Clientish Documents
Step-by-step guides for every module, from your first workspace to proposals, billing, support and automation.
Order Statuses and Order Rules
Change an order’s status, edit your statuses, and set the order rules.
An order’s status shows where the work is: waiting for the client, in progress, delivered or cancelled. You can use the five built-in statuses as they are, or change them to match how you work.
Overview
This guide covers changing an order’s status, the built-in statuses, your own statuses, and the order rules.
Who Can Access
Team members need Manage Order Status to change an order’s status. Only people who can change settings can edit the statuses themselves.
Step-by-Step Guide
Change an order’s status
Open the order and click Change Status. Each status shows its description, and the current one is marked. You can also drag the order on the Kanban board, or change several orders at once with bulk actions.

Moving to Working fills in the Started date, and Complete fills in the Completed date. The client gets an in-app notification, not an email.
Edit your statuses
Go to Settings → Order Statuses. Add a status with a name, a colour and an optional description, change the order with the arrows, or edit and delete one. Reset to Defaults brings back the five built-in statuses.

Set the order rules
On the same page, Order rules decide what happens around the statuses:
- Initial order status: the status a new order starts in (Pending, Submitted or Working). Services with an intake form always start at Pending.
- Lock completed orders: the client must click Request revision before they can message a Complete order.
- Enable order ratings: clients can rate Complete orders.
- Default revisions per order: how many times a client can send a Complete order back.

The Built-In Statuses
Automatic Changes
- When the client submits the intake form, the order moves to your initial order status.
- When an invoice is paid, the order moves to your initial order status. It never becomes Complete on its own.


