Archive for the ‘Best Biz Practices’ Category

No, You Don’t Need to Publish Pricing on Your Website

No, You Don't Need to Publish Pricing on Your Website

I heard the most ridiculous thing this morning.

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:

  1. I am not interested in working with every ham-fisted knucklehead who stumbles upon my website.
  2. My ideal clients are rational, reasonable, intelligent adults able to grasp the necessity of further conversation before pricing can be determined and discussed.
  3. Each client is a unique individual who deserves more than a generic, one-size-fits-all solution.
  4. 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.
  5. 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.
  6. 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.
  7. 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.
  8. 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.
  9. 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.)
  10. It’s just not that simple.

There is much more to say about this topic in order to fully grasp all the nuances of posting or not posting prices. I encourage you to read more here about the pros and cons of posting/not posting pricing on your website. 

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:

  1. Breaking the Ice: Complete, Step-by-Step Guide for Confidently Leading the Consultation Conversation and Converting Prospects into Well-Paying Monthly Clients Who Can’t Wait to Work with You (GDE-03)
  2. Value-Based Pricing & Packaging Guide: How to Price and Package Your Support Value & Expertise — NOT Selling Hours (GDE-39)
  3. Build a Website that WORKS (GDE-40)

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.

Take a Moment for New Year Reflection

Take a Moment for New Year Reflection

At this time of year, I like to go somewhere beautiful and quiet in nature, preferably all to myself, where I can just set and be with my thoughts and do some reflecting.

My daughter got a new ultra fuel-efficient car this year and to celebrate, she and a couple of her friends went on a 9-day road trip down the coast, then to Las Vegas for a Halloween party and back. They had put together a fantastic itinerary for the entire journey which included a rustic retreat in South Lake Tahoe, spa pampering, dressing up as the three witches in Hocus Pocus and attending a big Halloween bash, hikes, and sight-seeing.

Last year in January, my daughter and I had done some fun life-mapping diagrams which involve reflecting on your ideal life, what you would like to do/have/be, how you will achieve those things and what activities, actions and choices to involve yourself in to reach those aims.

So before she left, I suggested to her that at some point as part of their hiking plans, they might want to take a moment to be still and quiet with their thoughts and dreams and do some journaling about those things to set the intentions.

When she got back, she told me they did exactly that and what a fantastic exercise it turned out to be for everyone. They hiked to the top of a beautiful vista and then separated from each other to achieve a bit of solitude so they could each think and write.

I’ll be carving out some time myself to do a bit of this. Here are some questions to get the ball rolling if you’d like to do some reflection and productive planning for your new year as well…

  • In reflecting on the past year (or two), what what went well/right? What gave you joy in your work and your life? What would get in the way of doing more of those things? What do you need to do to remove obstacles to that?
  • Who was a delight to work with? What about them made them delightful? How will you make room to work with more of those people?
  • What fears did you face this past year? Did you do some things that made you uncomfortable this year, that were outside your normal comfort levels? Oh, and you still alive and well and reading this? 😉 And what fears do you want to conquer this year?
  • What risks did you take this past year? What were the outcomes? Do you have a different attitude toward taking risks now? Even if it still may always feel scary, do you think you are likely to be bolder and more confident in taking a risk, despite any fears, in the future?
  • Did you encounter some scenarios where you were brave? What were they? Reflect on those. Did you properly acknowledge your bravery and congratulate yourself? Do you feel pride? Do you feel stronger? Are there other situations where you will feel stronger and more confident in next time around?
  • List at least one or two new things you want to try.
  • What do you want to do differently in this new year?
  • What do you want to stop doing because it taxes your energy? What tolerations do you need to zap?
  • What clients do you need to let go of to pave the way for more ideal ones?
  • What policies and practices do you need to examine, reconfigure and improve?
  • What are your money goals for 2018? Is it time to raise your fees? Who do you need to work with to meet those goals? How do you need to be working with them? Do you need to rethink your service offerings and how they are structured? Do you need to let go of some services so that you can focus on providing more excellence and value in the ones that make you more money? How can you be more profitable moving forward?
  • Did you experience any difficult or painful lessons this year? How/why did they happen/come about? What did you learn from them? What will you do differently in the future? Have you implemented/instituted changes to any of your policies/procedures/protocols and/or any other way you go about things as a result?
  • Even when it’s not what we want to hear when we haven’t been able to do or give our best, embracing constructive feedback from our clients is a gift. It may not always be delivered constructively and can make us wince, but when we face it head on, it can be a tremendous boon to our growth. What feedback did you receive this past year that may have been too painful to hear in the moment, but which could possible hold some kernels of truth and helpfulness in making improvements?
  • What do you need more of to generate more happiness, joy, satisfaction, contentment in your life and business? Likewise, what do you need to let go of to have more happiness, joy, satisfaction and contentment?

And always remember, fresh starts aren’t limited to the new year. Each new day is an opportunity to do-over.

I’d love to hear what you’d like to conquer in 2018 if you care to share.

Happy 2018!

Are You Building a Burnout-Proof Business?

Are You Building a Burnout-Proof Business?

Good article from Zapier today: 10 Signs that You’re Headed for Burnout

This is why it’s so important to build a business around YOUR needs first, not clients.

Figure that out, formalize it, write it down, and say it out loud. Then, choose only clients, work, and business practices that align with those standards, intentions and values.

When all you do is chase after any clients without discernment, working just for the money, instead of instituting policies, procedures and protocols around the standards and values you want for yourself and your business, and you continue to work with less than ideal clients, that is a fast path to stress, overwhelm, then burnout and exhaustion.

And don’t misunderstand me. I’m not talking about making clients second-fiddle. Far from it.

It’s actually about the fact that by putting yourself first and building a business that serves YOU and your needs first, you are actually FAR better equipped to a) get better clients, and b) take exceptionally good care of those clients.

A business that doesn’t make you happy ultimately does no one any good, not you and not the clients.

Do Your Family and Friends Respect Your Business?

Do you ever have trouble getting family and friends to respect your business?

I know I still do sometimes, even after doing this for over 20 years.

I don’t know that it will ever change when it comes to certain people we have to deal with in our lives.

Here’s an example of what I mean…

So one of the reasons I went into business for myself is to have more control over my own life. To have more say about how I spend my time (and on whom), to get more joy and fulfillment out of the work I do and the gratification it brings seeing how it helps my clients in very immediate and impactful ways.

Most of all, I wanted to be able to be present in my own life, to be able to be there for those I love.

My dad was diagnosed with Parkinson’s about 10 years ago. In 2014, his health took a severe nosedive and he ended up in the ER and then assisted living for a year.

My sister lives in the same city as my dad, but doesn’t drive and works a 9-5 job.

I live about an hour away, but since I am the only one who drives, I’m the one who had to pick everyone up and shuttle them around back and forth.

Since that time, because I’m the only one who drives and because I have a business working for myself and have the flexibility, I’m the one who has scheduled all my dad’s various appointments and run him around to all of them: primary care, neurologist, weekly B12 shots, eye appointments, hearing appointments, cognitive testing, blood draws, etc.

I take him to get his hair cut, his toe nails taken care of (he needs a special appointment for this), runs to the grocery store, the pharmacy, and a multitude of other errands.

I also make sure his house stays clean (especially his bathroom) and check the fridge to make sure anything old and expired is thrown out since my sister, who actually lives mere blocks from him, fails to do any of this no matter how many times I ask.

I’m happy to do it; there also isn’t anyone else to do it so it falls on my shoulders. Someone has to take care of him, right?

While I’m grateful to be able to do it, at the same time, it’s no easy task. It eats up a shit ton of time and energy.

Plus, it’s not all happy, happy, joy, joy. My relationship with my dad has been difficult and strained my whole life.

And doing all of this, making the time to do it, has had negative effects on my business, cost me a lot in very real financial ways, and caused me to lose a whole lot of momentum.

Having to take my dad to what may only be a half-hour appointment ends up eating a whole day of my time and energy and actual work hours.

It disrupts my entire life and business. I’m completely spent and it sometimes takes me a day or two to recuperate and get back into the swing of things.

Yes, I am very fortunate I have the freedom and flexibility to be able to do this for my dad. My dad and my sister are very lucky that I’m in the position I am to be able to do it because if I didn’t, there’s no one else to fall back on.

Still, it really sucks that they take it for granted and don’t consider just how much of a toll it takes on my life and my livelihood.

If my sister had to do this while trying to hold down a job, she’d end up in the loony bin, not to mention fired.

But she’s so cavalier about my time and doesn’t seem to grasp the fact that, um, hey, I work for a living, too!

It’s so easy for people to look at your life and think all you’re doing is sitting around at home playing on the computer.

They don’t see that you are doing real work, important work, for real people who are depending on you in very real and important ways.

Your clients have invested their time and money and faith in you, and you have the privilege and duty to not let them down and manage your obligations to them.

So what’s the solution?

Maybe we need to set more boundaries and make sure the people in our lives honor those boundaries.

Maybe we need to be more respectful of own boundaries and not step over them and make concessions all the time.

Because it’s a slippery slope when we do that, and next thing you know, you have no boundaries at all.

Maybe we need to say “no” more often.

It’s honorable to want to help and to be able to make sacrifices when it’s important and necessary to do so. But we can’t neglect our own self-care.

When you say “yes” too often, people tend to take it for granted.

Don’t let them off the hook so easy. Make them shoulder more of the load.

It may not be easy to say “no,” but I think we are all worthy of looking out for our own health and best interests as much as we look out and care for others in our lives.

Maybe we need to dress our businesses up in more formal, tangible, traditional ways.

Have that professional website up. Have those professionally printed business cards. Establish professional hours. Lay down the law with your family and friends so that they know when you’re working in your business, you are AT WORK.

If this is one of the problems you have, don’t let them just drop in and gab any ol’ time they please. Make appointments. If someone drops in unannounced, politely but assertively turn them away. Let them know what your office hours are and that they need to call or email first to make sure if or when you are free (that’s just basic good manners anyway; their lack of consideration is one thing; you accepting it is another).

Dedicate a room in your home for your office. If you don’t have a room, then a space. And make sure everyone knows that that space is sacred and off limits.

If you live with others, perhaps putting on “work” clothes and getting out of the bathrobe once in awhile (lol) will help them see that you take your business as serious as they take their job.

While we sometimes need to have a straight talk with a client now and then about boundaries (and a lot of times, it’s we ourselves who teach them bad habits in the first place), I think a lot of times it’s our family and friends who are the worst at respecting our businesses and boundaries.

Have you experienced this in some way yourself? What are some of the ways you have dealt with it?

Dear Danielle: Do I Need to Move If I Want Clients in Another City?

Dear Danielle: Do I Need to Move If I Want Clients in Another City?

Dear Danielle:

Thank you so much for the Pricing calculator you sent me to download. I have been travelling a bit between Cape Town and Johannesburg. Herein lies my dilemma. My entire family apart from my eldest son lives in Johannesburg. So do I set up in Cape Town or in Johannesburg. I do believe that business prospects are better in Johannesburg but don’t like Jo’burg very much! I have already lined up two clients in Cape Town (the plot thickens). What to do…what to do….? I absolutely love your blog and find it incredibly useful and informative. Thank you so much for all the effort you put in to educate. Kind regards. —L. W.

Hi L.W. 🙂

Thanks for letting me know how useful the ACA resources are to you. I’m very glad to hear it.

Even though we live in two different countries (I’m in the U.S. and you’re in South Africa), the great thing about our kind of business is that a) the principles of business are pretty universal no matter what country you’re in, and b) business laws in developed countries around the world are quite similar.

This is of great benefit to us because it makes speaking the same business language pretty easy.

And, since the administrative support business is an online business, that means you don’t work with clients or even have to meet them in person.

Not that you can’t get clients from meeting them locally. It’s just that due to the nature of the business being online, you aren’t restricted to your geographic or local physical location when it comes to finding and getting clients.

The world is literally your oyster as far as clients go, if that’s your preference.

Although, I will say, my clients and I find a lot more ease in understanding, communication and working together by being in the same country or state. As far as business goes, I personally don’t have any desire or need to work with international clients.

But different strokes for different folks. If you aren’t able to find all the clients you need in your general vicinity, you have the entire rest of the world to prospect at your fingertips.

All that is to say, you don’t have to live in Johannesburg to get clients from there.

As far as what city you are legally allowed to claim as your business’s official operating address, that is something you will definitely want to research as there may be legalities and business/registration rules and requirements involved particular to your local area.

Some relevant questions might be:

  • What city do you reside in officially/most of the time? What address do you currently use on tax returns?
  • Are you a sole proprietor/operator or is your business incorporated?
  • If your business is incorporated, are you allowed to register it in any city you like?
  • What are your preferred city’s business registration/taxing requirements? Must you actually reside there to register/incorporate/operate there?
  • What are the (federal/state/county/local) laws/rules about where you must reside for your business to be registered there?
  • If you legally have the option to choose one city or another, are there benefits to registering in one over the other?
  • What are the business registration fees/requirements in each?
  • What are the taxing requirements in each?
  • What kind of reporting does each require?

Getting answers to these questions from the proper governing agencies in your area will help you decide where your business is to be based/registered.

Beyond that, as far as getting clients from Johannesburg or anywhere without having to resort to the time and energy-consuming analog ways of meeting them (i.e., in person), what is going to be of tremendous help to you is to narrow things down to a target market.

A target market is simply an industry/profession that you cater your administrative support to.

Once you decide who to focus on, you can then figure out all the online ways and places to begin connecting and interacting with people in that field, getting to know them, and allowing them to get to know you through your active presence and participation.

If you haven’t yet, be sure to download my guide on How to Choose Your Target Market. It elaborates more on this topic and has some exercises that will help you immediately begin to start connecting with potential clients.

Let me know if this helps you or if you have any further questions. I’m happy to shed more light on this topic.

If You Do Nothing Else, These Are Words to Live By

I was reading Brit Marling’s article about Harvey Weinstein yesterday morning. In the first paragraph, she relates some powerful wisdom her mother imparted to her when she was a little girl:

“To be a free woman, you have to be a financially independent woman.”

It’s akin to something Suze Orman always reminds women of: “A man is not a financial plan.”

This is one of the most important reasons I work to help other women in this business earn better, to better understand the economics of business and how the business-to-business relationship with clients works, and teach them the important business skills that are integral to being able to ask for and get professional fees and how to navigate those business conversations: the consultation, pricing, your marketing message, chief among them.

Even if you are not your family’s primary breadwinner, life can change in an instant.

Divorce, illness, death, accidents, acts of nature… there are any number of unforeseeable events that can befall any of us at any moment and put us in the position of having to be the sole provider. Being a single mom is perhaps one of the most important reasons.

This is why my goal is to always show other women how to build a business that can take care of itself, to show them how to create the kind of income they can actually live on whether they are or need to be or should become the primary breadwinner; to establish a business that runs like a business and can scale at any point in time, even if right now you only want to work with one or two clients.

Being financially independent and creating a business that can take care of you and your family if need be is one of the best things you can do for yourself and those you love.

How NOT to Choose Your Clients (and What to Do Instead)

How NOT to Choose Your Clients (and What to Do Instead)

One of the best investments you can make in the long-term sustainability of your business, happiness and peace of mind is choosing your clients wisely.

As you grow in your business, your selection process will evolve and your discernment skills will improve.

No matter how young or inexperienced your business is, though, having clients meet at least some minimal criteria before you allow them on your roster will always serve you well.

That’s because choosing to work with shady or otherwise unideal clients will come back to bite you in the butt, one way or another, either sooner or later.

I was reminded recently of a colleague who reached out to me after being approached by a client who raised all kinds of red flags with her.

Being new in business, she asked me what I thought she should do, and I gave her the advice I always give in this situation: trust your gut.

And she, as new people often do, ignored her own wise counsel and all the telltale signs indicating that this was a bad idea and took the client on anyway.

While she found this client’s honesty and integrity questionable, she wanted the experience and was too eager and impatient for clients to let this first one go.

She rationalized this decision by telling herself that it wasn’t her place to judge, that everyone deserves benefit of the doubt, that she would just put blinders on and do whatever honest work she was given and not involve herself in anything beyond that, and that it wasn’t her place to question things.

She wouldn’t engage in anything illegal, unethical or dishonest, she told herself, and what she didn’t know beyond that wasn’t any of her business.

But here’s the thing: It IS your business to question things. You are deluding yourself if you think you can keep it separate and not be complicit.

Well, long story short, this did come back to haunt her, as all her instincts about this client (the ones she chose to ignore) turned out to be accurate.

It came to light that this client was engaging in some disreputable and unethical practices and ended up being sued by several parties.

She was forced legally into all the drama which caused her a lot of stress and anxiety, not to mention diverted her time, attention and energy away from her own business.

Ultimately, this client lost his business and because she had put all her eggs into this one basket, she was left with no client and no income at all. Back to square one.

These were very painful lessons she learned from this experience that caused her serious damage and could have been avoided.

It took her more than a year to start over. But I don’t think she ever gained any confidence back in herself, and it wasn’t long before her enthusiasm for her business petered out and she closed up shop.

The takeaways I hope people can glean from this are:

  1. You can’t separate your values and principles from your business. They are each a reflection of the other.
  2. You can’t associate with dishonest, unscrupulous people and expect to come out unscathed.
  3. You can’t afford to work with shady or otherwise unideal clients. It will cost you in far more ways than you realize with potentially disastrous results you may not be able to recover from. It’s an unwise, unshaky platform on which to build your business and reputation.
  4. All good things come to those who wait. Don’t be so desperate to take on the first client who comes along if they are not a good fit.
  5. Always trust your gut. It won’t ever steer you wrong.
  6. It’s okay to make mistakes. Just be aware that the damage bad clients can do to you can sometimes be devastating. Walk away from any client, immediately, who doesn’t seem like a good fit.
  7. Maintain an abundance mindset. This is not the last or only client in the world. Walking away from problem clients opens you up to attracting better, more positive and ideal ones.
  8. Never put all your eggs in one basket. A good rule of thumb is that no one client should make up more than 20% of your business and income.

What can you do to avoid this trap in your administrative support business?

  1. Sit down now and list the values, standards and principles that are important to you in life. The act of writing things down formalizes these standards and makes them more concrete and tangible. Continue to add to this list throughout the life of your business. Then devise your policies, protocols and procedures around these standards and values.
  2. Create ideal and unideal client profile lists. These lists, again, are extremely useful tools that help you formalize your intentions around choosing ideal clients and avoiding bad ones. As you go along in your business, use these lists to note those traits, behaviors, conditions, etc., that are and are not a fit for you. This will help you be more and more conscious about who you do and don’t want to work with. Any time you are tempted to ignore your standards and gut instincts, pull these lists out for a jolt back to reality.
  3. Always conduct a thorough, formal consultation with each and every client. Don’t take shortcuts with this process. It’s an incredibly important and useful step in helping you identify and choose the most ideal clients for you and your business. (And if you aren’t sure how to conduct a good consultation, you can get my complete, step-by-step guide that will show you exactly how to do it as well as beef up blind spots and make improvements to your existing process.)

You’ve heard some version of the fable of the scorpion and the frog, I’m sure. The bottom-line is this: A slippery eel is a slippery eel. Don’t let one sweet-talk you out of your better judgment.

How about you? Have you ever taken on or been tempted to take on a client you had reservations about? How did it turn out? How did you resolve to do better the next time around? What insights do you have to share with others on this topic?

Reaching for the Heights

AHMAHGAHHHH, this is so cute!

Also, I can’t help but think how perfectly this resembles building our businesses:

We start at the bottom, often knowing little or nothing about business, looking up at what seems like an insurmountable height, and s-s-s-t-r-e-t-c-h-h-h-h ourselves to reach upward, outside of comfort zones, attaining new knowledge, growth and confidence at every next stage, one foot after the other.

It’s why I always say: slow and steady, with everything in its due time and course, wins the race.

When you are impatient, try to cut corners and take shortcuts, you miss out on vital, necessary foundational learning and understanding that is going to help you succeed in rising to the next level.

Stay the course. You can do it!

Are You Feeling the Squeeze?

Are You Feeling the Squeeze?

A question people commonly ask in our business is “What hours do I need to be available for clients?”

They ask this question because they’re still thinking in assistant-mindset.

Here’s the thing:

You’re in business to provide a service. You have (or will have) several clients to take care of.

You simply cannot be instantly available to each and every client at the drop of a hat.

In fact, trying to do so will negatively affect your quality of work and client satisfaction.

You therefore need to understand that in business, when and how you and your clients work together is necessarily going to be very different from when you were an employee filling a position working for one employer.

This is the reason that “full-time” and “part-time” and what time zones you and your clients are in are completely irrelevant.

Instead of hours, what you need is a plan — a system — for managing your workload and requests.

This frees you from being chained to your desk 9-5 and having to be an “instant assistant.”

A system gives you the structure you need to handle everything in a timely manner without being rushed and squeezed and stressed.

It also gives clients a framework they can depend on without forcing you to be at their constant beck-and-call — which, by the way, is a business-killer because as your business grows into a viable income you can live on, that is not a promise you can sustain.

You NEED space to do great work for clients.

In the early years of my practice, I went through all these same growing pains.

I ended up with clients who thought I was their assistant (because, stupidly, that’s what I called myself back then).

Eventually, I had over 10 monthly retainer-paying clients — and I thought I was going to lose my mind.

That’s because those clients expected me to be at their immediate beck-and-call, just like an assistant.

I tried, heroically, to live up to those expectations, right up until the day that I realized how utterly miserable I was and what a mess my business had become.

Instead of doing good work, work that made a difference in my clients’ businesses, I was spending all my time in communications and jumping from fire to fire.

I didn’t have a business I loved, I didn’t have a business that supported my life. I had a business and clients who ran me.

That was not what I had envisioned for myself whatsoever.

That’s when it dawned on me that where I had failed was in not being in charge of my own business; by letting clients decide how things would work in my business (instead of the other way around).

I had let them make the rules by abdicating that authority in my own business.

I had not set any policies, practices or protocols in my business with any intention or forethought whatsoever.

I was under the misinformed delusion that that was what customer service was all about: jumping to attention the instant the client commanded.

I thought all I needed to do was give great service, which at that time to me meant: rush to respond quickly to everyone and get work done as fast as possible.

Oh, what a silly, naive girl I was!

Thank goodness I realized what utter nonsense that thinking was and came to my senses relatively quickly after “only” a few years of suffering.

Good service is so much more than that and involves a much bigger picture.

Many, MANY hard lessons were learned during that unhappy period.

Thankfully, my business survived (most are not so lucky), but not without shaking things up and completely overhauling how things work in it.

I had to get conscious and intentional about what I wanted from my business, how I wanted to work, who I wanted to work with, and what my values were around my work and serving clients (also known as standards).

This helped me then begin to set simple, but clear policies, procedures and protocols for operating my business and working with clients that supported those standards.

It was only then that I was able to begin creating the happier, more joyful, fulfilling business I had always wanted all along and that I enjoy today.

Now, I no longer have to work with so many clients (10 retainer clients was WAY too many, and I was WAY undercharging at that time as well).

I don’t have clients sweating me any longer because now I have a system for how work requests are managed and carried out that gives me the stress-free space I need to do the work well without being crowded.

The best thing is that I have far happier, more satisfied clients now than I ever did when I was trying to be that “instant assistant.”

And because they know exactly how things work upfront (all part of my system), working together is so much easier and more peaceful.

I also have the added benefit that I have a lot more ability to move things around to suit my life.

If something comes up and I decide I need an afternoon off or to take a day off in the middle of the week for something special, my system allows me to do that without my clients experiencing any hiccups.

I share this system I’ve developed in my own practice and have used happily and successfully for over 15 years now with all my clients in my guide: Power Productivity & Practice Management for Administrative Consultants.

If you are early on in your administrative support business, this is the perfect time to put a system like mine in place because it’s easier to on-board new clients in the ways you want than it is to retrain them after they’ve been spoiled by unsustainable practices.

However, even if you’re already established, but are feeling the squeeze and realize that something needs to change in your business, my guide shows you how to transition existing clients into new policies and procedures.

It’s never too late to improve your life and business. 😉

Newsflash: No One Cares About Your Brochure

Newsflash: No One Cares About Your Brochure

People would save themselves SO much wasted effort if they listened to me on this.

So many folks, when they’re new in this business, waste a lot of time and money putting together a brochure.

And 99% of them end up in the trash.


Among other reasons, it’s because your brochure is all about you and your business.

And clients don’t care about you. They care about their business and their problems.

Not only is a brochure an unproductive tool, it’s the wrong medium with which to reach your audience.

Clients have a problem they want solved. Your job is to identify their overarching problem and show them how you solve that problem.

But here’s the thing: even if clients generally have the same problem—lack of administrative support—that problem manifests differently and they experience that problem in very different ways depending on the specific field/industry/profession they’re in.

It’s impossible for you to speak to every aspect of this problem for every conceivable kind of client and industry/profession in the world all at the same time.

When you try, the result is more of the same boring, generic nothingness that everyone else puts out there, that doesn’t capture the interest or excitement of clients in the least.

Specificity is the key ingredient that will bring your message to life.

Which is why you want to identify their problem and address the way they experience that problem, along with the way you help solve that problem for them, within the context of their specific field/industry/profession.

Instead of putting together a brochure, your time is better spent identifying a target market.

(HINT: A target market is simply a field/industry/profession that you cater your administrative support to.)

Once you have a target market to focus on and give your efforts direction, identifying how they specifically experience the problem of lack of administrative support and how that manifests in their business—as well as how you can help them—is much clearer.

From there, you’ll have a much easier time creating your website marketing message that, instead of speaking generically and forgettably to “everyone,” will speak more uniquely, meaningfully and compellingly to that specific group—and get you clients!

Ditch the brochures. You don’t need them:

  1. No one wants your brochure (or your flyer or post card, for that matter).
  2. I guarantee, as a new business owner, you don’t know enough yet to make a good one that would pay off for all the time and money you put into it. You might as well flush that money down the toilet for as much good as they are going to do you.
  3. Most of your marketing isn’t going to be done in-person anyway.

Invest the time, money and learning instead in your website and making it the best it can be.

(And if you need help, which most people do, my guide will show you exactly how to structure it and walk you through creating a marketing message gets results.)