In the world of business, there’s an old saying that "the customer is always right." If you’ve spent more than five minutes running a company, you know that’s a load of garbage. Sometimes, the customer is wrong. Sometimes, the customer is a nightmare. And sometimes, the customer is just a plain old dick.
At Fore Giving, we live and breathe golf events. We love the game, we love the charity aspect, and we love the high-energy environment of a tournament day. But as the CEO, I’ve had to learn a hard lesson: no amount of money is worth compromising the culture of this company or the dignity of the people I work with.
Recently, I did something that some people might find crazy in a growth-oriented industry. I fired a client. Not because the project was too hard, and not because the margins were too slim. I fired them because life is too short to work with people who treat others like dirt.
The Meeting That Changed Everything
It started like any other discovery meeting. We were sitting down with the CEO of a fairly prominent charity. On paper, it looked like a great fit. They had a big mission, a decent donor base, and they wanted to level up their annual golf tournament. This is exactly what Fore Giving does, we take the heavy lifting off the organizers and turn a "standard" outing into a high-revenue, unforgettable experience.
But the vibe shifted the second the meeting started.
Within ten minutes, the CEO started talking down to his staff. Not just "being a tough boss," but being legitimately disrespectful. He was dismissive, condescending, and frankly, rude. Then, he turned his attention to the volunteer committee, people who were literally donating their free time to help this man’s charity succeed.
He started bragging about how he had personally raised $30,000. He spent the next fifteen minutes shaming the volunteers, telling them they should be able to do what he does and questioning why they weren't working harder.
I sat there looking at the faces of his employees and volunteers. They looked defeated. They looked like they’d rather be anywhere else on earth. And I thought to myself, “Wait a second. This guy is bragging about $30k? That’s basically his salary. That is his actual job description.”
The $30,000 Ego Trip
Let’s put this into perspective. If you are the CEO of a charity, your primary function is to raise money. Raising $30,000 isn’t a miracle; it’s a Tuesday. When we step in to manage a sports event, we aren't looking for "good enough." We are looking to scale that $30k into $100k, $500k, or even millions.
But here’s the thing: you can’t build a multi-million dollar event on a foundation of toxicity.
The CEO was looking down on everyone in the room as if he were a king among peasants. The reality? He was a bully who didn't realize that his attitude was the very thing holding his organization back. Nobody wants to give money to a person they can’t stand, and nobody wants to work for a person who makes them feel like garbage.
I realized right then and there: I don't work with dicks. I don't care how much the contract is worth.
Why Values Matter More Than Volume
When you run a company like Fore Giving, your reputation is everything. We represent our clients on the golf course, and in turn, our clients represent us. If I align my brand with someone who treats their staff like subordinates instead of partners, I’m telling my own team that I don't value them either.
I’m a firm believer that the golf industry is one of the best places in the world to do business because it is full of fantastic, high-quality people. Think about it: golf is a game of integrity. You keep your own score. You call penalties on yourself.
The majority of wealthy people I’ve met through golf didn't get rich by being assholes. They got rich by being good people who provided a service, solved problems, and built strong relationships based on mutual respect. They understand that success is a team sport.
If you aren't a good person, you aren't a fit for us. It’s that simple.
The Financial Reality of the "No-Asshole" Rule
People often ask me, "Michael, how can you afford to turn away a client who’s willing to pay?"
The truth is, I can't afford not to.
Bad clients take up 80% of your time and provide 20% of your value. They drain your energy, they demoralize your staff, and they distract you from the clients who actually appreciate your work and want to grow together. When you fire a toxic client, you open up a vacuum that is almost immediately filled by someone who aligns with your values.
Since I made the decision to be extremely selective about who we work with, our business hasn't suffered. In fact, it’s grown. We’ve been able to focus our energy on organizations like the one I recently spoke with: a massive US zoo that was leaving millions on the table simply because they didn't have the right partner to do the heavy lifting. They are good people with a great mission, and they treat their team with respect. That is where I want to spend my time.
How We Vet Our Partners
At Fore Giving, we don't just look at the budget. We look at the people. When we sit down for a consultation, I’m asking myself a few key questions:
- Do they respect their team? If you treat your assistant like a servant, you’ll probably treat me like one too. Pass.
- Are they realistic? Do they understand that building a world-class tournament takes time and effort, or do they expect a miracle while they put in zero work?
- Is the "Why" bigger than the "Me"? Is this event about the charity and the donors, or is it a vanity project for the person in charge?
- Would I have a beer with them? It sounds simple, but it’s the ultimate litmus test. If I wouldn't spend four hours in a golf cart with you, why would I spend six months planning an event with you?
The Golf Industry is Built on "Good"
Golf is a unique beast. It’s a place where a CEO and a first-year associate can spend hours together and find common ground. It’s a place where deals are sealed with a handshake and a "good game."
We want to keep it that way.
By choosing to work only with great people, we ensure that the events we produce have a certain "soul" to them. You can feel the difference when a tournament is run by a team that actually likes each other. The donors feel it, the sponsors feel it, and most importantly, the bottom line reflects it.
People give to people they like. They support causes run by leaders they respect. If you’re a dick, people might give once because they feel obligated, but they won’t come back. We are in the business of building unforgettable experiences and long-term donor loyalty. You can’t do that with a toxic leader at the helm.
Final Thoughts: Life is Too Short
To the CEO I fired: I hope you found someone else to run your event, and I hope you realize that the $30,000 you’re so proud of is just a fraction of what you could have raised if you hadn't chased everyone away with your attitude.
To everyone else: Don’t be afraid to set boundaries. Whether you’re a vendor, a consultant, or a volunteer, you have the right to be treated with respect. In the golf world and in the business world, values should always come before volume.
Are you looking to build a world-class golf event with a team that values integrity and hard work? Let’s talk. But only if you’re a good person.
Need help with your next tournament? Check out our services and see how we can do the heavy lifting for you.
