#017 - Why you keeping attracting those bad clients

On episode 17 of The OvercomerHer Podcast, Samantha Noelle breaks down why “wrong fit” clients aren’t bad luck or bad referrals—they’re data. If you’re seeing repeated charge disputes, scope issues, or disrespect, the pattern usually points to gaps in your positioning, pricing, process, and what you’re willing to tolerate. 

She explains how vague messaging attracts everybody (including Bargain Betty and Discount Danny), how pricing signals who you’re for (and can repel the right clients if it’s misaligned), and why a strong onboarding process should make surprise invoices nearly impossible. Samantha also digs into the psychology: ignoring yellow flags, discounting to close, and running your business like an employee instead of a CEO. 

She closes with a practical audit to spot patterns, tighten messaging, align pricing, rebuild onboarding, and take full ownership.

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Transcript

SPEAKER_00 0:00

Someone posted something in a Facebook group recently that caught my attention, and not because it was shocking, but because I've seen it a hundred times. A business owner was frustrated because she had multiple clients disputing charges, all from the same referral source. And her conclusion was that the referral source was sending bad clients. The boundaries needed to be enforced and that clients just needed to do better. And here's what I said back. And I want you to really hear this as well. If clients are consistently disputing charges, it is not the client. It's something in the way that you are communicating value and managing expectations. And if it keeps happening, it's something in your process. Now the comment section did not love that. But here's what I know after years of walking into businesses as a fractional CFO and controller. Patterns don't lie. Men lie, women lie, numbers don't. And when the same problem just keeps showing up with different people, the one constant in that equation is you. Now that's not a criticism, that's data and information. And the data is where we start. Hey everyone, I'm your host, Samantha Noel, and you are listening to the Overcome Her podcast, episode number 17, where we discuss the reasons you keep attracting the wrong clients and what to do about it. Why today's episode is so important is because every single woman listening to this has had a client that has exhausted her, completely disrespected her time, questioned her pricing, or simply just wasn't the right fit. And almost every woman that I have ever worked with blamed the client. They've done it, I've done it, we have all done it at some point in our career. Yet what no one asks is why did that client get in? What in my positioning, my pricing, my process, or my own psychology opened the door to allow that person in the first place? Because wrong fit clients aren't bad luck, they're just information. They're telling you something specific about your business, about how you're showing up, what you're communicating, what you're charging, and sometimes honestly, what you yourself are willing to tolerate. And until you learn to read that information, you will keep having the same conversation with a different person's face on it. But here's the hidden truth. Most business owners treat wrong fit clients as an external problem, someone else's fault, a bad referral, a difficult personality, a misunderstanding. But here's what I've seen consistently without exception across every business that I have ever worked in or consulted for. Your client roster is a direct reflection of your positioning, your pricing, and your process. All three. If your positioning is vague, you just attract anybody because anyone can see themselves in what you're offering. So this just opens up the door for the people that aren't your ideal client, that aren't your right fit, because you're not even clear on what your ideal client is. And this is why I've talked about in previous podcast episodes the importance of having your avatar. And if your avatar doesn't state how that client or how that customer shows up and respects you and respects your business and your service and what you have to offer, if that's not baked into your avatar, I would go back and revisit that avatar exercise and I would put in how does your customer or your client, your ideal one, how do they show up? Do they respect your time? Are they on time? Are they ready for the transformation that your product or service is about to provide them? Or do they have to be sold and coaxed and convinced? Because if they have to be sold, coaxed and convinced, that's a very different type of client. And then you're going to be expecting that you're going to deal with some of the pushback and the challenges that you would like the person that posted on the Facebook group. But when you're really clear on who your avatar is, your positioning starts to become sharper. And if your pricing is too low, then you just attract people who are price sensitive because price-sensitive people are the ones who are actively looking for the lowest number. The other thing that can happen around pricing is it's not clearly communicated what it is that your customer, your client is getting in exchange for the price that they pay. So the value is not being clearly communicated. Expectations are not being set prior to you engaging work. If your process has no clear expectations set up front, you just attract confusion because you created the conditions for it. Remember, are you walking the dog or is the dog walking you? Who runs your business? If you are a business owner, then and this is where this is a really hard truth that some people might not want to hear. But if you're a business owner, you have to take the absolute most amount of responsibility for how that business does. So if you have crummy clients multiple times, a one-off, okay, everybody is allowed to have a one-off. But if it happens again, it means you didn't learn from the first one what you needed to tighten up. And if all three of those things, the positioning, the pricing, and the process are happening at once, then you will get exactly what the business owner and Facebook described. People who dispute charges, people who don't respect the scope, and they come in with completely misaligned expectations repeatedly. Not once, not twice, but on a continual basis. Let's get into why this happens, the psychology behind it, and some of the business mechanics of it all. I would say that there's really four reasons that wrong fit clients keep showing up, and they operate at two levels simultaneously: the business level and the psychological level. So you need to understand both as a business owner because business is never just the analytics, the numbers, the business. It's also the psychology of it. The first reason is your message is speaking to everyone, which means it's speaking to no one. I remember years ago working with a couple who had a web design and branding business. And I remember asking them really early on and working together who's your ideal client or customer. And they said, We want to work with anyone that needs a website. Wrong answer. Because anyone that needs a website could look like broke Betty and Discount Danny. If you don't know who broke Betty and Discount Danny are, they're my two avatars for the people that you don't want. When your messaging is broad, warm, and inclusive, I help women build the business of their dreams, or I support entrepreneurs who are ready to grow, or I build websites for anyone that needs one, it attracts broadly. And broad attraction means misaligned buyers. Because here's the thing: if you open up to everybody, the people who are really intentional about where they spend their money are looking for value. They're not the ones that are concerned about the price tag, they're the ones that are concerned about value, value, and vision. And those are the type of clients who are actively searching for the right fit because they don't just want anybody who creates websites, they don't want just anyone who services whatever industry that you're in and servicing, they want the person who's going to be most aligned with them. Think about it. If I want to hire a therapist, I have some unhealed, unresolved trauma from childhood. Am I going to go to the therapist that makes it sound like she works with everybody? The therapist that focuses solely on marriage and couples, or the therapist who focuses mostly on trauma? Well, I'm going to go to the therapist who focuses mostly on trauma. But the person that advertised that they work with everybody has an open net and they're desperate because they think by having an open net I am open to more money. But it's actually wrong because what you end up getting is the people who don't actually know what they want. See what I'm saying here? I'm in different groups and forums where there's a lot of female entrepreneurs, and I constantly see them raising their hands for things to be picked, and they don't seem to be very selective, they just seem to be a bit desperate. And what this conveys is that they're not super clear on who their niche is and who are their ideal audiences, and they're not super clear on the exact problem that they're solving and who they are solving it for, which opens them up to bargain Betty and discount Danny. Specific messaging repels the wrong people before they ever even reach out, and that repulsion is not a failure, it's the filter working correctly. Some people are simply not coachable or trainable. So if you try to just explain to people how they have to treat you, you're never going to teach them because they're not coachable. And if you can't discern that before they ever sign a contract with you, and this is for my service-based people, obviously, if you are in the service industry and you have a client that you don't vet properly, and you have to end up training them how to treat you, they're not going to learn because they're probably not coachable. Now, some clients are coachable, but that would be something you would want to vet before signing them. The business owner that was in that Facebook post that I discussed, well, I personally would want to know what her intake process looks like. What does a potential client see before they sign? What does it communicate about who she works with and what she expects from a client and what the engagement actually involves? I would also want to know is she clearly laying expectations with the customer, the end user, about her payment terms, about how her payment structure actually works. If she's on an hourly basis, which it sounds like she is, then there needs to be clear communication with the client about what that's going to look like. Because if they all of a sudden get a really big bill and they were expecting something half the price of that, you didn't have that conversation beforehand to prepare them for what it was actually going to take to do the job that they're looking for you to do. And vague messaging is often rooted in a fear of excluding people. However, excluding the wrong people is exactly what you want to do. The second reason you keep attracting the wrong clients is that your pricing is just simply not set up properly. Pricing is not just about revenue, it's a positional signaling, which tells the market who you are for. Now, there's two types of pricing. There's underpricing and there's also overpricing. And I'm going to talk about both. When you underprice, you do two things at the same time. You attract clients who are optimizing for cost, meaning the value conversation will always be harder because price was always the primary driver of their decision. And when you understand the psychology of selling, you learn to identify these people up front. They don't care about value, they don't care about vision. So if you care about that, then you're signing the wrong clients when you sign somebody who just cares about the price. They just want cheap and they don't care that cheap doesn't always equate to great or good. And when you price too low, you repel the clients who associate quality with investment, like I was mentioning earlier, because your price told them that you weren't at that level. Here's the thing: when you know your worth and when you know the value that you are creating for somebody, you price accordingly because you get really, really resentful really quick when you don't price accordingly to your value until the worth and the output that you're actually giving to somebody. Time does not equal value. So just because somebody takes a lot of time to do something doesn't necessarily mean it was very valuable. And this is going to segue a little bit into when people overprice. Now, there could be another reason that this Facebook poster had been having disputes with charges. I could see that she has a bookkeeping business, and I also know that in the last six years there's been a massive influx of people taking bookkeeping courses. As somebody who's an accountant and who has spent hundreds, thousands of hours working on and in companies to varying levels, all the way up to a controller level and fractional CFO and fractional controller for smaller companies. I can tell you that not all bookkeeping and bookkeepers are created equal. And I can tell you that people just taking a bookkeeping course aren't necessarily qualified to do excellent or great work that allows them to charge higher prices. Somebody who's more of an expert can charge more because they take less time. But sometimes you get people who are very green, they take a new course. I've been seeing this in the market in the last few years. The influx of bookkeepers is super high because people realize the barrier to entry is really, really low to becoming a bookkeeper or to becoming an administrative assistant, and they charge more without considering the fact that they take two or three times as long as somebody who's an expert, and they're also not as qualified as, say, somebody who's an accountant and went to university and is doing bookkeeping for companies. So if you get a customer that's frustrated about the pricing, it might be that maybe you're actually charging too much, that maybe you're actually overvaluing yourself and you're not delivering on value, which is why it's so important to have conversations around pricing and set the expectations before a contract is ever signed. And your contract should solidify and reiterate what conversations that you had with the person before they on board with you. Your pricing should function as a filter and it should naturally sort people into those who understand and believe in the value of what you do and those who don't. If your pricing isn't doing that job, you're doing extra work on the back end trying to manually manage expectations that the price should have set for you automatically. You need to understand what value you're bringing to the market when you price. I think pricing gets done oftentimes through emotion, meaning people will either underprice because they feel guilty about charging what they're actually worth and they want to attract clients and they don't want to exclude anybody, and they think that cheaper opens the door for more clients, but not necessarily because it can weed out the ones that would be better clients. But then sometimes you have people who are really good at marketing themselves and getting themselves out there, but they don't actually have the workmanship and the value to back what they're actually charging, and they're actually charging more than the person who's more qualified, and that can be a problem. So again, your pricing is meant to be a filter, but it should also be equivalent to the value that you're providing to the market. The third reason that you keep attracting wrong clients is your process has gaps that create conditions for conflict. Now, the Facebook post described a situation where clients were disputing charges for work that was already completed. The owner's response was to post publicly about what clients should understand about how professionals are paid. But here's what the data is actually saying. It was saying that the expectation was not set clearly enough before the work began. A really well laid out, designed, onboarding process should make it pretty much impossible for a client to be surprised by a charge. The scope of work begins the moment the file opens. What is billable, what the policies are around scope changes and cancellations, all of it should be documented, explained, signed, and confirmed before a single hour of work is invested. If you are an hourly biller for your services, then you need to make sure that your customers understand exactly what they're getting and what the expected output will be. And if you are good at what you do, you should be able to look at a job and you should be able to estimate approximately how long it's going to take so that you should be able to set an expectation with your clients. The other conversation that you should be having with your clients if they are on an hourly build basis is what are you expecting to pay? What's your budget for this? Especially a business owner who's hiring a bookkeeper or an assistant or somebody legally, they have budgets for these things. So if you ask your customer, your client, what's your budget? Because you, as the professional, should know. And the thing is, you break trust with people when you don't adequately show up with a billing that matches their expectations, and that's not their fault. They hired you, they're putting their trust into you. It's not the other way around, you're not putting your trust into them, not to the same degree that they are with you. So it's your job as the professional to have that sorted out and figured out. Now, if clients are consistently surprised, the process is not protecting the business owner, and a process that doesn't protect you is a process that should be rebuilt. It's not about blame, it's just about complete responsibility and ownership and recognizing that your systems are either working for you or working against you. There's no neutral. And again, when you break trust with your customers and clients, it's hard to build that back. It's hard to build trust and it can be broken really quickly. So it only serves you to make sure that the onus is on you and not on them. The fourth reason is the psychology of it all. It's what you are willing to accept. Now, this is the part that a lot of people want to gloss over. You know, there's a lot of people in these forums and in these groups, and there's friends and family members who would probably pat you on the back and say, they're there, it's not your fault. You just have a really bad customer. Oh, you've got two really bad ones, three really bad ones. Oh, everybody is just cheap, nobody understands. But here's the thing: sometimes we attract wrong fit clients because, on some level, we let them in. We saw a yellow flag in the discovery call and we ignored it because we needed the revenue, we needed the income, and we discounted our rate because we wanted the client to say yes, or we didn't properly vet them, we didn't ask what their budget was. We skipped the formal agreement because the person seemed nice and it felt awkward to be so contractual. And I have had that happen to myself in the past. You just learn from it. And in all honesty, the times that I have forgot or let those things slide, it's always the times where I needed that the most. And then we're surprised when the relationship breaks down in the exact way that the yellow flag told us it would. And this is just boundaries and self-trust issues dressed up and looking like client problems. It's incredibly common among women in business who haven't yet learned that saying no to misalignment is not bad business. It's smart business. It's what protects your energy, your reputation, and your ability to do your best work for the people who actually deserve it. And the fifth reason you still act like an employee instead of a CEO. Who's running your business? Who's responsible for gatekeeping? Are you the business owner or are your clients and your customers the business owner? Again, are you walking the dog or is the dog walking you? Let's talk about a pattern that I've seen in service-based businesses many times over the years. A consultant or service provider prices themselves based on their feelings, either above or below market, because they are either delusional in the worst way or they are not yet confident enough in their value to hold a premium rate. And this kind of goes back to what I was saying earlier. When I'm talking about somebody being delusional in the worst way, what I mean is, and I'm gonna stick with bookkeeping because we're on this example, they take a bookkeeping course and they all of a sudden think, oh, it's so easy. I sign up for QuickBooks Online, I can click buttons and it automatically adds things. And I can tell you, as having been the person that for many years came in and had to clean up these types of messes that my clients had been charged thousands and thousands of dollars for before I came in, sometimes people are massively underqualified, massively underperforming, and providing very little true value, but they are blindly and ignorantly acting as if they are qualified, and they end up charging customers and clients based on what they've been told the market rate is for somebody doing bookkeeping. What somebody learns in one of those courses is a fraction of what I learned in a four-year university degree taking more than 20 accounting courses. And when I came out of my university degree, if you think that I knew how to do proper bookkeeping without on-the-job training, you would be very mistaken. So a lot of people come out of these courses overly confident. They've had people boost their ego and tell them how they can now go out and start getting clients and they can charge X rate, and that's exactly what they do. And then the customers are frustrated because their books aren't actually done properly. They now have a $1,500 bill when really they should only have a $700 bill for one month's worth of work. And so they are frustrated because the expectations weren't clear, they didn't realize this person was so green and so junior, and the person did a great job at marketing and advertising themselves, but then they weren't actually that qualified to be charging the rates that they're charging. So that's what I mean about being delusional in the worst way. Or you have the person who's not yet confident enough to price their value at a premium rate. So you have the person who sets such a high expectation and a high bar for themselves of what it actually means to be qualified, and they charge as if they're somebody who's very green. And what they end up doing is they end up opening the door to all the bargain beddies and all the discount dannies. And then they end up signing several of these clients and they work extremely hard to prove their value. They over-deliver in the process, and at some point a client pushes back on an invoice, disputes the scope, or disappears without paying. Which by the way, if anybody ever disappears without paying, you do have legal recourse. And I can always do an episode on that. But then the owner responds by tightening her contract language, adding more clauses, maybe posting something publicly about professional standards, but the root issue, the pricing, the messaging, the over-accommodation hasn't changed. So the pattern repeats itself with the next group of clients. The contract wasn't the problem in this situation. The positioning was. Now contrast that with a business owner who's done the work to get clear on who her ideal client is. Prices at a level that immediately signals a certain caliber of engagement, whether you're green or you're the expert, and it's okay because everybody starts somewhere, but don't price yourself as an expert when you're in the beginning. Has an onboarding process that sets the expectations with absolute clarity and is willing to decline clients who don't feel like the right fit, even when she could use the revenue. And that's a really, really hard thing to do. Her client problems are categorically different. Not zero problems, just different ones. The kind of problems that come from growth not being misaligned. And that's not luck, it's a designed outcome. Let's do a little bit of an audit here on your own patterns. So if you have been attracting wrong fit clients, here's just a little mini process that you can use to figure out what's actually happening. First step, we're gonna look at the data, right? Men lie, women lie, numbers don't. So data is numbers. Just consider the last 10 to 15 clients that you worked with. And write down for each one. Were they a good fit, an okay fit, or a wrong fit? Then what was the nature of any friction that you experienced? How did they come to you? Referral, content, direct outreach, other you're looking for patterns at this point. Not individual one-offs. You're looking for patterns. The second step is to review your messaging. So go back, look at your website, read your bio, your intake form, your social content, as if you were a stranger who just knows absolutely nothing about you and what you do. And what does your content speak to specifically? What problem does it explain? What problem is your messaging describing that it solves? And what outcome are you promising? Now, if you think about your ideal client, would your ideal client read your information and think this is exactly me? Or would it appeal to a wide range of people who might or might not be the right fit? The third step is review your pricing. Now, is your pricing reflective of the value that you deliver, whether you are green or you are an expert or you're somewhere in between? And does it reflect the caliber of the client that you want to work with, or is it priced based on feeling? So whether you feel like you should be charging at this rate because that's what you've been told, or you want to be more accessible to people, to make it lower barrier to entry. What is the reason for your pricing? The next step four is to review what your process for onboarding is. Walk your own self through your client journey. Think about when you first start having a conversation with them, to when you sign a contract with them, to when they get their first invoice, to when they're three months in, six months in, whatever the life cycle process is. Think about that entire process and just ask yourself, at what point are expectations explicitly set? And at what point is the client clear on what's included, what isn't, what begins billing, and what are the policies? If the answer is after they sign your contract or not until there's a problem, then your process needs work. The fifth step is to audit yourself. When did you last sign a client that you had a bad feeling about? Or when did you feel like maybe you were biting off more than you could chew? When did you last discount to close a deal that you weren't sure about? Or when did you miss a step in your process because it felt awkward or unnecessary? These are the things that we have to be honest about with ourselves. Again, it's total ownership and total responsibility of our business. That's the only way that we succeed is by having absolute ownership and responsibility. And it doesn't mean you beat yourself up, it just means that the buck starts and stops with you. Let's just get into some common mistakes that I see. I have done some of these for sure. Look, we all do it. Like at some point, we all do something because we're so frustrated, we don't have the tools yet in our tool belt, or we have the tools but we've forgotten about them, or we just get stuck to a certain story and narrative because maybe that seems easier than just looking at ourselves and figuring out what we can actually do because we are the business owner. So posting publicly about what clients should understand about professional standards rather than looking at what it is in your own process that created the misunderstanding is just not really great form. And you guys have been listening to my podcast, so you clearly understand my personality a bit. I kind of have a zero F policy, a new BS policy because I'm very much about I care, I have a ton of compassion, but I'm gonna give you the truth if it's going to help move you into the success that you want and the success that I know that you're capable of. And some people love it and some people don't love it. So I'm okay with kind of giving the hard truth sometimes, and sometimes that means giving hard truths online, but posting publicly, ranting about clients, and thinking that that's the forum to communicate, it's not the best look for your business. And we all have done that one at some point, but I would personally encourage the person to go have the conversations with themselves and then think about how they're going to approach clients in the future and the process for their clients in the future before I would suggest that they go and brand on a form or go complain to a girlfriend or go complain to your business coach. But all that does is tell a bunch of people in this public forum that you don't know how to run your own business. Another mistake I see is tightening contract language as the solution to a positioning problem. So again, you don't know your ideal client or avatar, and you think that tightening your contract is going to fix it when really it's the way that you communicate who you're serving, the problem that you're solving, and the contract is just the last line of defense, the positioning, the pricing, and the process that are the first three. The other thing is blaming the referral source instead of recognizing that your intake process should be strong enough to catch any mismatch, regardless of where somebody came from. I can tell you that I get referred bad referrals and I gatekeep that through a series of questions, and I listen far more than I talk on any sales call. I don't blame my referrals. I might get frustrated with my referral source because clearly they're just trying to send somebody to me without actually fully understanding that this is not a good alignment for me, but it's not my referral source's problem. It's my problem to vet the person well enough because the referral source isn't the business owner of my business. I am. So it's my responsibility, and that's why my process vets people out before I ever sign them. Discounting rates to close a deal is such a bad idea. It's such a bad idea. I just can't think of one instance. Okay, maybe there might be one instance where it's actually worked, but it is the exception to the rule, it's not the rule. So just discounting rates to close a deal and then being frustrated when that client treats the engagement as if the price is the most important variable. I'm so big on focus on selling value and vision. Show that person how you're going to solve the problem that they had that they need solved. Show them how their life is better with you in it, with your product or your service in it. Because then price is an afterthought. Another common mistake is treating every difficult client as a one-off rather than asking what pattern of yours that they are a part of. Every problem client isn't a one-off. They do happen infrequently sometimes, but it's part of a pattern. Okay, before we get into some reflection questions, I just want to give you some of these actionable takeaways that you can take. So, first one is treat clients who aren't the right fit as data, not as bad luck, not that the universe hates you, not that your referral source is bad. Treat it as patterns of data about your own business and the way that the message is being conveyed and that you are onboarding clients. Patterns always point back to something in your system and your process. Second, audit your messaging for specificity. If it looks like it would appeal to just anybody, then your messaging isn't clear enough. Third, check whether your pricing is aligned with the value that you're providing to the market. Either way, are you overcharging, undercharging? How did you even come up with the price that you are charging? Four, map out what your client onboarding process looks like and identify the first point where expectations are explicitly set. If it's not on that sales call, if it's not before a contract is signed, then you need to move it to earlier on in your communications. And last, before you sign the next client, ask yourself something. Is this the right fit or am I accepting this because I need income right now? And your answer to that question over time will define the quality of your client roster. I get it in the beginning of a business and building, we often take on things that we later on don't. We take on those more challenging cases. That's okay if you do that if you're in the beginning and you need to kind of grind your teeth and you need to just get some of that experience so that you can charge more and so that you become more qualified. I understand that process. But then you're going to have to get really, really good at having the conversations before a contract is signed and make sure that your contract is ironclad. You can have those challenging pain in the butt clients that will still pay you on time. They won't negotiate their bill, they just might be frustrating in other ways. Sometimes you take the good with the bad. Let's just get into some questions that you can kind of ask yourself and just think about some of the clients that you have had that have caused the most friction in your business? What is the underlying thread that they all have in common? Just think about that. Then think about is your messaging, your branding, your communication specific enough to completely repel the wrong people? Or are you still afraid of narrowing down your messaging? I want to remind you, I've said this before in other episodes, I'll always say it, there's a billion people in this world. And most of the industries that the women who are listening to me, most of the industries that you guys are in are multi-million, multi-billion dollar industries. So even if you only get like 0.01% of that, you are okay. You are living a good life. I think you could even manage to get 0.001% and still be living a good life and bills are paid and you're happy. My point is that narrowing and niching down is really good. It's not bad, it helps the right people find you. Now ask yourself: does your pricing reflect the value that you deliver to the market? Either way, are you overcharging or undercharging? Did you create your pricing based on feeling and emotion, based on what somebody told you that you should charge? And if somebody told you that that's what you should price, how did they get that number? Because if it was just some best guesses, feelings, fears, or greediness, then it didn't come from the right place. And at what point in your intake process does a new client completely understand what they're signing up for and what your policies are? And then I want you to think about when was the last time that you signed somebody that you had a reservation about and what happened, what happened in your body, what happened in your gut. A couple previous episodes ago, I talked about the importance of intuition. That intuition piece is really important to you building a business that you love and that thrives and that's successful. So follow that intuition because you're protecting yourself, but you're also protecting them. Alright, before we close this episode down, I want you to, after you are done listening to this at some point, when you have a moment, pull your last 10 clients and categorize them honestly. Right fit, okay, fit, wrong fit. And look at the wrong fit clients and ask one question. What did I miss or ignore that was already there before they even signed? That answers your starting point, not their behavior, yours. Did you sign somebody that you were underqualified to serve because you wanted the money? Did you discount because you wanted the money, but you knew that they were not the right fit? Don't ever let your business be run on fear and that I must have the income. I want the income. That is fear. Because when we choose to align with the right clients, our income actually goes up because then we become the expert at that one thing and that in that one area. It doesn't mean you're limited because there's many things that can branch off of that and expand outward. It just means the right people find you. Because here's the truth: you can't control who reaches out to you, but you can absolutely control who you sign, how you communicate, and what you charge, and what your process requires. That's where your power is, and that's where your patterns will begin to change. All right, everyone, you've just listened to episode number 17, why you keep attracting the wrong clients. I'm your host, Samantha Noel, and this is the Overcome Her podcast, and I loved being with you guys for this episode. I hope that you will join me over on Instagram, Samantha Noel Co. and Built for Profit, my Facebook group for female entrepreneurs. And also, I hope that you'll continue following along as I've got a course coming out really soon here that should be out by about early to mid-August, is when that will be coming out. So I'm really excited to share that with you. So stay tuned and follow along. Feel free to email any of your suggestions that you have for the show to the overcomeherpodcast at gmail.com. Again, it's the overcomeherpodcast at gmail.com. And I am your host, Samantha Noel. I hope you have an amazing day, amazing week, wishing you continued success in your business, and we will see you again soon.

SPEAKER_01 43:04

We made I can't believe we really made it all road to get it. Down by the field, running through the field.