We’ve all encountered them—publicists who nod along to every client request, accept every pitch idea without question, and never push back on unrealistic expectations. While the instinct to please clients comes from a good place, the “yes man” approach to PR is one of the industry’s most frustrating patterns. It doesn’t just harm the publicist’s credibility; it ultimately hurts the client, too.

The Hidden Costs of Always Saying Yes

You compromise your professional integrity. When you agree to pitch a story you know won’t land, or promise coverage you can’t guarantee, you’re not being helpful—you’re setting everyone up for disappointment. Journalists can smell desperation and irrelevance from a mile away, and your media relationships suffer when you waste their time with pitches you knew were weak from the start.

You enable bad client behavior. That client who insists their routine product update is “major news”? By not educating them on what actually constitutes newsworthiness, you’re reinforcing misconceptions that will haunt your entire working relationship. They’ll continue to have unrealistic expectations, blame you when results don’t materialize, and never truly understand the value of strategic PR.

You burn yourself out. Saying yes to everything means working nights and weekends on campaigns that won’t succeed, managing impossible timelines, and constantly firefighting avoidable crises. The “yes man” publicist is often the most stressed person in the room—and for what? Client satisfaction that’s built on sand because the results will never match the promises.

You devalue the entire profession. When publicists act as order-takers rather than strategic counselors, we reinforce the outdated notion that PR is just about blasting press releases and begging for coverage. We’re strategists, brand architects, and reputation managers. Acting like we’ll do anything for a paycheck diminishes that.

Breaking the “Yes Man” Habit

The fear of losing clients or being seen as difficult is real, especially when you’re building your business. But here’s the truth: clients respect publicists who challenge them with strategic thinking, not those who rubber-stamp every idea.

Reframe your role. You’re not a vendor executing orders; you’re a trusted advisor providing expert counsel. Doctors don’t prescribe medication just because patients request it, and lawyers don’t file frivolous lawsuits to keep clients happy. Your expertise has value—treat it that way.

Build confidence in your “no.” Start small if needed. Practice explaining why certain approaches won’t work, backed by data, case studies, or media landscape realities. When you can articulate the strategic reasoning behind your pushback, it becomes consultative rather than contrarian.

Remember that “no” protects the relationship. Short-term discomfort from declining a bad idea prevents long-term damage when that idea inevitably fails. Clients may be momentarily frustrated when you push back, but they’ll respect you more when your alternative approach delivers results.

How to Approach Client Suggestions Going Forward

The goal isn’t to become the publicist who shoots down every idea—it’s to become the strategic partner who makes good ideas great and redirects problematic ones.

Listen fully before responding. Even when you immediately know an idea won’t work, hear the client out completely. Understanding their underlying goals helps you propose better alternatives that address what they’re really trying to achieve.

Use the “yes, and” technique selectively. If a client suggestion has potential but needs refinement, acknowledge the kernel of value while steering toward stronger execution. “I love that you want to position the CEO as a thought leader—instead of a press release, what if we developed an op-ed for a tier-one publication?”

Offer alternatives, not just objections. Never leave a client hanging with just a “no.” Come prepared with strategic options that align with their goals while staying grounded in PR reality. “That angle won’t resonate with media right now, but here are three approaches that will.”

Set clear expectations from day one. The best time to establish your role as strategic counsel is during onboarding. Make it clear that part of your value is knowing when to pump the brakes, and that you’ll always prioritize strategies that deliver real results over feel-good tactics.

Document your reasoning. When you do push back on client ideas, follow up in writing with your strategic rationale. This creates a paper trail that protects both parties and helps clients understand your decision-making process over time.

The Bottom Line

Being a successful publicist isn’t about being agreeable—it’s about being right. The most respected PR professionals are those who have the courage to challenge clients, redirect bad ideas, and stand firm in their strategic expertise.

Your job is to get results, not to be liked. Ironically, when you prioritize the former, you’ll earn more genuine respect than any amount of people-pleasing ever could. So the next time a client suggests something that won’t work, take a deep breath and remember: saying “no” might be the most valuable service you provide.