If a client going to fire you, i'm sure there is a more way than having a conversation in his office. I think in face-to-face conversations there is a always a way to rescue your "relationship" with the client but you got a little chance over the phone or per brief.
ps: i guess you're not in a business with someone who can shoot you in your foot !!
Here is the author's response from TC:
"Oh, and the meeting in clients offices was tongue-in-cheek. in the example i provide they are about to fire you."
There are good arguments against some of these tips, too. For example, having your high-value founders doing menial tasks is a poor use of resources. There is a good argument for hiring an admin assistant with decent marketing coordination skills, etc. Most small teams I know who have done so say it was incredibly helpful at freeing them up for more important tasks.
We were a team of 2 programmers and then we hired someone (from our community) to run our Twitter and Facebook accounts. It provided a huge bump in engagement (and sales) plus freed us up to do more programming.
Getting people to share the burden with customer support, engagement, and outreach can be a huge help.
There's some good stuff here but like most advice givers it's fairly dogmatic. The trick is to figure out the uniqueness of your own business so that you can take "You should always do X" and "You should always do Y" from different confident successful people and figure out when you should sometimes do X and sometimes do Y.
I'd love to hear additional detail about that.