Jad Rabahi, Managing Director, Impact BBDO - UAEIn the agency world, “yes” often feels like the default. Yes to impossible briefs, yes to pitches when the team is already stretched thin, yes to clients who demand more than what was scoped and agreed upon.
Saying yes is ingrained in the culture of service. It signals enthusiasm, commitment, and a can-do attitude. But behind every automatic yes lies a hidden cost, one that agencies can no longer afford to ignore.
Saying yes to unrealistic briefs often means overpromising and underdelivering. When clients demand campaigns with impossible timelines or budgets, agencies scramble to meet expectations. The result?
Compromised creative quality, frustrated teams, and disappointed clients. In trying to please everyone, agencies risk their reputation and erode trust, the very foundation of successful client relationships.
Then there’s the pitch dilemma. Agencies often say yes to every pitch, fearing that a no could signal weakness or a lack of ambition. But chasing pitches without the necessary bandwidth comes at a steep price. Each pitch requires significant time and resources, often pulling focus away from paying clients who already trust the agency. The irony is that overcommitting to pitches often results in half-baked efforts that are less likely to win.
In the end, saying yes to the wrong pitch not only jeopardises existing relationships but also lowers the chances of securing new ones.
“Overcommitting, underdelivering, and enabling bad behaviour erode trust and credibility over time. Saying no, on the other hand, builds a foundation of respect, focus, and alignment.”
Perhaps the most delicate challenge comes when dealing with demanding clients, those who consistently request more than was agreed upon, expect immediate responses, or push boundaries beyond the original scope. While agencies strive to be flexible and accommodating, there’s a fine line between being a problem solver and being taken for granted.
Saying no in these scenarios isn’t easy. It requires confidence, clarity, and, most importantly, a commitment to prioritising what truly matters. No isn’t a rejection; it’s a recalibration. Saying no to an unrealistic brief means safeguarding the quality of the work. Saying no to an ill-timed pitch means ensuring the team has the capacity to excel for existing clients. Saying no to excessive demands means protecting the agency’s culture, morale, and long-term viability.
The true cost of saying yes is far greater than the short-term discomfort of saying no. Every misplaced yes chips away at the agency’s ability to deliver its best work, foster sustainable relationships, and maintain a motivated team. On the other hand, every no paves the way for a stronger, more focused agency.
Saying no is about drawing the line where collaboration risks turning into compromise. It’s about standing firm on what’s realistic and achievable. It’s about respecting the team’s time, effort, and expertise. And when done with reason, respect, and alternatives, no doesn’t weaken the client relationship, it strengthens it. Clients value partners who are honest, transparent, and willing to push back when necessary to protect the integrity of the work.
In fact, saying no is the ultimate act of partnership. It shows that the agency isn’t just there to say yes for the sake of agreement but to safeguard the success of the collaboration. A good no says, “We’re invested in making this work, let’s find a way to do it right.”
Agencies often fear that saying no risks losing the client or missing an opportunity. But the reality is that saying yes to the wrong things poses a far greater risk. Overcommitting, underdelivering, and enabling bad behaviour erode trust and credibility over time. Saying no, on the other hand, builds a foundation of respect, focus, and alignment.
The question isn’t whether agencies can afford to say no, it’s whether they can afford not to.
By Jad Rabahi, Managing Director, Impact BBDO – UAE
