I recently asked colleagues how they, their families, and their businesses were faring during these difficult, unprecedented times.
I offered that there may also be some increased opportunity in all this. In response, a few folks were concerned about how to market without seeming opportunistic.
It’s always interesting to me when people worry about “taking advantage of the situation.”
It hints at the apology women are always making for being in business, and the apology society in general makes for wanting to be paid for the helpful and valuable services they provide to those who need them.
But let me ask you this: If you are in this to help people, how is that taking advantage of them?
Are you lying? Are you cheating? Are you stealing?
I’m assuming your answer is no to all these.
Then why on earth are you apologizing for being in business and wanting to provide good, honest work that HELPS people?
This hints at the deep-seated money issues we have and the work we must continue to do around our money issues and professional self-esteem.
Because here is what I can tell you for sure:
People who have always been running online businesses are the least impacted right now during this pandemic. For many/most, it is business as usual. They are still working with clients, creating output, and providing value. And those folks STILL want and need administrative support no matter what. Your support is the backbone of their business, the infrastructure that holds it together and keeps things humming along, running smoothly, and moving forward for them!
There is an untold number of businesses RIGHT NOW who are looking to radically adapt to more online ways of working with clients and creating even more opportunities to help more people that don’t require face-to-face work and interaction (other than video conferencing perhaps). THEY NEED YOUR HELP AND INSIGHT NOW MORE THAN EVER!
It is not taking advantage by being ready and available to help those folks who are seeking support in these ways!
They are lost. They don’t necessarily know what they need or how to find or perhaps even articulate the kind of help they need. They may be overwhelmed with the situation right now and going in circles about where to even start.
This is an opportunity to be of service to them, a guiding light.
That is why it is always your job to know not only what they want, but what they need; to make yourself visible for them; to explain and illustrate some of the many ways you can help them; and to let them know you are out here, ready and poised to HELP them get through this and create an even better business than they had before.
You are not a taker by being in business. You are a giver!
Remember that and it will change your perspective and how you present what you have to offer.
Love to you all! This is not a bed of roses, but we WILL get through this and it is an opportunity for growth for all of us.
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/committees 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/committee 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 do, 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 any 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. 🙂
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.
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.
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.
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.
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.
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.
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.
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.
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.
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
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.
Yet another internet marketer was telling people that it’s a matter of respect to publish pricing on your website, that you are being “manipulative” if you don’t publish prices so that a “logical, rational, open-hearted, responsible ADULT” can decide whether it’s in their price range.
This is the kind of thing cheapskates say.
And I’ve got news for them: respect goes both ways.
In fact, what’s manipulative and dishonest is them implying that you are manipulative, dishonest, and not an open-hearted adult if you don’t publish your prices.
Playing to the lowest common denominator is a race to the bottom of the client barrel, folks.
Nothing good comes from listening to those who merely want you to make it easier for them to pit providers against each other on price so they can get something of value for as little as possible.
Let me set you straight. Not posting pricing has nothing to do with being manipulative or coercive.
It’s the fact, plain and simple, that more conversation is needed with a provider before cost can be determined.
Because here’s what “logical, rational, open-hearted” adults also know: their needs are not going to be exactly the same as the next person’s needs and, therefore, cost can vary depending on differing particulars and variables.
If you need your fence painted, would you want a one-size-fits all price?
If your fence area is much shorter than the mansion down the street whose fence is taller and covers vastly more square footage, would you expect to be charged the same amount of money?
And what needs are important to you when it comes to your fence?
Are you looking for more of a quick, slap-dash, cosmetic kind of job and aren’t much more invested in it than that?
Or are you looking for something that shows more obvious high quality work that involves more prep and skill, but will stand up better to the elements as well as increase curb appeal and property value?
Do you need a special kind of paint or color?
Is long-lasting, mold-resistent paint important to you (which comes at a higher cost, but requires less maintenance and repainting)?
Do you see how more in-depth one-on-one conversation with a live, actual person here is vital?
There is more probing and questioning a provider must engage in with you in order to identify the needs, values, and results that are important to you individually before they can give you an appropriate price.
I don’t think anyone can call that anything but reasonable, rational and client-centric.
And consider this… how many times when you’ve needed services have you called around and ended up choosing the person/service that you felt the most “good” about, simply based on your actual conversation and interaction with that person/business, regardless of the price and despite how much conversation was needed?
You simply came away feeling like they cared a little more about you as a person than the next provider, about what your goals were, about the quality of their work, about doing a great job for you and making sure you got the right price for your situation.
We’re talking about human to human services here, not boxes of cereal along the grocery aisle.
Professional services (which includes the professional service of administrative support) aren’t commodities on a shelf, one exactly the same as the next.
And value-based pricing, if you follow the methodology I teach, isn’t based on an hourly rate.
The ingredients required to support one client are not necessarily going to be the same ingredients the next client needs. So there isn’t a nice, neat, one-size-fits-all price you can publish.
Providing administrative support, and professional services in general, involves more details than simply buying a box of macaroni sitting on a store shelf.
Out of respect for all parties, you owe it to both the client and yourself to require some further conversation apart from the website so that you can both get certain vital information from each other, determine where and whether you can help, and see if there’s a good mutual fit so that you can then determine what their particular plan of support would cost.
That’s something that has to be done on an individual basis, not on your website.
And rational, reasonable adults — who have a vested interest in finding real solutions and getting the right help and are not merely shopping for the cheapest provider — understand this.
Instead of publishing prices, have a conversation on your website about your approach to pricing and why you don’t publish prices. Rational, reasonable adults are perfectly capable of understanding this.
In fact, it will make perfect sense to them once you bring it to their attention. They’ll actually appreciate it and feel better knowing that you have their best interests at heart, which is exactly why one wouldn’t publish pricing.
It does clients a disservice to treat them all the same (hmm, sort of like they were nothing more to you than interchangeable boxes on a shelf).
But you can’t get more meaningful insight or learn more about them without further conversation.
The happy byproduct of that conversation, incidentally, is that they also get more insight into why they would want to choose you.
And I’ll let you in on a little secret: In a sea of websites all trying to be generically the same (and whose skills and polish tend to be just as low-grade), not publishing prices (and stating the reasons why) will be a competitive advantage that makes you stand out and will attract better, more ideal clients.
It is precisely because my ideal clients are rational, reasonable, and intelligent adults that I do not post pricing on my website. They are smart enough to understand why an actual conversation is in order first.
So, I don’t publish pricing on my website because:
I am not interested in working with every ham-fisted knucklehead who stumbles upon my website.
My ideal clients are rational, reasonable, intelligent adults able to grasp the necessity of further conversation before pricing can be determined and discussed.
Each client is a unique individual who deserves more than a generic, one-size-fits-all solution.
Each client is a human being, not a dollar figure, who deserves my time and sincere interest in learning more about their particular circumstances, goals and obstacles.
I care about providing each client with a custom, personalized — not generic — plan of support that will get them the results they’re looking for and is priced accordingly. That’s not something you can generically publish pricing for.
I don’t sell hours or bill hourly. Because selling hours actually works against achieving the results clients want to see in the most expedient way possible.
The price of one client’s administrative support plan is not necessarily going to be the same as the next client’s, if I’m truly taking their individual needs and interests into consideration and not just trying to make as much money off every one of them as I can.
If someone is only looking for the cheapest provider and my not posting prices helps them move on, that is exactly my intention. It’s part of my organic process for sorting the ideal from the unideal before they contact me.
I don’t offer half-baked quick fix schemes. If my not posting prices helps move them along to someone else, that helps me reserve my time for more ideal, better qualified client candidates and consultations. This is again by design, not accident. (Looking for quick fixes is a telltale sign you’re dealing with a cheapskate who will not only devalue the work, but you and everything else along with it.)
And if you want — if you need — to charge more than $5/hour and you don’t want to be stuck with a poorly earning practice the rest of your life, you need to learn how to price and package your support in a way that speaks to clients and what they care about (none of which requires you to publish pricing or compromise your high standards around client care and discovery), and you need to learn how to have the whole pricing conversation that goes along with that.
I have three products that will teach and show you exactly how to implement those things, step-by-step:
If you want better clients, if you need to improve your skills when it comes to talking with clients about price, if you want to have an easier time getting clients and consultations, there simply no way around it: you must increase your knowledge, understanding, and skill in these three key areas.
You aren’t going to convince clients to pay your fees because you have taxes and bills to pay.
And telling them you are more affordable because they don’t have to pay for breaks and lunches is not compelling either. (When is the last time you heard any other business professional use that kind of bargaining to market their expertise?)
All that does is put them even more in cheapskate mentality.
Calling yourself an assistant results in the same.
Your value also has no relation to what you or they charge per hour. (And by the way, it’s high time you stopped charging by the hour anyway.)
Your value isn’t in how little they pay. Stop making that argument or you’ll forever be stuck with cheapskate clients who want everything for little to nothing.
Your value is in what they gain by working with you:
How many more clients are they able to work with? How much more marketing and networking are they able to engage in? How much more are they able to get done in a day, a week, a month? How much more free time do they have to brainstorm, develop their business, or plain live life?
Are they able to get those projects done that have been on the back-burner for forever? Are they finally able to write that book, complete that training program, or write that signature talk they’ve been dreaming of? How much have their revenues increased or have the potential to increase as a result? How many more dollars per year does that represent?
How do they profit in their life from working with you beyond money? How much easier and stress-free are their life and business?
How much are those results and accomplishments worth to them?
THESE are the things to be talking about, not “you only pay for time on task and don’t pay for office equipment, lunches, breaks or vacations.”
Do you see how silly and pedestrian the latter is in comparison?
Which do you think will excite potential clients more and fill them with the sense of abundance and possibility?
Some folks use the term general when they talk about administrative support as a business.
But administrative support is not “general.”
Administrative support is a skillset, expertise and profession in and of itself. It’s the very backbone of every business in the world.
That is anything but “general.” That is something very specific.
Administrative support is also an ongoing relationship with a client; it’s not a one-off project here and there sporadically.
It’s about being an active right-hand in the client’s business and taking on specific areas of work and support for them.
Using the word general to describe your business relegates it to something menial, unimportant, homogeneous (as in same basic humdrum as everybody else), and of not much value.
That’s because general is code for menial which is code for cheap and mundane.
And when clients think of something as menial, they expect to pay paltry fees for it as well.
If you are struggling to get clients who recognize the work you do as valuable, important and beneficial to them, it could be because you are using language that is attracting un-ideal clients and/or putting potential clients in the wrong (i.e., cheapskate) mindset.
When marketing your business, you want to use words that position your business and portray it as something invaluable, not general.
Here’s an alternative to better articulate your value:
If you’re trying to get across the idea that you support clients across the board, instead of using the word general (and I advise anyone who wants to get more well-paying clients to banish that word entirely from your business vocabulary), use the phrase full service.
It has much better connotations about your value proposition and will have a much better impact on your marketing and the client perceptions it sets.
Take a look at your website today. Examine the conversation you are having with clients and the words you’re using.
Do you want clients who treat you like their beck-and-call employee or as a trusted business professional delivering a valuable expertise?
If it’s the latter, then delete the words “self-employed worker” from your business vocabulary.
When you are self-employed, you’re not a worker, you are a business, period. (That’s a legal distinction, not an opinion.)
This all goes back to properly educating clients about the correct nature of the relationship.
If you set the perception that you are some kind of little worker bee, that’s exactly how they are going to think of and treat the relationship.
The first place you nip that in the bud — so that you can get more ideal clients who properly treat and understand the relationship as a business-to-business one — is through the language and
terminology you use.
I never use the word “outsource” or “delegate,” and I don’t let clients use that kind of terminology with me either.
They aren’t delegating or outsourcing to me any more than they “delegate or “outsource” to their attorney or accountant or designer, etc.
I’m not their lackey. I’m a professional they engage so that they can benefit from my valuable expertise (in our case as Administrative Consultants, that is the expertise of administrative support).
We work together collaboratively (together being the operative word here) on administrative work and goals they have entrusted to me.
This kind of languaging changes the flavor of the relationship in the way I need for clients to see and understand it: as their business peer, administrative expert and trusted advisor.
Clients come to you with varying degrees of understanding about what you do, how you work together, and what the nature of your relationship will be.
Many may not have the faintest idea about what we do.
Others might have some vague notion that it’s like having an employee only you work from home for them (which would be wrong).
Others may have read an article filled with all kinds of misinformation and come to the table with the wrong preconceived ideas and expectations entirely.
This is why it’s always your job to educate and inform clients when they come to your website in the way you need them to be, so they have an accurate understanding about these things and approach you with the appropriate mindset and manner.
This makes for far more ideal client candidates and getting and working with those clients much easier.
The words you use are setting perceptions and expectations in clients, painting a picture for them of how to understand the relationship.