How I Helped One of My Clients Love Her Business and Clients Again and Make More Money

Recently, a colleague shared an excellent article about saying no to unnecessary meetings and respecting our own time more overall. (You can read the full article here.)

I definitely share the author’s sentiments and have written versions of the same message myself many times over the years. (This, for example.)

It’s so important to remember that as service providers, we are running businesses. We are not gophers for clients to do with as they please.

In fact, we have a duty to protect and preserve our important business resources (e.g., our time and energy) and use them most efficiently and effectively so that we can continue to help clients and do our best work for them. A business won’t survive otherwise.

As such, it is up to us to set our own policies and expectations in clients around how and when meetings work as well as what the communication protocols shall be.

Those aren’t things that are up to clients to dictate, and they should not be expecting that as a matter of course.

It reminded me of the time I ran across someone who was very young (no work, business, or life experience to speak of) and brand new in our industry whose first client had her attending all “team” meetings by phone every single morning.

At the time, she defended it and could not be convinced otherwise that it was not her role as a business owner to have clients require her to attend their regular, daily internal meetings.

Eventually she wised up and learned (the hard way) that business owners are not employees, and it most certainly is not any client’s place to “require” you to do anything. 😉

I was also reminded of one of my early clients whose belief that “the customer is always right” was killing her. She came to dread working with her clients because of this unhealthy belief system, and it was creating an existential crisis in her life.

How could she make her living if she was beginning to hate dealing with her clients? She loved her work, just not everything they were “requiring” her to do, particularly when it came to endless meetings.

She was a solopreneur making over $1 million a year. That’s not the kind of money that’s easy to walk away from, but at the same time, her clients were running her ragged and she was miserable. Something had to give.

So I thought I would share the story of how I helped her shed this mindset and the steps we took to turn things around in her business so she could enjoy working with her clients again and not quit her business.

It’s a good example of how we, as Administrative Consultants, are so often in a position to guide and advise clients as a natural extension of our administrative support, expertise, and experience.

Perhaps it will inspire some ideas in your own Administrative Consulting practice on how you can further help clients.

This client was a high-end gala designer who conceptualized, produced, and executed the theme and experience of major fundraising events (think multi-million dollar budgets for $5,000+ a plate balls).

One of the pitfalls of her business was that she was constantly being sucked into endless group meetings with the local boards of these events, sometimes two or more times a week.

And she absolutely hated it.

These meetings were such an unnecessary time-suck and complete waste of productive time.

They ate up far more in travel time and preparation than the meetings themselves, which would sometimes last over two hours.

And more often than she’d prefer, they turned out to be merely bickering sessions between board members who couldn’t agree on anything. What did they need her there for?

Worst of all, attending all these meetings utterly stifled her creative energy—the very thing she was paid big bucks for!

This client was amazing at what she did. It’s a unique form of art in and of itself.

But while she knew what she was doing when it came to her talent, she had no previous business experience or training so dealing with clients, setting boundaries, and managing expectations was all new territory for her.

Since she had no frame of reference, she just assumed, like a lot of new business owners, that the “customer is always right” and whatever they want or ask is how she should be doing things.

One day as she was getting ready and lamenting to me over the phone about having to go to yet another one of these dreaded “dog-and-pony shows” as she referred to them, I asked her, “So why do you keep going? Do you realize you can say “no” to these meetings? YOU are the artist, not their employee. If they want to work with you, they need to conform to how YOUR service works, not the other way around.”

This was an epiphany to her!

She was this amazing, sought-after designer, and it had never once occurred to her that she could refuse to indulge in these endless, ridiculous wastes of her time; that it was, in fact, imperative for her to do so from that moment forward or she wouldn’t be good to anyone, least of all herself.

How could she do her best work for these clients if she allowed them to deplete her?

And if she didn’t put her foot down and start respecting her own time and energy, they certainly weren’t going to either.

Having done this in my own business and having helped a couple other clients by that time in this area as well, I outlined some of the things that could be done that would make a dramatic, positive difference in her business and how she worked with clients.

She resolved right then and there that she simply could not go on as she had been and asked me to help her.

First, since this was project-based work above, beyond, and different from (i.e., not included in) the monthly retainer she paid for my administrative support, I determined an upfront monthly flat fee for my consulting services. I estimated that we would need 3-4 months to fully implement everything.

Through a series of weekly phone calls, we explored and documented the specific issues she wasn’t happy with in her business. During these calls I provided suggestions and helped her see how we could rectify the issues she was experiencing by clearly identifying her standards (e.g., what values were important to her around money, work, clients; what she wanted for her business, for herself, and for her clients) and then implementing policies and procedures and creating tools that worked in support of those standards.

Our work together involved:

  • Making a list of the problem issues that were making her miserable and inhibited her creative flow.
  • Creating a picture on paper of what she wanted her business to look like, how she ideally wanted things work.
  • Formalizing her standards and values around these things on paper.
  • Helping her visualize and map out her client and creative processes and the practical steps involved, and charting this out on paper.
  • Fleshing out and formalizing new and improved policies and procedures and incorporating them into her client contract.
  • Creating a “client bible” (a/k/a Client Guide) that shared with clients her values around the whole client experience and preserving her time and creative energy with smart policies and procedures so she could do her best work for them. This guide worked as a tool that further educated and informed clients and set and managed their expectations about how she worked with clients, her communication protocols, the different stages of her design process, the specific kind and number of meetings that would be involved in her process, as well as what was expected from the clients themselves. For example, with regard to the dreaded meetings, the new protocol that I suggested and she agreed would be perfect was that beyond the initial consultation or two, she did not work or meet directly with boards or committees once she was engaged. She required clients to appoint one to three people that she would be working directly with from that point forward, with one of those people being her primary contact and liaison. This required boards and committees to work out their ideas and disagreements among themselves first on their own dime. This saved her a lot of angst and was a much more efficient and effective process for all involved.

Besides needing to stop the cycle of endless meetings she had allowed her clients to expect, we also identified that how and when they were expecting to communicate with her the rest of the time (i.e., ringing her any time of day and night!) was another one of her problem areas.

Here again, she had the misguided and detrimental belief that she had to be constantly accessible to clients on demand. She thought it would make them “like” and appreciate her more.

But being too available, she realized, was backfiring and actually had the opposite effect of causing them to have no respect or regard for her, which definitely was not her intention.

We set that right by establishing formal communication standards, policies, and protocols that clearly informed clients about her client hours and what forms of communication were acceptable and when.

This was something she hadn’t done before whatsoever!

Going through this process helped her see even more clearly how she was not respecting her own time and value and, therefore, clients weren’t either.

She realized where she was being too informal when it came to certain polite boundaries, and too lax in charging for other things, as well as simply not charging more profitably overall.

It helped her see where she could be charging higher fees and more intentional in how she worked with clients and doing things in a way that worked with HER creative process.

Toward the end of this realigning/re-centering process, we identified areas where my monthly administrative support could be further utilized to help ease even more of her burdens.

For example, with the newly identified and mapped out client-onboarding process we put together, we could clearly see steps that I could take on for her that would free up more of her time and attention such as the contract-signing and payment process, dissemination of the client guide, answering initial client emails and questions, and setting up and administering client files and accounts.

(This increased workload, of course, warranted an increase in my monthly administrative support fee.)

By engaging in the effort to change what wasn’t working for her, she took a stand for:

  • her own self-care,
  • doing work that was up to her professional and artistic standards, and
  • what she needed from clients in order to accomplish those objectives.

She learned that by setting clear boundaries and parameters, she wasn’t saying no to clients (something she was extremely averse to doing previously), she was actually saying yes to providing them with the best experience and outcomes possible.

When clients had a better understanding of the boundaries and protocols expected, they became much easier and happier to work with, and were much happier with her and what she created for them.

The consequence of our work together was literally life-changing for her:

  • She realized that “being nice” and forever agreeable to meeting after meeting was not benefiting her or her clients.
  • She hadn’t realized before that clients only had meeting after meeting because they didn’t know any better either. Her taking charge of her own business and processes gave them the leadership and guidance they needed (and unknowingly craved) from her as the professional in the relationship. The happy, unexpected byproduct was that they saved themselves all that wasted time and energy as well.
  • By better respecting her own time, it helped her also gain more respect for the value of what she created for clients.
  • She ended up having more time to take on more ideal projects and do even better work for the clients she served.
  • She increased her fees and kept better account of work and value for which she should be charging.
  • Because she wasn’t stuck in endless meetings any longer, she had more time to go on the soul-enriching trips around the world that fed her creativity which, in turn, benefited her clients.
  • And, perhaps most importantly, her joy and happiness returned which further fueled her creativity and excitement for the work.

I hope this helps you see how you, as the person who provides your clients with administrative support and expertise, are in such a perfect position to also be of help to them in improving and growing their businesses.

I have worked with and observed far too often consultants who simply don’t have the administrative skill and expertise to execute their ideas for clients (much less had anyone like you who could help them do that, hint hint).

As someone who is intimately involved in and familiar with your clients’ businesses, you can be so much more effective in not only sharing advice and ideas for improvements, but also implementing those changes and incorporating them into the administration of the business overall.

It’s why we are Administrative + Consultants. 😉

I have a LOT more to teach you on this.

When you learn how to do all these things in your own business, you can also do them for your clients.

One blog post isn’t going to do it, though; it’s just not an adequate medium for that kind of learning.

My best advice is always to get my entire system because each piece is an integral part of the overall picture. You can’t fully learn one area with the absence of the others.

If you are only able to start with one piece, however, my Pricing & Packaging Guide will show you how to understand and map out different work and revenue streams in your business and how to present and provide that kind of additional support to your clients (and how to make more money yourself doing it!).

Any questions, shoot me an email. I’m always happy to help where I can. 🙂

Dear Danielle: Is It Possible to Start My Administrative Support Business While Working?

Dear Danielle: Is It Possible to Start My Administrative Support Business While Still Working?

Dear Danielle:

I am glad to connect with you. I am currently employed. Is it possible to start this business without resigning from my job and still deliver? Thank you for your time. —Dorothy N.

Hi Dorothy. This is a good question. In fact, it’s probably in the top 5 or 10 that people ask me when they are trying to figure out how to go about starting up their administrative support business.

And I have some sound advice for you.

Since this is a topic I’ve covered before, I’m going to direct you to three main posts that have served people well when they’ve wondered the same thing:

Dear Danielle: Should I Quit My Day Job to Start My Administrative Support Business?

Dear Danielle: Is It Possible to Start an Administrative Support Business Part-Time?

8 Tips for Transitioning to Your Administrative Support Business from Full-Time Employment

Let me know if these help!

Why Do We Talk About the “Negatives?”

Why Do We Talk About the "Negatives?"
Why do we talk about “negatives” in this business so often?

Because by doing so we help each other avoid the pitfalls and making the same mistakes.

Because so many people experience the same issues that keep them from earning well and loving their businesses and clients.

Because it helps folks set up smarter, stronger foundations in their business.

Because the smarter, stronger way is not always obvious to new colleagues who tend to fall into the trap of lowest hanging vines.

Because it helps each other succeed and do better.

It’s never “negative” to talk about the problems. Those problems, pitfalls, and complaints are actually valuable opportunities to learn, grow, and succeed.

Have you been helped by candid conversations about some of the common trials and tribulations we share in this business? How so?

Here Is Another Good Question to Ask in Your Consultations

Here Is Another Good Question to Ask in Your Consultations

Self-care is a big theme in my life this year due to having to manage the care of my elderly father for the past five years who has Parkinson’s Disease and Lewy Bodies dementia, on top of trying to manage my business and client work and have some semblance of personal life left.

Life happens, and you will thank yourself to the moon and back for putting smart policies and processes in place now that honor your boundaries, standards, and needs in your business.

Along that vein, choosing clients well plays a huge role in taking good care of yourself, your business, even your other clients—because one bad client causes a host of problems not only for you, but for them as well, in all kinds of direct and indirect ways.

One of the traits to look for in your ideal clients is that they are easy to work with. Clients who are easy to work with are amenable to your systems and processes (because those are what allow you to work well together successfully), and open to doing things in new and different ways than they may be used to doing them on their own.

This, therefore, is a vital topic to address in your consultations if you are seeking to connect with the best-fitting clients possible.

You could frame the question something like this:

“Similar to how you have certain ways of doing things in your business, I also have specific methods, protocols, and systems in place that allow me to best manage my various client workloads and create optimum efficiency. Any new clients I accept onto my roster need to be amenable with these methods and systems and open to some new ways of doing things in order for us to work together effectively. For example, I may need you to adopt a certain format for email subject lines and be consistent about that. Is this something you feel you can do and are open to?”

Something like this will open up an exploratory conversation that can also give you some good indications as to how easy or difficult a prospective client may be to work with.

If they think they are too important, “too busy” to pay attention to details like that, or if they are otherwise resistant or dismissive of what you need from them, that is a red flag you should heed.

They need to understand that in order to work together and for the relationship to work, there are simply some things you are going to need from them in order to do your best work and run a sane and happy practice (which benefits everyone).

If they can’t fulfill that end of the bargain, those are people you should think twice about taking on.

Clients who make you pull your hair out are just not worth the headaches they create in your business and your life.

PS: Implementing a thorough, well-thought out consultation process is one of the BEST things you can ever do for yourself and your business as it will help you get more ideal clients who say YES! to working with you and weed any with whom you don’t wish to work.

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 worst so I have to hurry and get as much done as possible before the next catastrophe hits.

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.

How about you? How is your self-care going? Are you finding any bad habits slipping into your business? How do you preserve self-care in your business and maintain boundaries?

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.