Archive for the ‘Ideal Clients’ Category

Who Said Positive Change Would Necessarily Be Quick and Easy?

Who Said Positive Change Would Necessarily Be Quick and Easy?

Hello, peeps!

No, I haven’t fallen off the planet, lol.

I’m still dealing with the transition of moving into my dad’s house temporarily and getting things sorted and running again. Plus, I had to move during a heatwave. Thank gawd that is over! But there is soooo much work to do. Oy.

I’ve been here since August 1. My plan is to spend the next 3-5 months getting it cleaned up and put back in order in the hope that there might be some possibility at some point that he could return home and spend his remaining years in his own house with live-in care.

If you are new here, my dad was diagnosed with Parkinson’s about 10 years ago and Lewy Body dementia about four years ago. His health and ability to care for himself and his house took a nosedive in 2014, and he is currently living in an adult care home.

My lease was up at the end of July, and I was seriously in need of some change in my life. It all worked out perfectly for me to not only do this for my dad, but also take my time in finding my next ideal home. I’m currently checking out houseboats (I might even have a custom one built!) and will be doing a little roadtripping in the meantime.

As I get settled in, I am reflecting on the idea that change — even if it’s a positive change — is often painful.

I am someone who tends to zap tolerations very quickly.

I am all about ease, and whenever and wherever I can make things easy (or at least easier) for myself, for my clients, for others, that is exactly what I do.

I front-load work and get the hard stuff out of the way first because it makes things simpler, faster, smoother and/or less difficult/problematic down the road.

And because I am normally really good at making things easy, I sometimes have to be reminded that not every positive change can be made as easily or quickly as I would prefer. There is going to be some “creative destruction” that can be messy and take longer than I would like.

This moving/dislocation process has been a bit traumatic. While being a very positive step towards some much-needed change in my own life, it’s not easy.

I don’t like being in transition, even though I am moving step by step toward a more ideal situation in my life.

My routines are all disrupted and I feel out of sorts. I don’t like the feeling of being in a “temporary” state. I like being settled and everything in their place.

Going through this made me think of a colleague I’ve been chatting with who also started making steps toward some positive change in her business she was desperately ready for and in need of.

Two thirds of her clients took the new standards she was implementing in her business in stride (this is very common, many colleagues are surprised to find).

One is highly resistant and being difficult about it (also very common, and also indicative of a relationship that might need to be severed in order to make way for a more ideal client to fill that spot on her roster).

The reminder is this:

Positive change can be messy and take time. We might lose some things along the way. But the alternative is inertia and living in a rut. And that’s definitely not ideal.

So have faith that even though the process might be tough, might be daunting, might be painful, it is so well worth taking those steps in a more positive direction so that you can love your life, your business, and your clients.

(PS: Wondering what a standing toilet paper holder has to do with this post? It’s an example of zapping tolerations. The bathroom off my dad’s master bedroom is a full bath, but it’s v-e-r-y small, and the toilet paper holder in the wall next to the toilet is extremely awkward to get to. It’s really annoying to wake up in the middle of the night to use the restroom and have to twist yourself into a pretzel reaching backward and blindly feel around for the toilet paper. Oh, no, this is not a nagging annoyance that should be tolerated for one minute! Barring hiring a contractor to fix the problem, I discovered free-standing toilet paper holders in the meantime. Life-changing, lol! At least that one was a quick and easy fix even if other positive changes aren’t.)

Are you looking to make some positive changes in your life and/or business? What kind of obstacles (mental or otherwise) are keeping you from taking action?

I could sure use some conversation with colleagues. Leave me a comment and we can explore and brainstorm! 🙂

There Is No “Perfect” Client

There Is No "Perfect" Client

Perfect is not the same thing as ideal.

There is no such thing as the perfect client. These are people we’re talking about here, and people are nothing if not imperfect.

Still, it’s vital that you choose clients wisely and with intention from your ever-increasing knowledge about the kind of person you enjoy working with most, who gets the most from working with you, who makes working together easy, and who values and appreciates what you do for them and allows you to do your best work, and to never ignore any red flags that set off your spidey senses.

Because clients who are not a good fit — or un-ideal — will cost you dearly in time, money, energy, morale, confidence, and joy — far more than they are paying you to ever be worthwhile and far more than you can afford, I can tell you that.

Have you ever had clients who weren’t ideal? What kind of negative impacts did working with them have on your business? What measures did you take to create to improve/change this situation?

Interview with Danielle Keister, Founder of the Administrative Consultants Association

Interview with Danielle Keister, Founder of the Administrative Consultants Association

Last month a colleague asked for an interview with me, and I thought I would share my answers with you here as well.

Your Name:

Danielle Keister

Name of Your Business:

I am the founder of the Administrative Consultants Association (ACA), a professional organization for those running administrative support businesses. I also run my own administrative support business supporting solo attorneys who practice in the areas of business, intellectual property and entertainment law.

Years in Business:

I’ve been in business since 1997 when I officially took out my business license; longer if you want to include the years I did this work on the side informally. I originally started the organization now known as the Administrative Consultants Association (ACA) in 2005.

Q1. Tell me about starting your business. Why did you start it?

My husband died without warning in 1995, leaving me a young widow with a daughter to raise on my own. An unexpected loss like that really makes you question life and what you want out of it, how you want to live, what you want for yourself and your children, etc.: Are you living life on your own terms? How happy are you in the 9-to-5 grind? Is my child really getting the best of me if I’m tired and working all the time just to make ends meet? What kind of life am I providing for her? Is this really all there is?

I had previous forays into a few side businesses that I never really took anywhere. It was after the loss of my husband that I decided to get serious about taking the skills I had and turning them into a real business I could make a viable income from to create a better quality of life for myself and my daughter. I didn’t want to be a 9-to-5’er the rest of my life.

Q2. What is your role/job? What sort of responsibilities do you have?

I would say “job” is the wrong terminology to be using here since we are business owners, not employees. Some people may think that is pedantic, but consciously understanding the difference between employment and business ownership and having a business (not employee) mindset begins with using correct terminology.

In all my years of mentoring, what I’ve found is that those who never truly get over employee mindset and continue to work with their clients as if they were still employees don’t survive long in this business.

This is why I continue to clarify the distinction and make sure everyone I come across “gets” it. I want people to succeed in this business, which really starts with developing that all-important business sensibility.

As a solo business owner, I wear three hats: 1) I’m the CEO responsible for the development and direction of my business and making important decisions about the business; 2) I’m the manager responsible for managing all the moving parts and taking care of administration of the business; and 3) I’m the service provider — the craftsperson whose skills are the stock and trade of my business services.

Q3. What is your typical day like?

Very generally speaking, on a typical day, I wake up according to my own internal clock (I haven’t used an alarm clock in years).

Once I get up, I do a little yoga and stretching, eat, and then get cleaned up and dressed for the day. I fully admit to working in my bathrobe every once in awhile if I don’t have any plans to go anywhere that day, lol. But most of the time, leggings or long skirt with a comfy but stylish tee is how I roll.

I don’t like to rush into the day and prefer to check emails and get things sorted in my in-box as the first thing I do.

There is a lot of talk in many online places that discourage this, but I prefer the opposite and find this email clearing and organizing step much more conducive to my productivity for the rest of the day.

I then tend to dive into client work around 10 or 11 am (I always joke with people that my brain doesn’t get juiced up fully until around 11 am).

Depending on what’s on my plate for that day, I may work until between 4 and 6 pm. But it really varies, depending on the day’s workload, what priorities are in the queue, and what else I’ve got going on.

If the work in my queue gets done early, I don’t jump into the next day’s pile. I go enjoy life!

It does take discipline, though, not to fill your free time with work, work, work.

I think for most of us, our first instinct is to get as much done as quickly as we can. But that is really counterproductive and keeps you on a hamster wheel. It’s not good for you and ultimately it ends up not being good for clients.

You have to be diligent about respecting your own boundaries (which in turn trains clients to respect them as well) and give yourself lots of breathing room so you don’t burn out in this business.

At some point around noon or 1 pm I’ll knock off for lunch, maybe go somewhere to eat.

I also try to get a good walk/hike on most days (try being the operative word here lately). Depending on the weather, sometimes that’s first thing in the morning, sometimes it’s around midday, sometimes it’s later in the evening.

It really all depends, and this is the beautiful thing that I’ve created in my business: the freedom and flexibility to be able to listen to my own natural rhythms, structure my business around my life, and do what I want, when I want, while still taking great care of my clients. (I never sacrifice their needs; it’s all a matter of setting proper expectations and boundaries.)

I’ve also created what is essentially a 3-day work week (you can get my entire business management system here):

  • Mondays are my Admin Days where I take care of the admin in my own business or working on my business.
  • Tuesdays are my meeting days that I reserve for telephone meetings and appointments with clients and others.
  • Wednesday through Friday is when I do client work.

For the past few years, my life has been extra stressed caring for a sick, elderly dad. In full disclosure, I’ve really let my own self-care down. I’m beyond grateful I’ve built a business that allows me to do this for my dad, but it’s not easy and still comes with a cost that has taken a toll on me. Making my own self-care a priority again is something I wrestle with on a daily basis and am currently working to improve.

(For a more in-depth snapshot of my typical day, check out this post.)

Q4. What is the best thing about owning your own business?

As touched on above, the freedom and flexibility to live a less rushed/forced life; the ability to live according to my own natural rhythms and internal clock; and the ability to structure my business and its policies, procedures, and protocols so that I have plenty of time for life (or whatever is most important at any point in time; for me, right now, that is my dad).

I never ever want a business where I am living to work instead of working to live.

One of the things I’m always saying to my clients and colleagues is that your business should support your life, not suck the life from you. It took a lot of fits and starts, trial and error, and course correction, but I’m very proud of the business and income I’ve created today.

I also love that my daughter was able to see that self-sufficiency and determination modeled and be a part of my business journey.

Q5. What is the hardest thing about owning your own business?

Well, I’ll be frank with you: business ain’t for sissies, that’s fo sho!

I was extremely fortunate to have had some opportunities come up that gave me the financial means to take care of myself and my daughter while I started my business.

And later I was also fortunate to have a significant other to lean on during the rough spots, of which there were many, make no mistake.

It takes an extreme amount of perseverance, determination, self-motivation — and time —to get a business to a point where it’s actually solvent and sustainable and eventually profitable.

And, of course, everyone’s mileage and set of circumstances will vary. You just take advantage of everything you’ve got going for you, figure out the rest, and if you can get past all that, the rewards are amazing!

Q6. What advice do you have for someone wanting to start a business? What do you know now that you wish you had known when you started?

One of the reasons I started the ACA was to provide others with the knowledge and easier path in starting their own administrative support business that I didn’t have way back when. I did it all without knowing there were others doing what I was attempting to do.

One thing that was pivotal in my success was realizing that a secretarial service is not administrative support.

Secretarial services are project-based businesses where the person does something here and there for drive-by clients.

It’s an inherently volume-driven business, one that requires you to always be on the hunt for your next clients and projects, even while you try to complete the work in front of you.

It’s a plodding, exhausting way to try to make a living and extremely difficult to get profitable.

Once I realized that, instead of project work, I could provide administrative support being an ongoing right-hand to a handful of regular clients on a monthly basis instead of a constantly revolving door of one-time or sporadic clients and rinky-dink projects, that’s when I cracked the revenue code.

But it took me a few years to get to that realization and figure out how to structure things properly.

Now, I base all my training and business education products around that basic tenet so that others won’t waste so many months or years.

I show them how they can build a business based on retainer clients (which is where the bread-and-butter is) while still taking advantage of project work that comes along that is of interest to them (which is gravy).

Another bit of advice I have for folks is not to take shortcuts with the business startup process. Every step helps build your business mindset and sensibility.

People get impatient with the process and want to jump ahead of themselves and it’s really to their detriment and that of their clients.

I’ve seen more businesses shutter their doors because the owner didn’t put the proper foundations in place before taking on clients.

Don’t rush things. There is a little bit of back and forth involved as you figure things out, but beyond that, there is a basic step by step process involved in any business start-up. Don’t skip those parts:

  • Do the business plan.
  • Learn how your local, state and federal taxing and licensing works and what your responsibilities/obligations are.
  • Don’t take on clients before you’ve got at least a basic website up and mapped out a rudimentary set of policies, procedures and protocols. Your website is an incredibly important tool in properly educating clients about the nature of the relationship and bridging understanding so that you attract your right, most ideal clients. You will find that having something there to start with is going to be incredibly helpful in building, growing, and honing your business from there.

These are all exercises that help you create the strong foundations you need to be able to get — and keep — clients. The problems with clients and not getting the right ones happen when those things are absent.

If you were interviewing me, what other questions would you have for me? Let me know in the comments!

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.

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?

Bargaining for Your Value Is Doing Nothing for Your Business

Bargaining for Your Value Is Doing Nothing for Your Business

You aren’t going to convince clients to pay your fees because you have taxes and bills to pay.

And telling them you are more affordable because they don’t have to pay for breaks and lunches is not compelling either.

(When is the last time you heard any other business professional use that kind of bargaining to market their expertise?)

All that does is put them even more in cheapskate mentality.

Calling yourself an assistant results in the same.

Your value also has no relation to what you or they charge per hour (and by the way, it’s high time you stopped charging by the hour anyway).

Your value isn’t in how little they pay (stop making that argument or you’ll forever be stuck with cheapskate clients who want everything for little to nothing).

Your value is in what they gain by working with you:

How many more clients are they able to work with? How much more marketing and networking are they able to engage in? How much more are they able to get done in a day, a week, a month? How much more free time do they have to brainstorm, develop their business, or plain live life?

Are they able to get those projects done that have been on the back-burner for forever? Are they finally able to write that book, complete that training program, or write that signature talk they’ve been dreaming of? How much have their revenues increased or have the potential to increase as a result? How many more dollars per year does that represent?

How do they profit in their life from working with you beyond money? How much easier and stress-free are their life and business?

How much are those results and accomplishments worth to them?

THESE are the things to be talking about, not “you only pay for time on task and don’t pay for office equipment, lunches, breaks or vacations.”

Do you see how silly and pedestrian the latter is in comparison?

Which do you think will excite potential clients more and fill them with the sense of abundance and possibility?

Use This Phrase Instead of “General”

Some folks use the term general when they talk about administrative support as a business.

But administrative support is not “general.”

Administrative support is a skillset, expertise and profession in and of itself. It’s the very backbone of every business in the world.

That is anything but “general.” That is something very specific.

Administrative support is also an ongoing relationship with a client; it’s not a one-off project here and there sporadically.

It’s about being an active right-hand in the client’s business and taking on specific areas of work and support for them.

Using the word general to describe your business relegates it to something menial, unimportant, homogeneous (as in same basic humdrum as everybody else), and of not much value.

That’s because general is code for menial which is code for cheap and mundane.

And when clients think of something as menial, they expect to pay paltry fees for it as well.

If you are struggling to get clients who recognize the work you do as valuable, important and beneficial to them, it could be because you are using language that is attracting un-ideal clients and/or putting potential clients in the wrong (i.e., cheapskate) mindset.

When marketing your business, you want to use words that position your business and portray it as something invaluable, not general.

Here’s an alternative to better articulate your value:

If you’re trying to get across the idea that you support clients across the board, instead of using the word general (and I advise anyone who wants to get more well-paying clients to banish that word entirely from your business vocabulary), use the phrase full service.

It has much better connotations about your value proposition and will have a much better impact on your marketing and the client perceptions it sets.

Take a look at your website today. Examine the conversation you are having with clients and the words you’re using.

Will you be making some changes?

Delete “Self-Employed Worker” from Your Business Vocabulary

Delete "Self-Employed Worker" from Your Business Vocabulary

Do you want clients who treat you like their beck-and-call employee or as a trusted business professional delivering a valuable expertise?

If it’s the latter, then delete the words “self-employed worker” from your business vocabulary.

When you are self-employed, you’re not a worker, you are a business, period. (That’s a legal distinction, not an opinion.)

This all goes back to properly educating clients about the correct nature of the relationship.

If you set the perception that you are some kind of little worker bee, that’s exactly how they are going to think of and treat the relationship.

The first place you nip that in the bud — so that you can get more ideal clients who properly treat and understand the relationship as a business-to-business one — is through the language and
terminology you use.

Dear Danielle: Client Won’t Stop Calling Me Her Assistant

Dear Danielle: Client Won't Stop Calling Me Her Assistant

Dear Danielle:

Hi there! I am looking for your advice on a matter. I quite often will attend meetings or business functions with my clients. They tend to introduce me as their “assistant,” even though I have brought it to their attention that I am not an “assistant.” What would you suggest I have them introduce me as? Or how to go about ensuring it doesn’t continue to happen? —KP

Hi KP 🙂

Good question. It’s one I get a lot from people who are trying to transition away from the “assistant” model to administrative business owner.

The first thing you can do immediately is add a component to your Client Guide and new client orientations that instructs clients on exactly what to call you and how to introduce you to others.

In my own practice, I tell clients to refer to me as their administrator (for short) or Administrative Consultant (for more formal situations).

Next, put together a form letter/email and send it out to all your current clients so everyone is equally informed and updated at the same time and no one is singled out.

The side benefit to this kind of communication is that seeing it come from your business as a general communication helps underscore the fact that they are working with a business, not an employee.

Which leads us back to the original question: what to do about a client who continues to call you this when you have repeatedly asked them not to.

On the one hand, it could be an innocent mistake.

It is sometimes difficult to rid clients of old habits when they’ve been with us awhile. In which case, a heart-to-heart conversation with the client would be in order.

You could start the discussion, for example, with something like this:

“We’ve talked a few times about what I prefer to be called and how I ask my clients to refer to me when introducing me to others. This is something that’s important to me and my business. I’ve noticed that you still call me your assistant in those situations. Is there a reason why? What can I do to help you remember how to introduce me?”

I would very intentionally incorporate use of the words “client” and “business” to help this client understand the nature of the relationship. Because it’s also often the case that they simply haven’t been properly educated about that (which is on us, not them) and so they very innocently, but still mistakenly, may think you are an assistant.

And then listen to what they have to say and work toward a solution.

Of course, if you have a client who doesn’t give a good darn about your feelings and wishes, you have to ask yourself, “Is this a client who respects me? If there’s no mutual respect, is this someone I should be working with?”

Here are some blog posts that expand on this topic further that I think you’ll find helpful:

Dear Danielle: How to You Introduce Yourself to Clients and Prospects?

How to Have Clients Help Promote Your Business

Dear Danielle: This Client Is About to Ask Me to Pose as His Employee

Thanks for the question, KP. Let me know if this was useful to you. 🙂

***

Have you ever been in this situation? How did you handle it? Do you think my tips will help you better educate your clients and navigate this in the future?

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. 😉