I Don't Work for Free Client Revisions — Here’s Why - With Chris Do | Ep 363

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Scope creep isn't just a budget problem — it’s a boundary problem. And most creatives don’t realize they’re inviting it in.

In this short, sharp episode, Chris Do breaks down the psychology of scope creep, why it happens, and how to protect your time, energy, and client relationships without feeling like the bad guy.

You’ll learn how to anticipate change, communicate expectations early, and avoid the resentment spiral that can destroy great projects.

Timestamps:

(00:06) – Dealing with Scope Changes: Strategies and Tips

(01:28) – Understanding Client Expectations in Premium Services

(03:08) – Managing Client Expectations in Design Projects

(05:11) – Navigating Change Requests

(06:30) – Navigating Change and Communication

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Episode Transcript

(00:00):
How do you respond to scopecreep or changes in scope or a change
like a work order change?
These are all different termsto describe the same thing in which
you are now getting toterritory where what you thought
you were getting into has gonebeyond that.
The number one thing I love todo, and I'm going to start with a
power tip on this episode, isto charge appropriately.

(00:22):
So little changes are not aproblem for you at all.
And I tell clients this upfront.
So we're going to addressthis, right?
We want to speak out all theunspoken objections so that people
are put at ease to saysomething like this.
Most clients who work with meare a little shocked or surprised
that I charge 20 to 30% morethan other people, more than my competitors.

(00:43):
The reason why I do this isbecause I anticipate there are things
that we talk about and thingsthat are not known.
The unknown unknowns.
And the last thing I want todo with you is to do a nickel and
dime situation where everylittle thing, every sneeze, you know,
you want to make it 2% bigger.
I'm going to send you a changeorder and make you pay extra for
that.
I find, and this is what yousay, I find that that wears down

(01:05):
our relationship and it causesone of two things to happen.
One is you start to feel likeChris is really petty.
He's always asking for little things.
Number two is you're going toget reluctant to call me and say,
hey, I'm thinking about thisknowing that another bill is coming
and this is not all included.
I personally like to work withclients who want premium work and
premium service to go alongwith that.

(01:26):
And I need to charge accordingly.
If that's not for you and youwant the bare basement price, I can
give that to you with a caveatthat you understand that anytime
you make a change, becausegiving you the bare bones bid, that
I'm going to ask you for achange order.
And now you and I are bothdoing paperwork and instead of focusing
on what's really, reallyimportant now, think to yourself
too.
Where have I been where I feelreally well taken care of, that I

(01:48):
enjoy the experience so muchversus the time in which.
You know what?
I feel like I'm gettingscrewed over here.
Let me give you an example.
And maybe things have changed,but my last reference point, I've
owned a couple of BMWs, right?
The base price that's listedon the website seems relatively attractive
for any series 3, 5, 7 or anyof the even number ones.
And then you start addingthings like leather seats or lane

(02:11):
assist or a good stereo system.
And before you know you'veadded $18,000 on top of this, it
starts to make you feel acertain way.
It starts to make you feellike you got the old bait and switch
that they put out anattractive price.
But no one wants a bare bonesluxury vehicle.
It doesn't even make sense.
That's like an oxymoron, right?
A stripped down luxury thing.

(02:31):
No such thing.
I much appreciate reallyhigher end car companies where you
only have decisions to makelike colors and fabrics, but it's
kind of already expected.
Now there may be some wildthings that very few people want
that might be an add on, butthat seems to be pretty reasonable.
Notice the difference infeeling there.
Like you've anticipated what Iwant, you're going to reduce the

(02:52):
decision fatigue.
And this whole like feeling ofbeing price gouged and being taken
advantage of as I walk in thedoor and you've taken care of all
those things.
That's how I would do it.
Now having said that, though,many of you aren't in that place
where you feel confidentenough where you can start asking
for premium prices.
Right?
Let's live in reality for asecond here.
So here's the thing.

(03:12):
When you submit a bid, it'smore important that you put in what
the clients are going to getand the milestones in which they're
going to get them at.
Then the amount of time you'regoing to spend on a project.
Because time is not really agreat measurement of anything except
for time spent on a project.
This is where it's important.
When you spell out the scope,you're going to get two changes,
you're going to get fourcomps, and you're going to get, and

(03:34):
this is going to be done infour weeks.
Whatever the scope is.
When the clients startapproaching the end of changes or
the rounds of changes you'veincluded in vid, you have to tell
them before they get to thatpoint because now they're going to
feel held hostage and thenthey must make the change or suffer
the consequences.
It's not a good way to build a relationship.
So let's say you've includedthree changes.

(03:56):
So the first change you willsay to them, this is change one of
three, just to let you know.
And then when they get intothe second change and they change
it again, you're like, okay,so here's the thing.
We only have one more round of changes.
Need you to be aware of thatbecause once we approach that and
if we go over that, I Have tocharge you more money.
And I do not want to do that.

(04:16):
I want to be able to deliverthis project on time and on budget
for you.
What can we do to consolidateall the feedback that you have so
that we're really, really close?
So that the last set ofchanges is going to be very, very
minor, if any at all.
So you're asking them for help.
You are enlisting them in theprocess and allowing them to make
decisions so they don't feellike, hey, what a surprise.

(04:37):
You can't charge me more arbitrarily.
And I didn't even know thiswas going to happen.
I would have said.
Said something different theprevious time.
Here's what you don't want to do.
This is a big, big warning foryou from doing this for decades.
Here's how it begins.
And there's an expression.
The road to hell is paved withgood intentions.
Now, they must have beenthinking about that one.

(04:58):
Whoever came up with that expression.
Okay, all right.
You're like three changes in.
You're like, okay, we're threechanges in, but let's just give them
another round of changes.
They're not gonna be a problem.
So now you have four round ofchanges then.
And you already won over.
You're thinking to yourself,now, how do I bring this up?
Okay.
And you're reluctant to bringit up.
And now you're in the fifth orsixth round of changes.
And finally, like, you know what?
I can't do this anymore.

(05:19):
We're already six rounds ofchanges, and we've only budgeted
for three.
The clients are going to do this.
Watch this.
Oh, my God, Chris, you shouldhave told me before.
I would have gone down this path.
Oh, my God.
I don't see myself as thatkind of person.
And I don't know what it is,what we bid on, or if this is a big
change or a little change.
I just have no idea.
Right?
And they're going to say that.
Because that's their right tosay that.

(05:40):
They didn't say, let's just dothis last change.
Let's get this thing done onthis last change, and if I do another
change after that, I will pay you.
So now you're four changesover the originally agreed upon thing,
and you're not anywhere closer.
What happens is you start to feel.
How do I say this?
You start to feel not goodfeelings of resentment, anger, frustration.

(06:02):
And it's going to come out ofhow you speak to them, how you carry
yourself.
And possibly it can impact work.
We know creative people arereally creative because they're really
vulnerable human beings andyou're kind of prone to these mood
swings, if you will, of likefeelings of gratitude to feelings
of resentment.
And it might affect how you dothings where you're like, well, have
them.
I'm just gonna do this and I'mgonna be done with it.

(06:23):
So all the sacrifices you madethus far have been for nothing because
at the end of it you're gonnaburn the relationship anyways.
This is why I caution you, letthem know where they are in the change
process.
Let them know that this is thelast round and to try to consolidate
all their feedback so thatthere's no more changes after this,
no matter how big or small.
So you don't have to have thisconversation, but the best hack of

(06:45):
all is to do what I said atthe very beginning.
Charge premium price so youdon't have to deal with this at all.