I Have No Substitutes

I Have No Substitutes

So I recently had someone ask me to help them find a coach/mentor in this business who understands the difference between a VA and an Administrative Consultant.

Ummm, hellooooooo? What am I, chopped liver? Do you even know where you are?

So, let me get this straight… you don’t want to work with me because I’m “too harsh and our personalities wouldn’t mesh,” but you think asking me to find you someone else is not somehow insulting?

Mind you, this isn’t someone who has ever actually spoken with me, much less even inquired about working with me.

Look, I get it. If you want fancy, frilly writing from someone who blows smoke up everyone’s ass, I’m not your girl. But that doesn’t make me “harsh.”

And I don’t have a lot of respect for people who use that word. Especially when it’s directed at a woman, as well as when it comes from one woman to another.

Because “harsh” is used as a sword against women for not fitting the mold, for not conforming to what society tells women they need to be and how they should speak and behave: to be “nice” and “get along.”

(Translation: Appease others at all costs, stuff your own feelings and needs, and whatever you do, don’t say what you really mean because god forbid you as a woman should speak clearly and directly with conviction and a point of view lest you make anyone uncomfortable).

Are your feelings hurt merely because I’m direct and use straight-forward sentences and don’t beat around the bush?

Are there not enough happy faces and cute unicorn emojis for you?

Or do you just feel abashed because I called out the rudeness of your request so you want to now deflect it onto me.

Yeah, I don’t have time for that BS.

How about this? Be a grown-up and own your own shit. Stop expecting others to dull their intellect or competence because you feel insecure.

What’s actually going on is you are afraid.

I would never throw that fear in your face if we were working together. That’s not what I’m about. (I’m about helping people overcome their fears with a combination of straight talk and tough love and giving them the knowledge and tools to be more confident and successful in their business.)

But when you try to blame me for your personal issues and level the word “harsh” against me, that’s your problem, not mine.

And here’s a little advice on good manners: If you don’t like someone, don’t follow them.

Get off their page, get off their mailing list, and get lost. Stop resenting them on one hand while consuming everything they offer on the other.

And what you especially don’t do is ask them to help you find a substitute (like, “I don’t like you so much, but I’ll suck up all your free stuff and, oh, hey, can you also refer me to someone else who knows as much as you… for free, of course”).

Gawd, does this really even need to be said? Just f**k off already.

Is that too harsh? 😉

The bottom line is, I think most people (the people who matter) are smart enough to understand that I can be both strong and assertive in my writing generally while still able to take a firm, but gentle approach in guiding people with whom I may work personally.

And I’ll tell you one more thing: You won’t find another person out there with more integrity than me. Because people with actual integrity speak truth and will tell you what you need to hear, not what you want to hear, to succeed.

Others will say anything and pretend to be whatever they need to in order to get your money. There are a lot of hacks out there like that, and you can have them if that’s what you want. But it won’t be me referring you to them.

I have no substitute. I originated my teaching on this industry and there isn’t anyone else qualified with my level of knowledge and expertise to be teaching it.

So, if you want to learn about Administrative Consulting, you’ll have to get it from me. Otherwise, you’re on your own.

Are You Trying to Do Everything Without Taking a Break?

Today’s much-needed reminder…

I came across this quote on Facebook somewhere quite serendipitously right when I needed to hear it most.

It’s addressed to creatives, but you can swap “artist” for “Administrative Consultant” or “business owner” and the wisdom still applies.

It is one thing after another caring for my dad. Every time I think I will finally get a breather and be able to focus on my life and business, some fresh new rabbit hole opens up and there I go tumbling down.

And a huge part of the problem is me.

For some reason, I have this idea that I can’t rest when it comes to him, that I have to do everything RIGHT. THIS. SECOND.

And some of it is warranted. When you are dealing with a sick family member, there are things you simply have to take care of immediately, not when you feel like it.

But a lot of it is simply because I have allowed a negative mindset to form in my head where I am always waiting for (expecting) the other shoe to drop.

It doesn’t help when there are outside influences and pressures, people who don’t have any of the burden or responsibility, giving you their “helpful” two cents and otherwise second-guessing you constantly.

It takes constant practice for me to let go and remind myself that I can’t do everything for him and I HAVE to take care of ME, too! Because if I don’t, I won’t be any good to him or anyone else at all.

I have far less trouble with these boundaries in my business because I had a lot of years to figure out and erect those boundaries.

However, I’m finding that the bad habits I have developed when it comes to caring for my dad while neglecting myself have trickled into my business in sneaky ways as well.

For example, I am always wanting to get my dad’s stuff taken care of right away because I want to keep clear as much space as I can before something new piles up on my plate.

And because I don’t want my client work to get backed-up when some new unforeseen disaster erupts with my dad down the road, I find myself doing the same thing in my business, to the point that I have actually done work the same day it is received.

And that is sacrilege according to my own rules because it creates an endless cycle of unsustainable pace and expectations in clients.

So I am having to do a lot of self-work these days on not stepping over my own business boundaries and standards.

You can’t have a life if you are constantly responding to clients instantly.

This is why and how I developed my 3/7 Guide that I share in my Power Productivity & Business Management Guide for Administrative Consultants (GDE-41). It’s a system for managing client work that helps preserve your boundaries and sanity in your business while setting and managing client expectations around those standards at the same time.

All of this is a reminder that it takes discipline in honoring our standards and boundaries and constant practice and vigilance.

If you find yourself backsliding into unproductive, unsustainable ways, you have to give yourself a little kick to get back into gear because you and your business (and your clients, ultimately) will pay for it otherwise.

What Is Your Talent Worth?

What Is Your Talent Worth?

Not sure where I first came across this quote, but it’s a sentiment that always bear repeating.

To an extent, value is relative. Which is why it’s important to work with the right, well-chosen clients, clients who need what you have to offer and will therefore appreciate (i.e., value) it more highly.

That said, at a fundamental level, if you don’t value what you have to offer (and price it accordingly), no one else will either.

Does this resonate with you? I’d love to hear why.

Dear Danielle: Is There a Formula for Raising My Rates?

Dear Danielle,

Happy New Year!  I hope all your dreams will be actualized in 2019! My question relates to raising rates with current clients and if there a formula to follow. In the past I have used the script you provided in your blog post Raising Your Rates, and I must say it has worked like a charm. I love all the advice you provide on the blog in this category, especially about not letting fear get the best of you when you offer high quality service. Over the last couple of years, I have restructured my administrative consulting business. I offer a core service in two niche markets. During this time, I have retained five clients and have had great success. With each new client,I have incrementally raised my rates. This gets me to my question: The first client I retained almost two years ago is THRILLED with my service. Not only did I meet the contractual obligations, but went above and beyond. I really hit the ball out of the park with this client. They are often singing the praises about my administrative consulting firm. Since their two-year anniversary is approaching, I was planning on raising their rates. Is there standard protocol to follow (like tipping a server at a restaurant)? I thought I would raise my rates (REMOVED)%. This is a number I picked because when I see a vendor, utility, or dental plan increase by this amount, I think, “that’s fair,” but any higher, I feel like I am being taken advantage of. Next, I looked up the cost of living increase on Google. It is 3% each year for 2017 and 2018. That makes me wonder, would I be undercutting myself with a (REMOVED)% raise and should I increase to (REMOVED) %? Vacillating to the other end of the spectrum, I am obsessed with client satisfaction. I don’t want to raise the rate so high they feel taken advantage of. We have a dynamic relationship. Would seeing the numbers help? The client’s current retainer is $(REMOVED)/month. As I solicit new clients, they will pay $(REMOVED)/month for this service. However, I am not ready to lose this client. I truly value your guidance in this situation. Thanks again for all you do for our community!Name Withheld for Privacy

Thank you, and happy new year to you as well! And thanks for the great question which I’ve been chomping at the bit to answer for you.

First, congratulations on your well-earned growth and success. That is absolutely wonderful to hear!

I also want to let you know that I am keeping your name anonymous and removed certain info from your question for reasons I will explain below.

The short, quick answer is that there is no formula for raising your fees. I know people love to be given formulas, but it’s not that simple.

It’s also highly illegal for members of a profession/industry to discuss rates or setting standards or minimums or formulas when it comes to pricing as these things violate antitrust laws. Those kind of conversations constitute what is termed “collusion.”

The state and federal agencies that oversee these laws take violations very seriously so we never want to run afoul of them.

It doesn’t matter how big or small a business is, whether they are sole proprietors or big corporations, or how much money they make, we are all subject to these laws.

As they will tell you: ignorance is not a defense. This means you can be prosecuted for violations whether you were aware or not.

This is why I am always trying to educate our industry on this topic. Read this post for a bit more in-depth info: Dear Danielle: Why Can’t You Just Give Us a Ballpark Figure When It Comes to Pricing?

So for all the other colleagues out there, the bottom-line is this: STOP asking others what you should charge!

Not only are you putting yourself in danger, you are putting others as well as our entire industry in jeopardy. Your pricing is for you and you alone to determine.

The good news is that we don’t have to discuss specific numbers to help each other learn and grow in our business smarts and profitability.

Here are the things I would want you to give some thought to:

1.

Don’t compare what you do to a utility. You are not a commodity; you are a professional service provider.

Your value is relative to how you improve the life and business of each of your clients, not how much they pay for a box of cereal on a shelf.

Here are a couple of posts to help people better understand and remember what their real value is to clients (hint: it’s not how much/little clients pay or how much money you save them):

How has your work helped them advance, grow and improve in their business? What goals has it helped them achieve or get closer to? How much more time and freedom do they have since working with you?

When it’s time to raise your rates, be thinking along these lines and taking note of them, not just how much your workload may have increased, although that is certainly relevant as well.

People know that when they get more, they pay more. The benefit of connecting what they have gained by working with you, however, is that it helps keep them in a positive mindset toward fee increases, particularly when they are increased for more abstract reasons (such as cost of living) and not necessarily increased workload.

How you determine your fee increases and how much to increase them by is entirely up to you. There is no right or wrong way to do it.

2.

I’m concerned that you have one-price-for-all.

If you are providing administrative support, you are providing a variety of tasks, functions, and roles for each client, each of whom is unique and whose support areas, needs, levels, and objectives are all going to be different from the next client.

When you are providing a value-based service, there shouldn’t be anything cookie-cutter about your pricing. Each client’s needs and support plan should be evaluated and determined on an individual basis. This is something I show people how to do in my Value-Based Pricing Guide.

It doesn’t tell you what to charge or give you a formula. It will show you what factors to take into account, how to identify/categorize support plan areas and set parameters and boundaries, and give you as systematic an approach as you can get for determining your pricing around your support plans that is fair and profitable for both you and your clients.

3.

Capture their “before” picture at the start of every new client relationship.

When you consult with potential clients and onboard new ones, be sure to include a step where you obtain as complete a picture as you can of their current challenges, difficulties, pain points, and obstacles, as well as their desired objectives and outcomes BEFORE you start working together.

(If anyone reading this doesn’t have a consultation process in place, you NEED one now! Get my Consultation Guide for an easy, step-by-step plan that shows you exactly what to do before, during and after.)

Not only does this help you create case studies/stories for your website, it’s also incredibly useful insight to have when it’s time to raise your fees.

By better identifying what each client actually values and what they’re trying to accomplish through your work together, you can use that information to set benchmarks and emphasize those accomplishments.

They also inspire clients by helping them remember what life was like before they had your support and how far they have come and what a smart decision they made in choosing you.

4.

Survey clients for their feedback and suggestions on a regular, consistent basis.

This is something else that is useful when presenting fee increases as it can help you connect the dots from your work directly to what the client’s values, goals and objectives are.

I recommend getting client feedback at least every year for established clients, and more frequently (e.g., every three to six months) for new clients.

One caution, though: Don’t raise fees at the same time of year that you survey clients for their feedback and suggestions. Do these two things at different times of the year.

5.

Similarly, if you have my Value-Based Pricing Guide, you know that I also recommend reviewing every client’s support plan at regular intervals.

For new clients, you are going to do this more frequently because there is a lot of ramping up and getting to know the work and each other and fine-tuning of things in that first year of working together.

For them, I suggest reviewing their support plan internally every two to three months initially in that first year.

You want to make sure you are honoring the parameters you both agreed to and identifying any scope creep that you have not have taken in account and then adjusting accordingly at the next fee increase.

With established clients, you may decide that an annual support plan review is sufficient for your purposes.

6.

Keep clients informed upfront all along the way with plenty of notice.

Let new clients know that there may be a period of adjustment in the first months/year of working together and that you will be reviewing their support plan every so many weeks or months.

If there are areas that have been or need to be added on or increased (or been eliminated or significantly decreased, for that matter), let them know that the fee they pay may be affected.

And let established clients know that their support plans are reviewed regularly as well (e.g., annually or every six months).

The key is to inform all clients upfront that their support plans are reviewed at specific intervals and that there will be periodic fee increases as you deem necessary or appropriate

You want them to understand that what they pay is relative to the support areas and parameters you have agreed to, and as those change and evolve or increase, you will be examining them and adjusting pricing accordingly.

At a very basic level, all I can say is this: You know your clients. You know what you do for them. You know when you feel like you are doing more than what you are charging for. You know how they are benefiting from your work. And you know when it’s time for raise fees for the profitability of your business and in keeping with the value you are providing.

When you start to feel those nigglings, that is always the correct time to review and adjust.

Always be reviewing and evaluating internally, and then on whatever regular schedule that you determine, implement your fee increases.

For Example

Let’s say you like to go through your annual feedback process with clients around May or June when business generally tends to slow down somewhat for everyone and they have more time to reflect.

You could then time your annual fee increases for January.

Whenever you time these events, I suggest you always give clients 30-60 days’ notice of any support plan adjustments/fee increases.

This gets them used to the idea, gives them time to ask any questions they have, and ensures no one is surprised or caught off guard. That’s the only thing that would really create ill will.

By giving courteous notice, it’s only going to help you adjust things in the best way possible for both you and each of your clients.

The bottom-line: Never surprise clients with things coming out of left field.

Everyone appreciates a heads-up so they can plan and budget accordingly, and your fee increases will be far more well-received.

Dear Danielle: Are We Management Consultants?

Dear Danielle:

Thank you so much for the information you make available. I have purchased a couple of your products so far. I am just starting out and I won’t be calling myself a VA. Instead I refer to myself as Virtual Consultant. After getting a better understanding of what an Administrative Consultant is from your website, it seems we are like management consultants. Do you agree or disagree with this? Kind regards. —SC

Hi SC and welcome to the ACA.

In answer to your direct question, I would disagree. There’s a reason the name of this organization is Administrative Consultants Association. 😉

I am not an advocate of the word “virtual.” It’s a silly, idiotic word that doesn’t belong in the vocabulary of a proper business.

If you are going into business to provide the service of administrative support, then you are an Administrative Consultant, not a management consultant or “virtual” consultant (What even is that? Could be anything and does nothing to clearly and immediately tell your marketplace and would-be clients what your focus is and what you do.)

Administrative is the key word here. If you leave it out, you are not conveying the specific skill and service you are in business to provide.

A management consultant is something entirely different. If that’s what you want to go into business for, that’s up to you, of course. But to be clear, that’s not what we do here at the ACA or as Administrative Consultants.

An Administrative Consultant is someone who provides administrative support and works with clients directly in ongoing, long-term, one-on-one relationship.

Here are a few blog posts that elaborate a bit more on these points:

Dear Danielle: We Loathe the Virtual Assistant Term
What Makes Someone an Administrative Consultant?
Dear Danielle: Should I Use the Word Virtual in My Biz Name?

It seems you have an aversion to the word “administrative” for some reason. Why is that?

Is it because administrative support is not the service you want to provide? If so, there is nothing wrong with that; however, that’s not what this organization is here to help with.

The Administrative Consultants Association is exclusively for Administrative Consultants: people who are in the business specifically of providing ongoing, collaborative administrative support and working directly one-on-one with their clients.

If all someone does is “manage” and they don’t actually provide administrative support themselves, that person is not Administrative Consultant.

Hope that helps shed a bit more understanding. Let me know if you have more questions.

Dear Danielle: Does This Business Allow for Expansion?

Dear Danielle: Does This Business Allow for Expansion?

Dear Danielle:

I’m a student who has been assigned to research a startup business. As a business administration major, this is something that interests me, so it is more than assignment. Does a company such as this allow for expansion from being one person to expanding with several employees? Thank you for your time. —RT

Hi RT,

Thanks for the question.

A person can create any kind of business they wish. That should go without saying. However, Administrative Consulting is a solopreneur business model, not a “team” or “staffing” one. That’s because the primary value being imparted is the personal one-on-one relationship.

People running this kind of business are not interested in managing employees and all the attendant problems and responsibilities that come with that much less creating a company the size of which inherently requires employees.

Administrative Consulting is a deeply personal and collaborative one-to-one relationship with clients. It’s ideal for people who are interested in a boutique-sized solo business working directly in one-on-one relationships with just a handful of (ideally, well-paying) clients.

You don’t need employees to do that and it would actually make things more unnecessarily complicated, disjointed, and expensive while reducing profit margins.

This is not the kind of business for people who want to turn the work into an assembly line. That is completely opposite to the value that is created when working together in a long-term, ongoing, one-on-relationship with clients.

That said, I have always advocated the idea that being solo doesn’t mean you do literally everything yourself. It simply means that YOU are the product; it’s your unique combination of skills, talent, experience, insights, and know-how that your clients are “buying,” so to speak.

However, in the same way that clients partner with us for administrative support, an Administrative Consultant can and should have her own Administrative Consultant to support her behind the scenes as well, along with having relationships with her own accountant, bookkeeper, business attorney, web designer/programmer, etc.

Most of us also belong to networks of colleagues we can refer to on those occasions when we may need or want to bring in an extra hand or two. But those are incidental instances and provided by people who run their own independent businesses and are not employees.

This kind of business and relationship doesn’t need a lot of chefs dipping their fingers in and ruining the stew, if you understand my analogy. It just needs the leverage of a few key relationships to be successful.

I always say this as well: Anyone who can make it as a solopreneur is better poised to succeed in any larger future business incarnation. Because if you can’t do it as a solopreneur, being bigger is not going to help anything.

Welp, It’s 2019, People…

Welp, It's 2019, People

In the countdown to the Seattle Space Needle midnight fireworks, I spent NYE Lime-Biking for miles, dancing ’round a beach bonfire, and whipping up JetBoiled hot chocolates and beef stroganoff (a la Mountain House freeze-dried, lol) out of the tailgate.

That might sound all happy-go-lucky—and it was fun—but I am not sorry to see 2018 go in the least.

Not gonna lie. It’s been a really sucky, unproductive year with all my best-laid plans stymied and thwarted at every turn.

Caring for my dad really caught up with me the past year.

Then dealing with a horrible landlord became untenable and I needed to move.

Then I got sidetracked for nearly three months getting my dad’s house and property back in shape.

And then the holiday season hit and I gave up trying to get anything done in my own life and business. I just could not maintain any of the necessary momentum and concentration.

I fully recognize that there are others with a far more difficult path and that my dad’s diseases (Parkinson’s and dementia) are not going to get any easier so I had better brace myself for the road ahead.

Still, it’s been rough because pretty much all the hard, time-consuming stuff fell squarely on my shoulders alone.

I have had no one to help me, and it has cost me a lot in both my personal life and business.

Not boo-hooing (well, maybe a little). Rather, I am in awe of myself and how I have risen to meet every challenge.

That’s not to say it’s been a piece of cake. Far from it!

But I wrangled every single obstacle with aplomb, and I am damn proud of myself.

Yes, the last 4-5 years have kicked my ass, but I keep standing back up.

I found my dad an absolutely fantastic adult care situation and got him moved in there in November.

That worry and upheaval has been a huge block and mental drain.

I am so thankful that, at least, has been take care of, and I rest easy knowing I have given (and continue to give) my all in making my dad’s life better and easier and that he has the best medical and assisted care possible.

The focus moving forward for this year is on reclaiming my life and shedding things that no longer serve me.

As they say, you can’t pour from an empty cup, and I am in desperate need of some serious self-care right now.

Going into my 22nd year of business, I still love serving my administrative support clients as that work still excites and challenges me every day.

I’ll also continue working one-on-one with a few select mentoring clients as working with determined colleagues who are driven to up their business game continues to be very gratifying.

I am ready for a new beginning big time. Here’s to a better year ahead for us all!

Here Is What Constitutes a Bad Client

Here Is What Constitutes a Bad Client

This year, I’ve been focused on removing anything in my life that is a PIA, that rubs the wrong way, that no longer serves my interests. My self-care demands it.

After caring for a sick parent, I have zero time and energy for any kind of BS. It’s always a good time for you to be thinking about this, too.

Identifying and weeding out bad clients is an exercise in self-care and making your business sustainable and profitable.

For a while now, I’ve been observing the results of someone working with what I would deem a bad client.

The situation has gone from bad, to very bad, to really, REALLY bad.

For the life of me, I have never understood what they see in this client, what could possibly be worth all the hair-pulling problems and extra work, annoyance, and difficulty this bad client causes.

Now the chickens are coming home to roost, and it emphasizes the cold hard truths I and others have always expounded on when it comes to taking on un-ideal clients: DON’T DO IT!

  1. You may see the prospect of big financial returns, but I guarantee you, it is nearly never worth all the time, trouble, and energy it costs you in the end (and that’s IF you ever do see the kind of money you thought they represented).
  2. Bad clients are FAR more work than they are ever worth.
  3. Bad clients like to make grandiose claims and big promises that almost never come to fruition.
  4. IF they do hit it big (that’s a big IF), bad clients easily/conveniently forget the promises they made to you when they needed your help.
  5. Bad clients are hopelessly, endlessly disorganized. They resist and make difficult any and all attempts by you to create some semblance of order, making it next to impossible to work with them.
  6. Bad clients live in a constant state of chaos, and their chaos becomes your chaos.
  7. Bad clients like to keep everything in their head. They don’t listen when you remind them that they are no longer working alone and thus, there simply MUST be systems put in place for working together.
  8. Bad clients are always late. They do everything at the very last minute, leaving you little to no time to do a proper/thorough job. They expect you to then drop everything and deal with the consequences.
  9. Bad clients create 10 more problems for every one that you solve. Instead of getting more efficient and organized, they only get worse. They make everything more difficult than it has to be.
  10. Bad clients are arrogant. They always think they are smarter and know more than everyone else. They brush off your advice, recommendations, and suggestions (even when they have solicited you for them!). When they do take a suggestion you have offered, they act like they thought of it themselves.
  11. Bad clients are constantly cutting corners and playing stupid games, thinking they can outwit the law, the system, the “man.” This nearly always ends in disaster and only causes more work and headaches for everyone involved. (TIP: It is FAR more work and difficulty trying to cut corners and game things than it is to simply do things correctly, honestly, in the first place. As Judge Marilyn Milan says, “The cheap comes out expensive.)
  12. Bad clients are sloppy and pig-headed. They will cut their nose to spite their face, spend $10 to save a penny. They’re always trying to take shortcuts and think properly dotting their i’s and crossing their t’s is for sissies. This creates a house of cards that ends up biting them in the ass one way or another. There is a reason there are commonly accepted standards of business practice. Anyone who shrugs them off as unimportant is a huckster, not a proper businessperson.
  13. Bad clients are petty and selfish. They withhold praise, rarely express appreciation, and are always devaluing others and looking to take advantage whenever possible. They want ALL the credit and will steal it even when it’s not theirs to be taken or given. The only person they value and think about is themselves.
  14. Bad clients are greedy. They think the ends always justify the means. Ethics and integrity are afterthoughts (if they are considered at all). It’s one harebrained, questionable scheme after another with them.
  15. The problems that bad clients cause spill over into your other client relationships.
  16. Bad clients cause your work quality to suffer all the way around. They are so needy and demanding and their work, in turn, so arduous and time-consuming, it unfairly deprives your other, more ideal (and easier to work with) clients from your equal time, attention and best efforts.
  17. Bad clients want everything for nothing. They will gladly pay you tomorrow for a hamburger today (and tomorrow never comes soon). You can’t pay your bills with IOUs.
  18. Bad clients think everything they do is worth millions and everything you do is worth pennies. That is to say, they devalue, demoralize, and degrade (in turn, eroding your confidence) and don’t appreciate all that you do for them.
  19. Bad clients constantly pay late, if at all. They’re always making excuses and trying to string you along. (Of course, you have some culpability here. It’s up to you to put your foot down the first time this happens and to fire the ass of anyone who continues to disrespect you in this way.)
  20. Bad clients ruin all the good work you have done for them on their behalf. For every gain you make, they do something that causes twenty steps back.
  21. Their poor integrity can besmirch YOUR reputation and integrity. God forbid you should rely on them for referrals; you’ll just get more of the same type of bad client.
  22. Bad clients never take responsibility for their poor habits and practices and are the first to blame YOU for the problems they caused/brought on themselves.
  23. Bad clients are also the first to report you to the BBB or the bar or whatever governing/overseeing agencies you are accountable to. They are incapable of taking responsibility for the problems and conditions they themselves create.
  24. Bad clients cannot be saved from themselves and will bring you down with them. Bad clients who don’t run their businesses properly or ethically can be and often are sued. And guess who can get dragged into that mess whether they like it or not? Yeah, you and everyone else who has worked with them.
  25. Bad clients are the quickest path to poor health, stress, overwhelm, and burnout.

Never take on any client just for the money. I can’t emphasize this enough!

There must be a fit. You have to genuinely like them and what they do (and vice versa).

They must be honest and ethical and do things in a way you can respect.

They must treat you with dignity, honor, and respect.

And they have to be willing to let you do what you do without making it more difficult. If not, you have nothing to discuss and there can be no relationship.

Bottom line: Be a client snob. Don’t accept anyone and everyone who comes along. Be choosy and selective about who you work with and have a process in place for vetting clients. You’ll be happier and richer for it.

Who Said Positive Change Would Necessarily Be Quick and Easy?

Who Said Positive Change Would Necessarily Be Quick and Easy?

Hello, peeps!

No, I haven’t fallen off the planet, lol.

I’m still dealing with the transition of moving into my dad’s house temporarily and getting things sorted and running again. Plus, I had to move during a heatwave. Thank gawd that is over! But there is soooo much work to do. Oy.

I’ve been here since August 1. My plan is to spend the next 3-5 months getting it cleaned up and put back in order in the hope that there might be some possibility at some point that he could return home and spend his remaining years in his own house with live-in care.

If you are new here, my dad was diagnosed with Parkinson’s about 10 years ago and Lewy Body dementia about four years ago. His health and ability to care for himself and his house took a nosedive in 2014, and he is currently living in an adult care home.

My lease was up at the end of July, and I was seriously in need of some change in my life. It all worked out perfectly for me to not only do this for my dad, but also take my time in finding my next ideal home. I’m currently checking out houseboats (I might even have a custom one built!) and will be doing a little roadtripping in the meantime.

As I get settled in, I am reflecting on the idea that change — even if it’s a positive change — is often painful.

I am someone who tends to zap tolerations very quickly.

I am all about ease, and whenever and wherever I can make things easy (or at least easier) for myself, for my clients, for others, that is exactly what I do.

I front-load work and get the hard stuff out of the way first because it makes things simpler, faster, smoother and/or less difficult/problematic down the road.

And because I am normally really good at making things easy, I sometimes have to be reminded that not every positive change can be made as easily or quickly as I would prefer. There is going to be some “creative destruction” that can be messy and take longer than I would like.

This moving/dislocation process has been a bit traumatic. While being a very positive step towards some much-needed change in my own life, it’s not easy.

I don’t like being in transition, even though I am moving step by step toward a more ideal situation in my life.

My routines are all disrupted and I feel out of sorts. I don’t like the feeling of being in a “temporary” state. I like being settled and everything in their place.

Going through this made me think of a colleague I’ve been chatting with who also started making steps toward some positive change in her business she was desperately ready for and in need of.

Two thirds of her clients took the new standards she was implementing in her business in stride (this is very common, many colleagues are surprised to find).

One is highly resistant and being difficult about it (also very common, and also indicative of a relationship that might need to be severed in order to make way for a more ideal client to fill that spot on her roster).

The reminder is this:

Positive change can be messy and take time. We might lose some things along the way. But the alternative is inertia and living in a rut. And that’s definitely not ideal.

So have faith that even though the process might be tough, might be daunting, might be painful, it is so well worth taking those steps in a more positive direction so that you can love your life, your business, and your clients.

(PS: Wondering what a standing toilet paper holder has to do with this post? It’s an example of zapping tolerations. The bathroom off my dad’s master bedroom is a full bath, but it’s v-e-r-y small, and the toilet paper holder in the wall next to the toilet is extremely awkward to get to. It’s really annoying to wake up in the middle of the night to use the restroom and have to twist yourself into a pretzel reaching backward and blindly feel around for the toilet paper. Oh, no, this is not a nagging annoyance that should be tolerated for one minute! Barring hiring a contractor to fix the problem, I discovered free-standing toilet paper holders in the meantime. Life-changing, lol! At least that one was a quick and easy fix even if other positive changes aren’t.)

Are you looking to make some positive changes in your life and/or business? What kind of obstacles (mental or otherwise) are keeping you from taking action?

I could sure use some conversation with colleagues. Leave me a comment and we can explore and brainstorm! 🙂

There Is No “Perfect” Client

There Is No "Perfect" Client

Perfect is not the same thing as ideal.

There is no such thing as the perfect client. These are people we’re talking about here, and people are nothing if not imperfect.

Still, it’s vital that you choose clients wisely and with intention from your ever-increasing knowledge about the kind of person you enjoy working with most, who gets the most from working with you, who makes working together easy, and who values and appreciates what you do for them and allows you to do your best work, and to never ignore any red flags that set off your spidey senses.

Because clients who are not a good fit — or un-ideal — will cost you dearly in time, money, energy, morale, confidence, and joy — far more than they are paying you to ever be worthwhile and far more than you can afford, I can tell you that.

Have you ever had clients who weren’t ideal? What kind of negative impacts did working with them have on your business? What measures did you take to create to improve/change this situation?