Archive for the ‘Best Biz Practices’ Category

The Heartbreaking Reality for Most Businesses in Our Industry

I came across something utterly heartbreaking a few weeks ago.

I’ve been sitting on it for awhile, going back and forth about whether or not to have a conversation around it.

I never want to discourage anyone from this business or have anyone take things the wrong way. Because if you set things up right, it is an AMAZING business and lifestyle.

However, it’s a cold, hard truth that no one ever talks about in our industry.

And the problem with not talking about things that are uncomfortable, that aren’t all “rah, rah, kumbaya” all the time, is that you can’t fix what you don’t acknowledge.

What was this thing I came across? An ad for a “Virtual Assistant Business For Sale.”

And what is this cold, hard truth I speak of? It’s that most people in our industry are not profitable and not making the kind of money they can actually live on.

You see, the sad thing about this ad is that it isn’t an exception. It’s actually a very accurate example reflective of what most of the businesses in our industry look like.

Now, before I dissect this for you, I first want to make it absolutely clear: It is not that people can’t make more money in our kind of business; they absolutely can! YOU absolutely can!

It’s simply that they are being taught by the industry at large in all the worst possible ways to price, operate and market themselves (like calling yourself a “virtual assistant”). And it’s keeping them poor, overworked and overwhelmed.

The fortunate thing is that YOU always have the possibility to learn better so that your business can do better for you.

And that always benefits your clients because you can’t take good care of others if your needs aren’t taken care of first.

Here is the ad:

The Heartbreaking Reality for Most Businesses in Our Industry

Let’s examine the problematic issues here:

  1. We see that the business has been around for 11 years. Great! After that amount of time, you’d expect them to be earning really well.
  2. Yet in the first bullet we see they are only making £1900/mo (British Pound) which is $2363.98/mo USD. After that many (11) years, why are they still making that little money? Those are poverty-level wages. Did they mean perhaps that this is the average value per client?
  3. Unfortunately, no, we see in the next bullets that after 11 years they have only 1 retainer client at only £350 GBP/$435.39 USD per month. The rest of their revenues come from 15 regular (but uncommitted/non-retainer) clients and 20 ad hoc clients, which I’m interpreting to mean an average of 20 project clients each month. The problem is that at this number of clients they should be making several thousands of dollars per month! I can’t even imagine (well, actually, I can) how overwhelmed and overworked they are… and for such a paltry sum on money! To give some context/frame of reference, I make more with just one of my retainer clients than they make in an entire month from 36 clients.
  4. They also mention having relationships with two typists. This business owner is barely making ends meet at these figures, where on earth is there any margin to pay anyone else? (Answer: there isn’t.) It means that they are doing all this work at a loss! Especially at gross figures that don’t even account for expenses, operating costs, taxes, etc.
  5. This is not a profitable business in any way, shape or form. What has most likely happened is that burnout caught up to them (no wonder!) and they are now trying to unload the sinking ship. But there are no assets of any value to sell here. The clients it has are being charged such an ungodly little amount, there is almost no way in hell to ever reset those kind of expectations. They’ve branded and positioned this business as “cheap” and there is just nowhere you can go with that. It would be faster, easier and less costly for you to create a business from scratch and establish the brand based on properly set foundations and expectations and charging higher, ore profitable professional fees.

Don’t misunderstand me. This examination is in no way a denigration of the business’s owner.

Rather, it’s utterly heartbreaking to me that they have made so little money working with too many clients with basically no commitment and constant churn. I wish I’d had the opportunity to help them early on.

When we talk about these things, there are always a certain number of people who don’t understand why it’s so important to have these conversations.

But bringing this consciousness to the fore is integral to being able to improve things so you can better earn in your own business.

It’s why I’m always talking about money, how you are marketing and positioning your business and brand, how not charging profitably sets you up for failure, about how the expectations and perceptions you create in clients directly affect your ability to charge properly and earn well.

These are the topics that will make or break your business.

It’s this fundamental business education — and not the latest, greatest software or tools — that is key to creating a profitable, sustainable business where you can get, work with and keep great clients (clients worth having who value you, not cheapos looking for a free handout), make great money and that works around and enriches your life and what’s important to you (instead of the business running you).

What could this person have done differently?

  1. Business planning. Going through the exercise of business planning forces you to think through and get clear and conscious about all the important details of your business such as your needs, goals and intentions around money, what kind of clients you want to work with and are worth working with, and what business standards, policies and procedures to establish accordingly.
  2. Getting off the project work merry-go-round. A business based on project work needs a shit-ton of clients and work in order to stay alive. It’s a constant, never-ending hamster wheel of marketing, even while you already have clients and work to take care of in front of you, and you never know where your next meal is coming from. Nothing wrong with project work, but think of it as secondary income, the gravy to the meat and potatoes where you make your “real” money.
  3. Expecting a commitment. Retainer clients (clients who pay a monthly fee upfront for a plan of support) are where the real money is at. A commitment of working together each month allows you to do your best work and gives you something to actually work with to achieve a tangible, demonstrable value and results for clients. But of course, if you don’t ever expect a commitment, you’ll never get one. That’s why it’s so important to set standards in your business around what’s important to you. An expectation that clients must make a minimum commitment to be given a place on your client roster is a standard that will serve you (and your clients) well, even if some of them might not understand that at first. (You’ll have a far easier time getting commitments if you learn how to set up and navigate the whole consultation process and pricing conversation.)
  4. Get clear and conscious about the money. Charging fees based on what you see others charging (who are more often than not just as lost as everyone else) is the worst way to set your fees. It’s not about what everyone else is charging (stop looking at them!). It’s about knowing what your target market values, how you can improve their circumstances with your support and what they gain from working with you, and learning how to articulate that value to them in the context of their business and goals.
  5. Choosing a target market. This business is all over the map when it comes to who their clients are and the work they’re doing. And that is a huge part of the problem. Very simply, a target market is an industry/field/profession that you focus your administrative support on. This specialization is key to making the big bucks. That’s because when you know who it is you are focusing on, you can determine very quickly and clearly what they do in their business and what their common needs, goals, challenges, values and interests are and then develop your support solutions around those things. Your offerings will be much more interesting and compelling that way, and you’ll be able to charge more (because there will be more relevant, specific, higher perceived value) and get clients more quickly and easily.
  6. CHARGING MORE! At the poor fees this business would have to charging to account for so little monthly/annual revenue, it’s a clue that the business owner is not understanding the economics of business. You simply can’t charge rates that amount to employee wages and expect to earn well. Business is a completely different ballgame. It’s why I’m constantly reminding people, you are NOT an employee, you’re a business. There’s also this crazy, but nonetheless immutable law of business:  The more you charge, the better clients you get. And what do we mean by better clients? Client who value you and what you offer. Clients who are invested and make the commitment to working together. Clients who aren’t looking for the free buffet. Clients who are loyal to you and the good work and results you provide them with, not how little they can pay. When you have better clients who make a monthly financial commitment to working together toward established goals, you can make more money working with fewer clients and have more time for your own life in the process.
  7. Stop calling yourself an “assistant.” One of the reasons people have a hard time charging more or seeing their value in a different light (and gaining some business self-esteem and confidence) is because so many of them insist on calling themselves “virtual assistants.” This keeps them thinking of themselves as employees and seeing things through that lens instead of from an entrepreneurial/business mindset. Here’s what you need to understand: Assistant is a term of employment, not business. Terminology (just like pricing) is a part of marketing. How you price and the words and terms you use to describe yourself have a direct influence on how clients perceive you and the expectations, perceptions and understandings they come to the table with. When you call yourself an “assistant,” they don’t look at you as a business owner and advisor. You are teaching them to view you as a type of subservient employee, and what they expect to pay is based on that wrong, harmful perception. When you call yourself an “assistant,” you are predisposing them to value you less, not more.  If you want to be able to charge higher, more appropriately profitable fees, you have to create the proper context. The verbiage and terminology you use directly impacts that context.

I have a couple of complimentary (as in free) business-building tools that shed a ton more light on all of this and will help you course-correct in your own business. If you don’t have them yet, be sure to go get them now.

***

How about you? Why did you go into this business? I’m assuming a large part of it is that you love putting your administrative talents to use and helping clients and truly making a difference in their businesses and lives.

I can’t imagine that it gives anyone joy to be broke and working too hard for too little money. So over and above that, how do you want your own life enriched and improved by owning and running your own business? What are your money aspirations? What does “profitable” and “financially successful” mean to you?

This Is the Most UNhelpful Phrase on the Planet

This Is the Most UNhelpful Phrase on the Planet

It’s up to you. You can do whatever what you want.”

No sh*t, Sherlock. OF COURSE, I can do whatever I want.

What I was looking for were your opinions, advice, ideas and feedback… or I wouldn’t have bothered asking.

Duh.

When someone (particularly a client) asks for your input, they are looking for your personal thoughts, guidance and experience.

Why do you think they should (or shouldn’t) do something a certain way? What will they gain? What are the ramifications of going another route? What might be the hidden costs, issues or benefits?

Step up. You’re the expert. They’re looking for you to lead them, to help them.

It’s up to you” is a lazy cop-out.

***

It’s easy to sit back and wait to be told what to do. But those aren’t the people who create value, turn clients into raving fans — and make the big bucks.

Can you think of an example where you stepped up for a client when it would have been easier to just let them wander in circles by themselves?

Dear Danielle: What If Our Term Is Not Well-Known in My Country?

Dear Danielle: What If Our Term Is Not Well-Known in My Country?

A new colleague from the U.K (I’ll call her Sue) came to me recently with a few questions and topics, one of which I’ll address today as I think it will be helpful to many people.

Hi Danielle. I came across your ACA website and it’s given me food for thought to go from VA to Administrative Consultant. I really appreciate you taking time out to talk to me. I’m doing research about admin consultancy as I’m not sure how well known it is in the U.K.

Thanks for reaching out, Sue. 🙂

Our conversation has inspired this blog post that I think will help you (and others) greatly.

What you’re really wondering is: If people in my country have not heard of “administrative consulting,” if it’s not well-known, how viable of a business will this be for me?

It’s good to be thinking about how a new business will succeed. The problem is you’re focusing on the term instead of the solution we’re in business to offer.

What you want to ask instead is:

Are there businesses in the U.K.? Do those businesses have administrative work they must stay on top of on a regular basis in order to run smoothly?

There is your answer. 😉

Whether a term or industry name is known in the marketplace or not is not important. I wouldn’t want you to waste your time and energy in that direction as it is irrelevant and plays no part in your ability to get clients, help those clients, and earn well.

It doesn’t matter whether they’ve heard of our industry before or are familiar with the terms we use. (Your term IS important, but for other reasons that have nothing to do with getting clients. You can learn more about that in these blog posts).

The only thing that matters is that you understand them, know what their overarching need/problem is, and have a solution to fill that need and solve that problem: namely, the need for more time in their business, the need to free up mental bandwidth and creative space, and the need for an administrative expert and support partner who can help take care of their administration which in turn will free up their time to grow their business (not to mention just live and enjoy life).

EVERY business needs admin support. It’s the very backbone of every business in the world. There is absolutely no shortage of clients who could use and benefit from our support. Every country has businesses, and every business has administrative work, systems and operations that require tending to throughout the life of the business.

BUT, while every business has administration it must take care of in order to keep organized, running smoothly and moving forward, not every business is the right fit or needs the solution we’re in business to offer.

The key, and the more productive effort, therefore, is to better understand what demographic in the business world has the greatest need for what we do and how we do it (our “solution”) and will in turn place greater value on it and be more willing to pay well for it. THOSE are the businesses that are the best fit for our kind of business.

Generally speaking, big companies have the kind of workloads that inherently require full-time, in-house, dedicated staff, and they have the resources to house and pay for them. They don’t really need us.

If they are even remotely interested in us, their typical motivation is to merely offload isolated, non-core functions as cheaply as possible. They could care less about the personal relationship, which is exactly what allows us to deliver our greatest value and impact. When there isn’t a real need, they don’t place much value on the service. And you can’t afford to be cheap, not if you expect to stay in business, be profitable and earn well.

So it’s important to understand who is the best fit (who has the highest and greatest need) for what we do so that you aren’t wasting your time barking up the wrong trees and making things more difficult for yourself.

An administrative support business works and earns best (and more easily) when there is a direct, personal one-on-one ongoing relationship, what we call a “collaborative partnership,” with each client.

In our business, the demographic that best fits that bill are the solopreneur/boutique/lifestyle businesses.

These are the business owners who are commonly running their businesses from home offices (like us), who like being solo/boutique-size; who need administrative help and support (as every business does), but have no interest in “big business,” having employees or managing people; who ARE their business; who are more interested in a particular quality and unencumbered way of life while earning well.

They’re the perfect fit because we can provide that one-on-one, right-hand personal admin support remotely and without needing to be an employee; the size and model of their business benefits most and works best within this dynamic; and because they need it the most, they place a higher value on it.

Now that you understand which demographic is best suited for our solution and why, the next step is to narrow things down to a specific target market, which is simply an industry/field/profession that you cater your administrative support to.

Why do you need to do this, you probably wonder?

Because your value depends on the business/industry/field/profession you are talking to.

How you speak to one group and craft solutions for them is necessarily different from one group to the next.

By narrowing things down to a specific industry/field/profession, you can more quickly and easily identify what their common needs, interests, goals and challenges are, come up with a compelling marketing message for them, and craft your admin support offerings more meaningfully around those things in a way that more powerfully speaks to and attracts clients.

Plus, you simply can’t work with everybody, any more than you can be all things to all people. To stand out, to be attractive, to be memorable and interesting, you have to get specific.

As Seth Godin says (and I’m fond of quoting): “You can be a meandering generality or a meaningful specific.”

The other benefit for you, of course, in choosing a specific industry/field/profession to cater your admin support to is that you can more quickly and easily pinpoint where to start looking for and interacting with those clients.

None of that requires that they know what you are called or have heard of our industry before, only that you know who they are.

If you haven’t yet, be sure to download my free guide on How to Choose Your Target Market. It elaborates further on this topic and walks you through some exercises to help you narrow things down and decide.

Creating Space for a Great New Year to Happen

Creating Space for a Great New Year to Happen

I’m not much of a spring cleaner. I’m more of a fall cleaner. This time of year feels buzzy with excitement and possibility. There’s a fresh sense of renewal, energy and optimism. I find it the perfect time to start gearing for what’s coming by making physical — and mental — space for all that good juju to come to fruition.

One of the ways I prepare for success is by purging, regrouping and organizing. Below are a few activities you might to consider starting now as well.

  1. Organizing Emails. I’m an Outlook user. Personally, I like using folders to store and organize emails. The search feature fails to find mail I’m looking far too often to be a reliable method. So what I do is create folders under the Personal Folders/Saved Files section rather than in my Inbox area. The only emails I am a packrat about are those to and from clients. I give each client a folder and under each client, I create subfolders for each month. This has proven to be a lifesaver on more occasions than I can count.
  2. Deleting or Archiving Old Emails. Around the end of the year, I go through my list of folders and archive those of clients with whom I am no longer working. I keep six months of current client folders and archive the rest.
  3. Taking Stock of Your Online Documents. Do a quick run-through of your document files and folders and see where you can better organize, consolidate and purge.
  4. Cleaning Out the Supply Closet. I’m sort of an organizing freak so this is something I enjoy doing periodically. Supply areas are places where we tend to put “stuff” and forget about it. Clean out the old, recycle, give away extra or old equipment to someone who can use it, and create new space (physically and energetically) for the new year with a clean slate.
  5. Streamlining Hardcopy Files. Even with an online business where just about everything is on the computer, there is still a lot of paper in my life. I turn most of that into PDF and store online with everything else. I’ve also gone entirely electronic billing and online bill pay. However, paper is still a fact of life. There are just some things that are easier to read when they are printed out. Scanning printed materials to turn them into PDFs does create an extra job that you might not have time for, and sometimes it’s just not a practical or worthwhile effort. So for the paper that I do keep, I have five different hanging folder filing sections:|
    Green
    – Clients

    Blue – Tax, Licensing and Financial/Banking

    Red – Accounts Payable

    Yellow – Employees/Contractors/Subcontractors

    Clear – Subject files (miscellaneous). For those folders that deal with date ranges, this is a good time to add a new folder for the coming year. For example, say you have a file for bank statements and you keep these in a folder marked with the current year. Now is the time to create new folders for the coming year and stick them in the file. Then at the end of the year, when you are pulling out old files (such as old clients you no longer work with), you can also pull out all your 2016 folders for storage and you’ll already have the new 2017 folders ready to go.

  6. Add some to-dos and automated reminders for December & January to your calendar to revisit your start of the new year tasks.

Convo with a Colleague: Finding Clients Starts with This

Finding Clients Starts with This

A new colleague who was having trouble finding her first client reached out to me the other day.

Many of you coming up have the same questions and challenges so I thought it would be helpful to share our conversation. (I’ll call this colleague “Jane” to protect her anonymity.)

JANE: Do you have any posts on marketing. Specifically article marketing?

ME: Not per se, because it’s really not the most productive effort if you’re doing it in a general way. Writing articles specifically for your target market is more what I talk about. What are you trying to do or looking for with article marketing? If you can elaborate, I may be able to give you some better direction. PS: You can find all my blog categories on the right sidebar of my blog.

JANE: Target market… well I am pretty diverse in my administrative tasks that I don’t really have a target market. I suppose that currently I am a generalized admin. Would love to have a target market, just not sure what that might be right now. I am geared toward graphic design/web building, but… again that can be for anyone. 🙂

ME: Graphic design and web design are different professions/businesses. Are we talking about the administrative support business or the design business (because they aren’t the same thing)? You probably first want to get clear about what business you mean to be in. Until you do that, you’re going to struggle with finding clients. That’s because if you don’t know intentionally/consciously what business you intend to be in, you can’t expect clients to understand what you do either, and there’s no way for them to see or hear you. It also sounds like you haven’t downloaded my free guide on How to Choose Your Target Market. Deciding on a target market is one of the most important first steps in a business.

JANE: (Downloads free target market guide and comes back a little while later.) Well, let me clarify. Those are my interests, but after briefly looking at your guide, it has settled that I would like to work with realtors. Reason being, for one they can afford me. And I can still do the other computer stuff I like: working with websites and designing stuff. However, I have no experience in the field other than I know a realtor who is really successful. Any suggestions on how to break the ice on a field I am not totally familiar with?

ME: That’s great! Doesn’t matter if you have experience with them or not. You can research and learn. In fact, I always tell people, make it your goal to always be learning your chosen target market and what their business is all about and what work is involved in running it almost as if you were going into that business yourself. Because the more you know and understand them, the more you will know what their common needs, goals and challenges are, how you can best support them and how to craft your solutions and offerings geared specifically to their needs and interests.

It also doesn’t matter what your administrative skills are. General is a misnomer. Don’t use that term or terms like boring and mundane and the like in describing what you do. Words like that devalue the very vital and important work we do and in turn makes clients devalue it as well. Administrative skill and sensibility can be applied to any target market. Plus we’re all always growing and improving our skills. So that’s the the angle you want to be looking at things from. The more you learn your target market, the more you’ll know which skills will be need to be applied, honed or acquired. I have blog posts that answer all of your questions. I invite you to explore the blog and settle in for some reading. I think you’ll find it quite illuminating and helpful. Here are a few to start with:

On words to avoid in your marketing, read this category of blog posts:
Don’t Use These Words

On the difference between administrative SUPPORT and project work:
Do You Understand the Difference Between a Project-Based vs. Ongoing Administrative Support Business?

On how to research a target market you have no experience with:
Dear Danielle: How Do I Market to a Target Audience I have No Experience With Yet?

Hope this helps!

JANE: Has anyone told you how AMAZING YOU ARE!!! You are like God-sent. Thanks sooo much. I will be sure to read these.

ME: Aw, thanks. I’m glad to help. 🙂

YOU Are the Captain of Your Ship

YOU Are the Captain of Your Ship

You have to decide — specifically and clearly — what you’re in business to do.

If you fall to pieces and think you have to start over the second one uninformed client doesn’t get it or looks at you cross-eyed…

If you blow with the wind every time a client thinks you should be doing this and doing that…

If you bend over backward twisting yourself into pretzels to be anything and everything for anyone and everyone…

You are never going to get anywhere, and your life and business will be anything but your own.

You can’t please everyone.

Not everyone is going to get it.

And you can’t be in business to do everything that everyone wants.

(Originally posted July 13, 2010)

Dear Danielle: What Is the Best Approach to Physically Obtain Quality Clients?

Dear Danielle: What Is the Best Approach to Physically Obtain Quality Clients?

Dear Danielle:

I am very new to the Administrative Consulting business although I have almost 20 years of experience supporting senior-level executives. I agree with you that we are so much more than “virtual assistants” and I would like to attract customers who understand that and value what we bring to the table, if you will. Therefore, my question to you is now that I’ve created a website and all other social media accounts, what is the best approach to physically obtain quality clients? Eventually, I may narrow my target but for now, my target is Small Business Owners. Thank you. —ND

Hi, ND. Welcome and thanks for reaching out. 🙂

Sounds like you’ve got the perfect background and a solid body of experience to offer clients. Wonderful!

Of course, there’s much more to business than simply knowing how to support clients and do the work, as you realize.

Learning how to run, manage and market a business and get actual clients (much less good ones) is a whole other skillset and area of education in and of itself.

This is why your question is more of a training one, rather than something that can be answered in a simple blog post.

It requires a more in-depth, systematic process of learning to understand the components, dynamics, and psychology involved.

To get that kind of knowledge and learning, I will refer you to my step-by-step self-paced training guide I created specifically for that purpose: How to Build a Website that WORKS!

This guide is centered around your website because your website IS the critical link in connecting your marketing and networking to actually getting clients, and not just any clients, but the kind of clients you want to reach: quality clients who understand your value.

This involves pre-educating your site visitors so they are in the right mindset, setting the right expectations, and prequalifying clients to help ensure you are productively spending your time in consultation with your most ideal and likely client candidates.

In the process of going through the steps and exercises, my guide also gives you a crash-course in inbound marketing because the two go hand-in-hand. You can’t set up an effective website and conversion system that gets results unless you understand all the components and mechanics involved.

Another thing I show you how to do in my guide is how to articulate your value and write your marketing message (and I have a clever system that helps you do that, no writing talent required; couldn’t be easier).

This is where having a target market is absolutely vital.

If there are any “secrets” in business and getting clients (and there aren’t), this is it.

And that’s because it’s not so much a “secret” as it is an area of misunderstanding and resistance for so many people.

You mention that right now your target is “small business owners.” But that isn’t a target at all, you see.

“Small business owners” is merely a demographic, and a very vague, general one at that which isn’t going to be helpful to you in any meaningful way whatsoever in creating a compelling marketing message and getting those ideal clients who value what you do.

It’s like saying “people” are your target market. That’s literally anyone and everyone in the world — which is the opposite of a target market (which by definition is a specific market).

A target market is simply an industry/field/profession that you cater your administrative support to. That’s it. However, it’s a vitally important component in getting those quality, ideal clients who understand your value that you wish for.

And this is where people struggle because they resist the idea that they actually expand their attractiveness and opportunities if they narrow their focus to one specific group.

Because here’s the thing: you can’t articulate your value in any truly meaningful, compelling way until you know who it is you are providing that value to. And that requires you to decide what industry/field/profession that will be.

Because it’s all relative.

Your value — what you provide, the solutions you offer, how you deliver those solutions and the results you create — all depends on who your audience (i.e., target market) is: who they are, what their commons interests, needs, challenges and goals are, what work they do in their profession, how their businesses are run, who their clients are, how they get those clients, and so much more.

You have to decide who it is you specifically intend to help in order to identify, understand and articulate your value in a way that speaks to these things as it relates to them. Otherwise, all you’ll ever accomplish (by trying to create a message for anyone and everyone) is being generic and forgettable.

To stand out, to create real meaning, to get focus and direction for your message and your marketing, you need specificity.

That specificity (i.e., deciding on a target market to cater your administrative support to) is what is not only going to get you more ideal clients who value what you do, it’s also going to make your business and marketing easier, you’ll have an easier time charging higher fees and making more money, and you’ll be able to get more clients more quickly and easily.

If you haven’t yet, be sure to download my free guide on How to Choose Your Target Market.

Start there, decide on a target market and then get my marketing/website guide, and you’ll be well on your way to getting those ideal, quality clients who absolutely understand how valuable you can be to them.

Dear Danielle: Client Is a No-Show, What Should I Do Now?

Dear Danielle: Client Is a No-Show, What Should I Do?

Dear Danielle:

I’m sitting here waiting for a local client to show up in my office to pick up their “rush” job that they wanted me to drop everything for yesterday. I worked on this project for them until well past midnight. They said they would be here to collect my work at a certain time. I’ve been waiting now for over three hours with no sign of them, much less a phone call. I’m fuming! And this isn’t the first time this has happened. How should I handle this? –NT

What I don’t understand is why people in our industry seem to think “local” has to mean “in-person.”

Why treat local clients differently than you would clients in any other part of the world?

It shouldn’t matter where the clients operate or how you initially met them.

None of your business and transactions require you to have an office or do anything in-person. All of your business, local and otherwise, can be conducted “online” (i.e., via email, shared file drive, Skype, delivery, etc.).

I would even tell you it should all be done that way if you want to manage the business efficiently and have more time available for billable work and clients.

Think, really think, about just how much of your business resources are used up doing anything in-person for one client: the scheduling time, the travel to and from, time preparing, time spent getting professionally presentable, the time it takes away from your other clients and paying work, the loss of concentration and interruption of workflow…

In-person work and meetings cost vastly more in any business, even more so ours, because they take up much more time and energy. You can work with 10 x the number of clients — and make more money — in one hour of online time vs. one-hour of in-person time with one client.

If you’re going to do anything in-person with clients, you can charge a MUCH higher premium because it is a special service and consideration outside your normal operating procedures.

Doesn’t matter if a client is local. I don’t allow them to come to my home/office to drop off or pick up documents.

That’s what couriers, delivery services, the mail, and online shared document drives are for.

And I set those expectations upfront before I ever work with them.

I accomplish this by having a client intake/onboarding process.

This involves giving them a New Client Welcome Kit that explains things work in my business and what the policies and procedures are for working together, and then going over these things with them in a new client orientation meeting (which is done over the phone or Skype).

I certainly wouldn’t allow a client to continue to disrespect and abuse my time. Remember, we train people how to treat us. Trust me, you and your business will benefit greatly by nipping this practice in the bud.

So here’s what I would do:

  • Be direct and let this client know that you have an expectation that your time is respected in the same way you respect theirs.
  • Discontinue this ill-conceived idea of doing in-person work and transactions.
  • Draft a letter to your local clients and let them know that you’re implementing new policies and procedures in your business that ultimately allow you to serve them better. Point out that you are discontinuing the policy of office pickups and drop-offs, and that anything that can’t be sent back and forth electronically or via online shared directory in some way, may be couriered (or mailed, or whatever) to and from your office.
  • Adopt a special rush fee policy and get that into your contracts (this is already included in our contract templates from the ACA Success Store).
  • Send an official communication out to all your clients that rush projects may incur extra fees at your discretion.
  • Alternatively, you can also make it a standard in your business not to accept any rush work and require clients to plan ahead within your specified guidelines. (That doesn’t mean you can’t still help out a great client in a pinch if you so choose, but you want it to the exception, not the rule.)
  • Reevaluate your clients and consider firing the bad ones who can’t get with the program and consistently demonstrate a lack of appreciation and respect for you. Just because you have a policy to penalize bad clients doesn’t mean you should keep working with them. They are demoralizing and de-energizing to your business and exact a heavy toll that none of us in solo practice can afford. 😉
  • Start an Ideal Client list and an Un-Ideal Client list. Write down all the traits and characteristics of an ideal client for you (e.g., has no problem working together virtually, respects my time, follows my policies and procedures). Then write down all the traits and characteristics of all the bad clients you’ve had (e.g., disrespects my time, doesn’t show up or follow through when they say they will, is constantly disorganized and in a rush, always wants me to do rush work, but then doesn’t appreciate it when I do, wants everything yesterday…). You get the idea. Keep updating and honing these lists throughout the life of your business. Pull them out anytime you need to remember why you are in business for yourself and what you want for your life and happiness, and any time you are tempted to step over your standards and take on a client who exhibits any of those red flags.

Multitasking is Out, Unitasking Is In

Multi-tasking is Out; Uni-tasking Is In

I’m a die-hard proponent of unitasking (perfect term!) and have been since day one.

You simply can’t focus on anything well and be fully present when you’re trying to focus on a million other things all at the same time.

(By the way, this goes for target markets, too. You can’t be super relevant, compelling, interesting and irresistible — and offer truly meaningful solutions and results — trying to be all things to all people.)

One of the things I love so much about being a business owner is that I get to set the quality standards, conditions and pace of my work and say “no!” to anything that compromises that.

No more bosses telling us “I need that 100-page proposal perfectly proofed and edited in 5 minutes, and, oh, answer the phones while you’re at it.”

Check out this study confirming what us uni-taskers have known all along:

Media Multitaskers Pay Mental Price, Stanford Study Shows

Still buying into the employer-driven myth and impossible standards of multitasking? Take this free multitasking test, and see how you do:

The Myth of Multitasking Revisited

(This article originally posted August 10, 2010 and updated for 2016.)

How to Talk About Mistakes with Clients Before They Happen

How to Talk About Mistakes with Clients Before They Happen

You are going to make mistakes.

I can tell you this right now with absolute, 100% certainty.

It’s just a fact of life as a human being.

They may not be convenient. They are often messy and untidy, but mistakes and imperfections are the patina of life.

At the very least, you have to accept this. You might even embrace it and have it work in your favor.

Talking about mistakes with clients before they happen and how those situations are handled can be really useful in any truly authentic consultation discussion.

In fact, as crazy as it sounds, talking frankly about mistakes actually puts clients at ease.

They trust you more because you aren’t making far-fetched promises they know in their heart simply aren’t feasible.

Someone who says they never make mistakes is full of it (or delusional).

No matter how attractive fantasies and wishful thinking are, we all recognize this at a very basic level.

And so you become someone much more trustworthy and believable in their eyes when you admit the truth of the matter.

That’s not to say you should be telling clients, “Yeah, I’m gonna make mistakes left and right, all day long.”

You wouldn’t be a competent professional worth paying if that was the case.

The point is that while you should absolutely be at the top of your game and always giving your best to clients, there are going to be occasions when a mistake happens.

You might misunderstand something or lack information. It’s also not always clear when you need clarification and you proceed with what you think is the complete picture.

Whatever the case, there are simply going to be occasions (and they should occasions, not the norm) when either external or internal factors foul you up.

When it comes to conducting consultations with prospective clients, you want to get a feel for how they will handle those situations as well as be upfront and clear about how you expect to be treated in any circumstance.

Talking about these situations before they come up lets new clients know how to behave if/when they occur. At the same time, it helps you weed out potentially wrong-fitting clients and bring everyone’s attitudes and expectations to a more conscious level of awareness and mutual understanding.

This is what is formally called in business as “managing client expectations.”

What I like to tell prospective clients is basically this:

“I am exceptionally good at what I do. I can absolutely, confidently declare this. I’m also human and once in awhile, I am going to make a mistake. I very much need and want to know if/when that happens so I can fix it and work to ensure it doesn’t happen again where that’s possible. I welcome your input and feedback. To make sure our relationship remains happy, mutually respectful and most importantly, helpful to you, I look to work with clients who aren’t so quick to be upset, but rather will trust and have confidence in the fact that I will make things right once it is brought to my attention. And I will always strive to earn and maintain that trust and confidence. At any time that I fail to maintain your trust and confidence in my service and abilities, I would fully expect that you’d want to end our relationship. In any situation, I always, always expect to be treated and spoken to respectfully, with the same courtesy, respect and professionalism that it is my standard to extend to you and all my clients.”

This, of course, is always delivered conversationally, but those are the main points I like to cover.

We then have a discussion about their thoughts on the subject. Based on their tone and responses in this discussion, I can usually tell (or at least simply decide) if someone seems like he or she would be a good client to work with, one who will be likely to maintain calm composure, respect and professionalism towards me in the event a mistake is made.

[Important Side Note: You naturally want clients with whom you can have great relationships. Plain and simple, it’s just not profitable or energizing to work with poor-fitting, abusive clients. And so you choose clients well as best you can. That’s all any of us can do, and it’s one of the important reasons to conduct thorough consultations. But if it turns out a client isn’t so great to work with, you always have the option of ending the relationship. You are never stuck. Always remember that.]

Unrealistic expectations are often rooted in impossible ideas of perfection. In talking about mistakes when I conduct consultations with clients, and how they should be viewed, I like to use proofreading as an analogy.

I explain that the value of a proofreader is not that he or she is going to be absolutely perfect 100% of the time. That’s unreasonable and humanly impossible. We should never proofread our own work because we can’t see our mistakes much of the time. Even if you give that work to five other people, each of those five people is going to miss something, guaranteed. So while all of us (including clients) might work and strive for perfection, we always need to keep in mind that it’s not “perfectly” attainable. Likewise, the value in great proofreading is not that the proofreader will never, ever miss something. Even if they are pretty darn close to being perfect, their true value is that they have a firm command of the language and rules of grammar, punctuation and usage to know what to look for in the first place. Skill is important, but without that knowledge and sensibility at the core, there would be no skill.

So this is the part of the conversation I have with clients during our consultation to help shape their expectations and feel them out with regard to how they deal with mistakes (or any other situation for that matter) and what ideas they may have about perfection.

The more you conduct consultations, have these discussions and work with clients, the more you’ll develop your own green and red flag intuitions for deciding who is likely to be a great client, and who is more likely to be a demoralizing soul sucker with unreasonable standards of perfection.

(Hint: Prospects who have realistic expectations about mistakes and give all indications of being able to maintain an even keel and professional demeanor towards you tend to make for better, more ideal clients. 😉 )

Breaking the Ice: Your Complete, Step-by-Step System for Confidently Leading the Consultation Conversation and Converting Prospects into Well-Paying Monthly Clients Who Can't Wait to Work with You (GDE-03)

If you are looking to grow a practice of ideal clients who pay you a monthly retainer fee for your administrative support, check out my guide on successfully conducting client consultations: Breaking the Ice: Your Complete, Step-by-Step System for Confidently Leading the Consultation Conversation and Converting Prospects into Well-Paying Monthly Clients Who Can’t Wait to Work with You (GDE-03). In this guide, I share with you my entire, fool-proof system—based on 20 years successful experience in this business— for getting every client I want, every time.