Every firm has a list of services it offers. Almost none have a list of work they've decided not to take. That second list is more important.
What a refusal list is
A refusal list is an explicit, written document that names the types of clients, matters, and situations your firm will not accept. It's not a wish — it's a policy.
Saying no is a strategy. Saying maybe is a habit.
Why you need one
Without a refusal list, every opportunity is evaluated from scratch. Partners debate. Associates take on work they shouldn't. The firm drifts toward whatever walks in the door.
A clear refusal list does three things:
- Protects margins — bad-fit work is almost always low-margin work
- Protects culture — saying yes to everything burns out your best people
- Sharpens positioning — the market can only understand what you do if you're clear about what you don't
How to build one
Start with your worst engagements from the last two years. What did they have in common? Was it the client type, the fee structure, the subject matter, or the timeline?
- List the client types you no longer serve (e.g., pre-revenue startups, one-time transactional buyers)
- List the fee structures you won't accept (e.g., pure contingency, below-minimum engagements)
- List the matter types that consistently lose money or create conflict
Making it stick
A refusal list only works if it's shared. Post it. Give intake staff the authority to decline. Make it part of your partner meetings.
The best firms in the world aren't the ones that say yes to everything. They're the ones that have the discipline to say no — and the clarity to explain why.