Archive for the ‘How to Say It’ Category

That’s Not How This Works, That’s Not How ANY of This Works

That's Not How This Works, That's Not How ANY of This Works

You know, we always see these articles constantly telling clients who want to get help from those of us in the administrative support business that they need to instruct us on this, tell us how to do that, yada yada yada… as if how the consultation will proceed, how our businesses and processes work, what we do and don’t do and how we do it are all up to them — like they were hiring an employee.

And all I can do is shake my head as I read these confounded articles and think:

“Um, no. That’s not how this works. That’s not how ANY of this works.”

First of all, clients aren’t (or at least shouldn’t be thinking they are) hiring a trained monkey.

Second of all, if a client is talking to anyone who doesn’t have the faintest idea of her own processes in her own business, that is not someone any client should be engaging with.

The client will be pulling her hair out before the month is out trying to elicit any form of independent thought or critical thinking from the person who is waiting to be told what to do every step of the way.

That’s no help to clients in the least little way.

Figuring it all out or having to tell you how to do everything isn’t a burden clients should need to bear.

That’s YOUR job as an independent administrative expert and business owner: to have your own consultation process that you lead clients through that works to elicit the information YOU need to form a picture of the client and their business, develop a plan of support, and guide, recommend and advise clients on where and how you can help them and the best place to start.

Of course, I should clarify that these articles are always written about “virtual assistants,” not Administrative Consultants.

That’s because people only understand the word “assistant” one way: employee.

So it’s no wonder they are confused.

But this is business — not employment — so they need to be disabused of the notion that they’re running things.

One way you do that is by not calling yourself an assistant in the first place.

They’re the client, not the dictator of how our businesses and processes work. It’s not up to them to tell you how things will proceed.

It’s their place to contact you to inquire whether you might be able to help them, and for you to inform them what the next step is in your process of finding that out and then leading them competently through your systems (as any independent business owner would).

Yet another example of why smart people in the administrative support business do not call themselves assistants. 😉

Why Should I Pay that When I Can Get a Temp or Offshore VA for $5 Bucks an Hour?

Ever hear a client utter these words?

It’s probably the most grating sentence in our industry today.

But what if you knew exactly how to respond?

What if you offered your services in a way that didn’t focus whatsoever on hourly rates?

Wouldn’t that be a total game changer?

It’s not so annoying when you actually begin to love responding to that question (or when you no longer get it in the first place). ;)

…If you frequently encounter price resistance with clients and want to know what to do about it;

…If you have trouble getting clients to commit;

…If you struggle with articulating your value to clients, talking about your fees, and feeling confident about them;

…If you find the whole topic of pricing difficult, I have the solution!

It’s my value-priced packaging and pricing guide, How to Price and Package Your Support Based on Hours & Expertise — NOT Selling Hours

Value-Based Pricing & Packaging Guide: How to Price and Package Your Support Based on Value and Expertise—NOT Selling Hours (GDE39)

This guide will show you how to:

  • Attract more clients, more easily;
  • Make more money;
  • Create an easier business to run;
  • And toss out those time sheets forever!

…all without discounting, bargaining, or justifying your fees whatsoever!

I’m Not Anyone’s Sidekick (and Neither Are You)

I'm No Sidekick (and Neither Are You)

Words have power. They’ve been used for centuries to subjugate others and keep them in their place.

Words have kept people thinking small about themselves. With the flick of a switch, they’ve also helped them reshape their perceptions and step into their own power and sovereignty.

It’s why the feminist movement insisted on changing accepted language — they recognized that being called “girls” was a micro-aggression meant to infantilize women.

So, of course, I snorted in derision when I first heard the word “sidekick” being tossed around to describe those in the administrative support business.

I feel about anyone referencing me as a “sidekick” in relation to clients the same way this woman feels being referred to as Macklemore’s “sidekick.”

It’s fundamentally insulting as a full-grown, professional woman and business owner. It’s a condescending verbal pat on the head, a throwback to employment mentality that has no place in business in this day and age.

I’m as disdainful of the word “sidekick” in business as I am “assistant.”

That’s because using subservient words and terms of employment (such as “assistant”) to identify yourself keeps you in a subservient mindset, consciously and unconsciously.

It also causes clients to view you not so much as their valued and respected administrative expert and adviser, but as their minion and order-taker.

Would you call your doctor or attorney or accountant or designer your sidekick?

Do you think that would be a respectful way to identify and address them?

How do you think that would go over with them if you did?

Why then would you feel the need to call yourself an assistant or sidekick?

It’s a form of self-talk. What you call yourself has a way of seeping into your psyche. With a more respectful, business-appropriate term, you can raise yourself up to better lead your business and more positively affect how your prospects and clients approach the relationship with you.

If you think it doesn’t matter what you call yourself either way, then why not adopt a more respectful term that will lead to more respectful exchanges with clients and prospects?

If you are really working with clients who value you as much as you say they do, they will happily support you as you raise your standards around the business terminology you use.

And your new clients won’t know the difference because they’ll refer to you in whatever way you inform them to.

I don’t need to be Robin to serve my clients well and deliver my expertise to them. We can both be Batman in our respective businesses who value and respect each other as equals.

***

What thoughts, feelings or questions does this bring up for you? Does it spur any soul-searching? Can you think of a way in which calling yourself an assistant kept you thinking small in your business? Have you already embraced the idea that you are a business owner, not an assistant, with a valuable expertise to offer?

A Brief History of the Administrative Support Business

A Brief History of the Administrative Support BUSINESS

A while back, one of my new-at-the-time colleagues asked me this question:

I guess I’m too new to the industry so I’m lost with the concept “team VA” or “multi-team VA.” And “partnering with clients?” It sounds interesting though, could you define for the benefit of the clueless (me)? Thanks!

To understand these terms and concepts, it’s helpful to know the evolution of our industry. With that in mind, here’s a quick history of the administrative support industry.

Originally there were secretarial services. That industry had been around for decades, since at least the 40s or 50s and probably earlier.

However, secretarial services were sort of like a print shop: where someone would go, for example, to get a quick typing or desktop publishing job completed by someone on an ad hoc/incidental basis.

Think of it sort of like a drive-through typing service. It was project-based and there was no deeper role of the secretarial service in a client’s business or consistent relationship than that.

Then, in the late 80s/early 90s, the concept of administratively supporting clients remotely as a business became more formally realized. This new business model differed very distinctly from secretarial services in that the idea was to:

  1. provide a spectrum of across-the-board administrative support to clients (not simply typing or data entry), in
  2. an ongoing, collaborative, partnering relationship (as opposed to the ad hoc/incidental/occasional/sporadic/project-based nature of the secretarial service business model).

In the early 90s, a life/business coach by the name of Thomas Leonard coined the term “virtual assistant” that this new industry adopted in large part to describe this new and distinctly different kind of administrative support business.

What’s funny/interesting is that when the secretarial service industry was first introduced to this idea of an administrative support/partnering business, it was met with cold-shouldered resistance and disapproval (much as most “newfangled” things are met by people who don’t yet understand them).

After a few years, however, more and more these same secretarial services who sneered at the idea started calling themselves “virtual assistants” even while they were still operating as project-based secretarial services (clearly only adopting the term without understanding the concept).

More and more people started using the term “virtual assistant” without understanding the original business concept around it. Which is no wonder: it’s an ambiguous term and one that those in our business didn’t even coin themselves.

Then there came onto the scene people whose thinking was “I know! I’ll make money having a business where I don’t do any of the work (perhaps don’t even have the expertise or administrative background myself), I simply outsource it to third parties, preferably at cheap, third-world rates.”

At the same time, there were others who wanted to have a one-stop-shop kind of business where they had colleagues and others who did things they did not. In this way, they could say (for example) they did web design when really all they were doing is having someone else do that work.

Both of these distinct groups began calling this sub-genre a “multi-VA/team-VA” business.

The problem with this term, however is that:

  1. legally speaking, unless these people are your employees, they are not part of your team, and using that terminology will cause the IRS to think you are engaging in illegal misclassification;
  2. it’s not a collaborative/partnering relationship as defined by the administrative support business concept; and
  3. there is already a term for that kind of relationship between colleagues who are not employees of each other. It’s called “subcontracting.” 😉

In the early 2000s, there also began to be discussions around the aptness of the “virtual assistant” term. Too many people who were not running actual administrative support businesses were co-opting the term, bastardizing it for their own purposes, and confusing the marketplace.

Another problem with the term is that clients commonly do not understand the relationship. They mistakenly think it is one of employer/employee and treat it (and devalue it) accordingly.

It erroneously shapes their expectations and perceptions in negative ways that cause people in our industry problems. That’s because people only understand the word “assistant” one way: employee. Which is why calling themselves assistants was causing a whole host of misalignments in expectations and understandings.

Therefore, a large contingent of people in the administrative support industry began having a conversation around moving away from the “virtual assistant” term and adopting/coining a new term for those of us who were very specifically running ongoing administrative support businesses where we work with clients in actual collaborative partnering relationships.

That’s when our group ultimately landed on the term Administrative Consultant and the benefits have been multi-faceted:

  1. It’s a term WE chose for ourselves, not one that was foisted upon us and defined by a client (who at the time when he was working with his own VAs acted like he thought he was their employer, not their client).
  2. It more clearly denotes our BUSINESS OWNER/CONSULTANT (i.e., NOT employee) status and the fact that our business is specifically administrative in nature.
  3. It isn’t ambiguous and leaves little room for misinterpretation.
  4. It sets better expectations, understandings and perceptions in clients about the correct nature of the relationship (business-to-business, not employer/employee).
  5. In turn, this improves our consultation conversations, the demeanor with which potential clients approach us (i.e., professionally rather than like an employer seeking a worker bee), and our ability to command proper professional-level fees (not employee slave wages).

To be clear, the Administrative Consultant term was never intended to replace the “virtual assistant” term. Many of the people using that term are not running administrative support businesses so our term does not apply to them.

Our term is only meant for those who are specifically running administrative support businesses and who work with clients in true collaborative, partnering relationships. If that’s the kind of business you are running, we encourage you to use the Administrative Consultant term because it is going to help improve how clients view and understand your business and how they treat you as a fellow business owner.

What You Call Yourself IS Important

What you call yourself is the VERY first place you are training clients how to treat you.

What you call yourself absolutely matters in shaping in client perceptions and expectations in the way YOU want them to be set.

If you continually have clients who treat you like like an employee and do not approach the relationship with the professionally respectful demeanor of a business equal, the first place you can begin changing that story is by not calling yourself an assistant.

Because when you are in business, you are NOT an assistant, no matter what the clueless out there try to tell you otherwise.

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.

Dear Danielle: Should I Choose a Name Looking to the Future of My Business or Just Go with Virtual Assistant?

Dear Danielle: Should I Choose a Name Looking to the Future of My Business or Just Go with Virtual Assistant?

Dear Danielle:

I’m just starting out in this adventure and I’m having trouble choosing a business name. I’ve read your blog on Administrative Consultant and I’m intrigued, BUT I’m just starting out and will be doing anything and everything from answering phones to data entry.  Should I choose a name looking to the future of my business or just go with virtual assistant? I appreciate your help with this. — Karen E.

Hi Karen 🙂

I see you that you did notice the name of this organization. That’s good. Because I do need for people to understand that this is NOT a virtual assistant organization. This is an organization for Administrative Consultants.

What that means is if people want to ask me questions, I’m happy to help, but they need to pay attention to details (which is an important qualification in this business) and respect the proper terminology used in this organization.

Here is our position on the VA term: “Virtual Assistant” is a term of employment and has no place in any business owner’s vocabulary. It most certainly has no place in our organization or conversations.

I’m here to help people put on their big girl business britches, not perpetuate detrimental, employee mindsets.

That starts with encouraging them to hold themselves and what they do in higher esteem and not use terms of employment to describe themselves, which is counterproductive to every single effort they must make in starting and growing a business successfully.

Why do I point this out? Because your choice of words and terminology directly impacts everything in your business from getting clients, the kind of clients your marketing and terminology attracts, their correct or incorrect perceptions and expectations about the nature of the relationship, the demeanor and attitude with which they approach the relationship, your ability to command professional level fees… EVERYTHING.

Are there folks out there who aren’t ready to think bigger about themselves and what they do? Yes, of course.

There are also people who aren’t really focused on being anything specifically in business, who are better described as gophers. They are more in business to be this, that and the other and letting clients dictate their roles and what they are in business to do.

For them, the VA term is actually the better fit.

But that’s not who this organization is for. We don’t cater to those folks or old ways of thinking and operating.

Our interest, and who this organization is for, are those who are specifically focused on the business of providing administrative support.

The people who are attracted to the ACA tend to have a more sophisticated view of business and the administrative work they do. They are ready to gain deeper understandings and engage in new ways of thinking and doing things in order to continue to more positively grow their business, strengthen their business skills, get more ideal clients and make more money while operating in a way that allows them to still have plenty of time for a great life.

So, with that understanding in place, here’s my advice:

What will help you answer these questions for yourself is going through the exercise of completing a business plan.

You have to decide for yourself what kind of business you want to be in, what you want your work to consist of and what you want your days to look like.

One question that really helps is asking yourself, why do I want to be in business for myself? What am I hoping to achieve? Is this just to earn a little side money or do I want/need my business to be financially sustainable and profitable enough that I can earn an actual living from it?

And then build your business around the answers to those questions.

It’s not enough to “just want to make some money from home.” Because being able to do that is not as simple as that.

It takes intention and thoughtful preparation and foresight in setting up the business, creating standards around what you want for yourself and from the business, and what kind of work and clients will bring and sustain happiness and joy in your business so you can both do your best work for them AND remain in business for a long time to come.

As far as naming your business, I have a category on my blog called Naming Your Business that will give you excellent some guidance and helpful insights and advice. All of the articles in this category are very important in gaining deeper understanding about the importance of how you name your business and will raise your consciousness around that task.

And then this one specifically will give you some practical tips for coming up with a unique and differentiating name for your business: How to Name Your Business for Success

I would like to address something else as well.

You mentioned answering phones. This idea tends to come from people thinking that being in this business will be the same as being an employee/administrative assistant and nothing could be further from the truth.

I try to get people to understand that how and when they support clients is not the same as when they were an employee and is going to look much different once they are in business for themselves.

For both legal and practical reasons, you can’t be someone’s administrative assistant in the same way you were as an employee. They are just two completely different animals and trying to do so will keep you from creating a real business that has room for enough clients that you can actually earn a real living.

I personally have never answered phones for any client, and I wouldn’t dream of taking on that work because it would keep me tied to a phone day in and day out, which is NOT what I went into business for.

I’m not saying you have to do what I do, but in my experience, most of the people who think they are going to act as their clients’ receptionist really haven’t thought that idea all the way through about what their business and day-to-day life would be like being chained to a phone and computer all day long answering calls for clients.

Most of them, once they really think about it, realize that’s not what they really want to do. It’s more simply that they don’t know what else they could be doing for clients so they can only think in the most general, generic, traditional terms.

So, I always ask people who bring it up: Is answering phones what you really want to be in the business of doing? Have you really considered what that would actually be like and how it would impact your goals and ideals and what you envision for your business and life? Take a moment and try to picture what your days would look like doing that work.

It’s okay if that is work you want to do (you can always change your mind later if you realize it isn’t and chalk it up to a learning experience). Just make sure you are going into it consciously and intentionally with eyes wide open. Because answering phones can very quickly and easily turn you into a receptionist with little time or concentration to do anything else.

And you don’t need a business to do that. You can get a telecommuting job answering phones and still work from home if that’s your aspiration. When it comes to that kind of work, there are businesses already set up to do that work and get clients and you could simply apply for an employee position with them.

There are four posts on my blog in the category Answering Client Phones. Check those out as I think you’ll find them very illuminating on the whole topic.

Which leads me to my next point:

The one thing that is going to help you plan EVERYTHING more easily in your business and with greater intention, clarity and detail, is by choosing a target market.

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

For example, in my administrative support business, I work with solo attorneys in business, intellectual property and entertainment law. This specificity allows me to very precisely identify in more depth, detail and clarity exactly what kind of work is needed to best support my clients and, thus, structure my offerings more specifically and meaningfully as well.

Deciding on a target market will help you plan, market and get clients so much faster and easier in your business. With a target market, you’ll be able to better identify with more depth and detail the specific kind of administrative support those clients need, what will have the most meaningful impact and results for them, and cater your offerings around that so that you can be their trusted administrative expert, advisor and strategic support partner instead of their receptionist with a ball and chain around your neck.

Next step: Download my free Income & Pricing Calculator and How to Choose Your Target Market guides.

These two exercises will get you thinking more critically about your administrative support business and what you want out of it.

And then I recommend you check out the resources in the ACA Success Store, one of which is the business plan template geared specifically for the administrative support business. These things are going to help you immensely in getting on the right track toward creating a more ideal, profitable,  happy-making business.

I would like to know how all of this lands with you and if you’ve found it helpful so please let me know in the comments. And if you or anyone has further questions on the topic, we can continue the conversation there as well.

Dear Danielle: I’m Not Sure the Administrative Consultant Term Fits, but Neither Does VA

Dear Danielle: I'm Not Sure the Administrative Consultant Term Fits, but Neither Does VA

I had a short, but meaningful conversation on LinkedIn with a new colleague who was wanting to get away from the VA term, but wasn’t sure Administrative Consultant was right for her either.

It’s important to understand the correct underlying definition of a term (not merely the surface words that it is composed of) in order to determine if it is apt and appropriately applies to your own situation.

If you are at the same crossroads, maybe this interaction is helpful to you as well. (I’ve kept the colleague anonymous for privacy.)

COLLEAGUE:

Dear Danielle, I have just had chance to read your LinkedIn summary properly and oh yes I agree. I know I have been calling myself a VA, but I would like to get away from this (it doesn’t feel comfortable with me) as I don’t think it actually says what I do, and I think business owners don’t really understand the potential. It is a descriptive word to bulk us altogether. Although the word consultant I don’t think fits in with what I do either. I have this idea that a consultant comes into a business, suggests ways to improve, and leaves. I’m more of an implementer, but that doesn’t sound right to promote this either. I did speak to a “mentor” once (only once) and he suggested I charge quite low as people won’t pay more for an admin assistant. That was right to begin with, mainly to get me the confidence to work for myself, but now it is a lot different. Anyway, lovely to make acquaintance with you and look forward to hearing further from you.

ME:

Nice to make your acquaintance as well.

Yes, that “mentor” was no mentor at all. No business mentor who knew anything about business (especially a professional service business) would tell you to charge quite low because rule #1 in business is that it must be profitable (or you don’t have a business, you have a hobby).

You can’t be profitable undervaluing yourself (which in turn attracts clients who don’t value you or what you do).

You also see how calling yourself an assistant wrongly influenced his perceptions, right? This is exactly why it doesn’t do anyone in business any good using terms of employment (which is what “assistant” is) to describe themselves.

Have you been to the ACA website? The home page further explains our definition of Administrative Consultant. After reading that, you might find that it does fit for you after all.

For example, the people in our group aren’t just implementers because as experts in administration, our clients also come to us to guide and advise them on their administrative set-ups, operations and workflows. So, in that respect, we are consultants.

Administrative Consultant is the marriage between someone who provides both administrative support AND guidance and expertise on best practices with regard to systems and operations.

Even if right now you still might feel that you are only an implementer, after a few years in business and working with clients, I’ll bet you’ll see yourself differently.

The best clients naturally don’t see you as just their little worker bee (and if that’s all they think of you, they will only want to pay peanuts). They see you as their administrative expert and will look to you for your advice, guidance and recommendations on these matters.

It’s the natural progression of the relationship, which is also exactly what makes us Administrative Consultants.

Either way, I’m sure you’ll find a whole lot of useful insights and confidence-building resources on the ACA website. Check it out here.

COLLEAGUE:

And yes! Just looked at your website and video and that is exactly what I’m doing for one of my clients. Your explanation of Consultant I like for the “all inclusive” role. I will start moving away from the VA term, as I do prefer to work with someone on a long-term basis. Thank you for providing me the explanation and the confirmation I was really looking for.

ME:

Wonderful!

On the topic of confidence and learning how to command professional fees, you might find this category on my blog helpful.

I very much appreciate our conversation today. I know it’s something a lot of people in our industry feel as well, but aren’t sure how to articulate or ask about it. Thanks for reaching out!

Delete the Word “Freelancer” from Your Business Vocabulary

Presently 81% of freelancers have trouble getting paid by their clients and, on average, each unpaid freelancers is owed over $6,000 in salary.”

Language like this drives me freaking nuts, and it’s responsible for the perpetuation of freelancers continuing to NOT UNDERSTAND ANYTHING.

Freelancers are BUSINESS OWNERS.

They don’t get paid a “salary.” That is what EMPLOYEES get, which freelancers are not.

What they are owed is $X in unpaid invoices and fees from deadbeat clients (who probably think and act like they are employers because the moron freelancer doesn’t set them straight in the first place).

If they understood better the distinction about being in business for themselves, they would know not to allow any client to get that far into debt with them in the first place, stop work before it ever gets that bad, and if they were really being smart, require more money (if not 100%) upfront.

It’s yet another example of why no one should be using the term “freelancer.”

Not only does it make people think of someone who is only casually, incidentally, haphazardly working on the side for pocket money, as a result it sets the wrong expectations and mindsets in clients that are a cause of a lot of these issues in the first place.

Perfect example — here’s what one deadbeat client retorted to a “freelancer”:

This isn’t your full time job, this is just a side job, so why do I need to pay you?

As an Administrative Consultant, you are not a freelancer. You are in an actual committed, professional business with the intention of providing an ongoing and well-rounded body of support as a whole to clients for the long-term. (And if you aren’t, then you’re not an Administrative Consultant.)

You will be doing yourself a huge favor by deleting that word from your business vocabulary and never using it again.

TIP: You Aren’t Selling Services

TIP: You Aren't Selling Services

As an Administrative Consultant, you aren’t selling “services.”

You are offering one thing: a collaborative and ongoing administrative support relationship.

See? ONE thing.

It’s the relationship that is the product, not the services.

What administrative work is involved in that support relationship depends on your target market.

What you should be focusing your marketing message on is what that relationship looks like and how it improves the life and business of your clients and all that they stand to gain by working with you.