that is why they engage us.

I said, “Of course, you can choose the other option, but based on what you want to achieve, it will not deliver within your desired timeframe. That is why I recommend option 3.”

He was silent for a moment, and I had said all I needed to say. He then replied, “Hmm, okay, when do we start?”

I learned this lesson years ago, and it remains as relevant as ever. As advisors, clients expect us to be confident and stand by our expertise. They rely on our knowledge, assurance, and belief in the future they want to achieve.

What is even more important is that as the project progressed, the scope expanded beyond what was agreed in Option 3.

There was additional time, thought, and deliverables required. However, because I maintained my value from the outset, the conversation about fees was easier; the precedent had already been set.

If I had agreed to a discount, I would have had no basis for negotiation and would have ended up doing more for less.

When you do not believe in yourself, you invite others to make their own assessments, which are rarely in your favour and almost always lower than your own.

When a client questions your fee, they are rarely asking you to justify a number. They are asking if you believe in what you do.

If the answer is yes, you have done the work and know your value. Your role is not to defend the fee, but to clearly and calmly explain how the investment serves their goals, then give them space to decide.

The next time you receive a request for a discount, ask yourself the Sunday Standard before responding:

Does the work I am proposing genuinely serve my client’s goals?
Is what I am charging fair for what I bring?
Would I advise someone I respect to accept these terms?
If your answers are yes, yes, and no, you already know how to respond.

The rest is simply having the courage to say it.

Don’t wait for pressure to discover your value. Book a Value Session before the email arrives. Book here.

Until we meet.

Morton