Archive for the ‘Positioning’ Category

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?

Dear Danielle: How Can I Turn this Employer into a Client?

Dear Danielle: How Can I Turn this Employer into a Client

Dear Danielle:

I work for a small business and the majority of my job is done offsite and remotely. When I came into the business there were no systems in place, no manuals or training tools available and patients accounts were all out of balance. I have worked to restore these areas in addition to the accounts receivables. I am no longer able to ignore the nagging pull to launch out and begin my own administrative support business. However, I feel that I can retain my current employer as a client. I am costing them more I believe. I have been paid by the hour as an employee and it has been a tremendous cost to get things up and running more smoothly. Now that I understand all the inner workings of the business, offered my advice as well as support, I feel my inside job has come to an end. There are many more factors to list but I don’t want to take advantage of your time. Please tell me your thoughts on this. How I should move forward? —Anonymous by request

Hi Anonymous 🙂

Thanks for your question.

If you feel you can turn this employer into a client, go for it.

Since you asked me, though, I’m going to let you know why former employers don’t make for the best of clients.

  1. Employers tend to want to keep working with you in the same old ways. That’s a problem because when you are running a business, there is necessarily going to be a difference in when and how you work together. You can’t be at their instant beck and call the way you were when you worked for them as an employee. They had your undivided time and attention because you were their employee, being paid to be dedicated solely to them 9-5. But as a business owner, you have other clients to serve, other important duties to attend to (or you will have, and you have to operate and plan your business around that eventuality). You simply are not going to be able to work with them in the same way as you did when you were an employee, not if you are going to grow your business and have time and room to work with other clients. And that’s not a transition that many employers are able or willing to make.
  2. Not all, of course, but generally employers are employers for a reason. Many very specifically want employees who are dedicated solely to their interests and to whom they can dictate hours, roles and duties. Likewise, some workloads simply require in-house dedicated staff. Contrary to popular belief, not every business/client is a good fit for what we do. Trying to fit square pegs into round holes is an effort in futility. Why bang your head against that wall when there are others far more suited to (and interested in) being clients rather than employers?
  3. Past employers tend to resist changes. They only know you and the relationship they had with you in one context — employee. This can be problematic and make it incredibly difficult for them to see you in a new and different light, which is necessary if the business relationship is going to be successful. It is absolutely vital that clients understand the relationship in a business-to-business context and that there is going to be an entirely different dynamic at play. But past employers tend to be stuck in employer/worker bee mindset and want to keep you in that box and treat the relationship like that. What that means is, instead of extending you professional courtesy and respect and viewing you as their administrative expert and trusted advisor, many can be stuck in a pattern of barking orders at you and thinking it’s their place to dictate everything. A client who doesn’t understand he is a client, not an employer, has a whole different demeanor in his communication and behavior, and not for the better. And that just does not work in a business-to-business relationship.
  4. Their preconceived notions or relationship with you can limit their thinking and keep you boxed in. When you start a business and consult with fresh potential clients, it so much easier to educate them and manage their expectations in the way you need them to be because you’re working with a clean slate, so to speak.

That said, if you think this employer has good client potential despite the above, there are things you can do to help facilitate a successful new business-to-business relationship:

  1. Have a consultation process. If you don’t have one, you can get that with my Client Consultation Guide.
  2. Never take shortcuts with your consultation process. What I mean by that is, many people think because they already know and have a previous relationship with a potential client (such as the case with a former/current employer) they don’t have to conduct a full and thorough consultation. And that’s a really bad idea. Because part of what the consultation process does (at least if you are following my client consultation process) is it helps give proper context for your new business-to-business relationship with each other. This helps employers-turned-clients understand the new relationship so they can treat it and conduct themselves accordingly. It helps these past employers view you not as their employee/worker bee, but respect you as a business owner, someone who is going to now be their administrative partner/expert and trusted advisor. It also helps them understand that there are going to be necessary and significant differences in how and when you work together.
  3. Have a Client Guide ready to give to new or prospective clients. A client guide is a map, or decoder ring, if you will, written in friendly, positive, client-centric language that informs clients about how things work in your business, what your policies, procedures and protocols are, what your standards and expectations are for working together, and what rights and expectations they may have with regard to the work and results. This is another tool that helps facilitate a successful relationship moving forward and gives former employers/new clients proper context. It helps them see you as a business and no longer their employee. If you don’t already have one, you will get a free Client Guide Template included as a bonus when you purchase Set-01 (the Administrative Support Business Set-Up Success Kit) from the ACA Success Store.
  4. Have a proper business website and direct your past employer/potential client to it. And by “proper” I mean it is set up and populated with content that will inform and educate prospective clients about what you do, how you do it and how it helps them. This is another way you pre-educate clients in the way you need them to be and set and manage proper business expectations and understandings in them, which in turn helps them view and interact with you as a business owner (and not their employee). If you don’t have a website yet or your current website isn’t getting good results, be sure to check out my Build a Website that WORKS guide. This guide tells you exactly how to create a business website that gets results — i.e., more consult requests and ideal clients.
  5. Always use a contract. This is another area where people do themselves a huge disservice by taking shortcuts. They think just because they already know the person, they don’t have to go through those motions. But here again, a contract is another tool the use of which extends far beyond its mere practical application. Besides making sure the terms of the relationship are clear and in writing, just having a contract and going through the contract signing process helps former-employers-turned-clients understand the new business-to-business context, which helps ensure a successful working relationship moving forward.

There was something else I wanted to address that is a common misstep for new business owners: thinking your value is all about being cheaper than an employee.

Let me say this loud and clear: your job is not to be cheap.

Your job as a business is to deliver a service that improves the life and business of the client. And that costs whatever it costs.

Value, in the context of a professional service business, is not about discounts and savings and two-for-one specials.

Value is about how the results of your work improves their circumstances and makes business and life better and easier for the client, how it helps them achieve their overall goals and objectives.

This is a frequent topic on my blog so I have a little bit of homework for you. I want you to read these blog posts to help you overcome the scarcity/poverty/employee mindset that new business owners are so commonly susceptible to:

In fact, I have a whole category on my blog on this topic that is extremely eye-opening and empowering for everyone: Value Is Not About the Money

And remember that you are not your ideal client. You can’t base your business decisions and fees on what you would pay or could afford to pay.

Because that’s not how your ideal client thinks or operates, and you’ll never build a financially solvent, sustainable or successful business if you stay stuck in that mindset.

Your ideal client is one who is quality-minded and can well afford professional services. This client values administrative support because he understands this is the work that will help achieve his big picture goals and objectives. This client therefore wants a highly-skilled administrative expert and partner (not an order-taker) who will lead, guide and advise him in the administrative process with a view toward results.

As Seth Godin so elegantly put it recently: “You are not a task rabbit. You’re a professional doing unique work that matters.”

25 Ways to Get More Ideal, Well-Paying Clients


One of the biggest complaints people voice in our industry (the administrative support business) are clients who are a pain in the ass, otherwise known as PIAs, or more gently, un-ideal clients.

Bad clients are also one of the biggest business killers.

One bad client (particularly in a new business) can suck up all your resources and destroy profit—and your morale—to the point of no return.

Despite your best efforts, it’s possible to end up with a rotten apple once in awhile.

Far more often, however, it is we who create the conditions that bring un-ideal clients into our lives in the first place.

You have far more control in this area than you may realize. So, here’s a list that will help you have more ideal, joy-to-work-with clients who help your business grow and thrive:

  1. Own your role. Bad clients don’t happen to you. You’re the one who took them on and continues to work with them. Acknowledge that so you can fix it and start doing things differently from this point forward.
  2. Trust your gut. If you have a bad feeling or see red flags, pay attention. Your instincts will never fail you.
  3. Treat and respect your business like a business. When you do, your prospects and clients will as well.
  4. Have self-respect. Don’t beg, bribe and prostrate yourself to get clients. The only clients who are attracted to desperate people are bad clients.
  5. Don’t be so instantly available. Have a process that prospects go through to become clients. It’s an indicator that you are a professional, successful business, and that is going to attract professional, successful prospects. Anyone who is in a rush and wants to sidestep your processes is never an ideal client, and a process helps screen those folks out. Better clients know and expect that there will a process and that it’s essential to getting the best help and making sure there’s a mutual fit.
  6. Never take on work or clients just for the money. This is where 90% of the problems start in the first place.
  7. Have standards. For example, choosing to work only with honest, ethical people is a standard. What others can you think of? Write them down and hang this list where you’ll see it every day.
  8. Set proper expectations. Remember, you’re not running a mass consumer, assembly-line business like McDonald’s. You’re running a professional service firm where there is a personal, ongoing relationship with each client. Sometimes clients can seem un-ideal because you haven’t properly managed their expectations. When you don’t thoroughly inform them about how things work in your business, they somehow think it’s their place to make up their own rules (wrong!). Similar to raising children, if we are too permissive, over-promise, or establish policies that we can’t humanly sustain on a consistent basis (such as 24-hour, on-demand, instant assistance), we can turn clients into spoiled brats who throw tantrums the second you don’t instantly jump at their request. Picture your business with a full roster of retained clients. What kind of turn-around and communication policies does that business need to take great care of all your clients, consistently and reliably, now and in the future, without burning you out in the process because you have no room to breathe or have a life? Set your policies accordingly.
  9. Set policies, procedures and protocols. These are relationship-preservers that bring order to your business, ensure it runs smoothly and gives you the space you need to take fantastic care of all your clients, evenly, consistently and reliably. Without this structure, clients can quickly turn into monsters we dread dealing with.
  10. Establish boundaries. Besides helping ensure your business runs smoothly so you can do great work for all your clients, your policies and protocols also establish boundaries. For example, having formal office hours between 9 am and 5 pm is a policy that also sets a boundary that tells clients you are running a professional business that opens and closes at certain hours, and they may not expect you to be working past those times. See? Boundary.
  11. Honor your standards, boundaries and protocols. Here again is where we’re often our own worst enemy. We go to the trouble of identifying our standards and boundaries, and then step over them or allow clients to. Stop that! These things are in place to ensure you have a happy business and happy clients. Ignore them at your peril.
  12. Know who your ideal client is. Start an Ideal Client Profile. This is a list of all the traits, characteristics and demographics of the kind of person you really enjoy working with, who you work best with, and who benefits most from working with you. Keep adding to and refining this list throughout the life of your business. This formalizing exercise helps you get more clear, conscious and intentional about who you want to attract and focus on in your business.
  13. Start an UN-ideal Client Profile. Likewise, as you grow in your business, you are going to get more and more clear about who is not the right fit for you, with whom you don’t enjoy working. List these traits and red flags so that you can better recognize those folks when they appear on your doorstep—and quickly and politely send them away. Anytime you are tempted to step over your standards, pull this list out to remind yourself why that’s never a good idea.
  14. Work with business people rather those who are employees themselves. Business people get it. Non business people are more often going to be difficult to work with because they aren’t coming from a business context and don’t understand the proper business etiquette and rules of engagement.
  15. Have a target market. A target market is simply an industry/field/profession that you cater your administrative support to. Having one will make everything in your business easier. It will also help you get better, more ideal clients.
  16. Have a proper business website. Your website isn’t merely an online brochure. When you have a proper website that informs, educates and markets you like a business, it’s a powerful influence in the clients you attract and how those clients approach you in a proper business context. It helps set expectations and prequalify clients so you get more ideal business people contacting you. The image it presents, the message it conveys, and the process it takes them through set a precedent that is going to attract either ideal or un-ideal clients to you. If you want better clients, have a better website.
  17. Stop marketing yourself like a substitute employee. Face it, if people are approaching you like a potential employer instead of a client, it’s because you aren’t educating them properly. If you don’t want clients who want to pay peanuts and treat you like their substitute, beck-and-call, under-the-table employee they don’t pay taxes on, then you have to stop marketing yourself like one. Model your marketing message more like that of other independent professionals (attorneys, accountants and consultants are good examples). Just like you, these are people who have a specific expertise and solve specific problems. In our case, you want to position yourself as an administrative expert who can get results and help them accomplish their goals, not some order-taking worker bee. Why? Because people don’t see worker bees as experts. They see them as pawns. And experts aren’t pawns, they’re partners. The marketplace doesn’t expect to pay much for a pawn, but they DO expect to pay well for an expert who has valuable skill, expertise, insight and support to share with them. So reframe your marketing message to position yourself as their administrative expert (not their gopher), and you’ll get better, more well-paying clients.
  18. Have a consultation process. And I don’t mean some penny-ante 15-minute chat. That is NOT going to help you or the client whatsoever. I’m talking about a full and proper consultation process that begins before a prospect ever contacts you. Not only does this process help you prequalify prospective clients for mutual fit, it also helps them take your business more seriously.
  19. Always use a (proper) contract. A contract is a relationship-preserver as well in that it helps everyone remember and honor their agreements to each other. A contract helps clients respect you as a business, and a respectful client is an ideal client.
  20. Have a Client Guide. Formalize your policies, procedures and prototols into a written Client Guide that you give to all new and current clients. Part of setting and managing expectations is making sure you are informing clients about how things work in your business. None of us are mindreaders and neither are your clients. If you want your relationship with clients to go smoothly and ideally, you have to inform them of what that means, how things work in your business and what is expected of them (remember, it’s a two-way street; it’s not all about their needs).
  21. Conduct a New Client Orientation with new retained clients before you begin working together to go over and clarify the information in your Client Guide and answer any questions they may have. Do this with existing clients as well whenever your business undergoes significant changes. This further supports your efforts in educating clients about the nature of the relationship, setting and managing expectations, how things work in your business and what the standards, policies, protocols and procedures are for working together.
  22. Issue formal announcements to all your clients whenever there is a change in your business. Whenever you make changes or improvements to your business and how you do things, don’t mention these things in passing. Make it formal. Send out a formal business communication to your clients on company letterhead as well as any ezine and blog you publish. Here again, you’re reinforcing the business aspect of your relationship and treating the business like a business which then influences how clients treat you and respect the relationship.
  23. Raise your rates. When you’re cheap and there is no barrier to entry for working with you, you get cheap, un-ideal clients. It’s an immutable law of business that when you raise your rates, you get better, more ideal clients. It’s a way to sort the wheat from the chaff in prequalifying clients.
  24. Face difficult conversations. It will only be worse for both of you the longer you wait. However, the quicker you are to face difficult conversations, the more often those relationships can be turned around for the better. You can learn many new positive things and possibly keep a client .
  25. Let go of un-ideal clients quickly. They’ll keep you buried in the muck and you’ll never grow or move forward if you continue to work with them. Un-ideal clients are highly unprofitable to work with and suck up three times the space in your practice compared to ideal clients. They cost your business far more than you realize; you can’t afford the psychological toll they take. You have to let go of the bad and un-ideal to make room for the better and more ideal.
  26. Bonus Tip: Stop calling yourself an assistant. Who you attract is all about your marketing. And what is the essence of marketing? Words: the words you choose and the way you use them. Marketing is about educating, setting expectations and getting the right clients to see and understand you and the relationship the way you need them to. The words you choose to call yourself have a direct influence in that. The fact is, people only understand the word assistant one way: employee. So when you call yourself an assistant, you’re telling them you are some sort of employee. When they think you’re an employee, they want to treat you like one. And when you call yourself an assistant, causing their perception to be that you are some sort of substitute employee, you predispose them to balk at your fees because they expect to pay you no more than an employee. If you want more ideal clients, it’s not enough to change how you work with clients  and insist that you’re a business owner. You have to stop calling yourself a term that contradicts that message. When you do, you’ll get better, more well-paying clients.

Another Word to Delete from Your Biz Vocabulary: WAHM/Mompreneur


Never, ever refer to yourself as a WAHM or mompreneur/mumpreneur. You won’t be taken seriously.

You might be one, but it’s irrelevant to business and not what you should be focusing your prospects on.

Because here’s what people that attracts, what they think:

Oh, a nice little work at home mommy. She’ll be grateful to get the measly $5/$10 bucks an hour I pay her.”

I was watching Shark Tank the other day and this one entrepreneur (a woman doctor, by the way) was asked if she had any reps selling for her. She told them she didn’t; instead she had “6 moms” doing that work.

You see the implication don’t you? I couldn’t help but shout at the TV!

She was devaluing these women because they were “moms.” They were doing her selling and managing of sales for her, but were presumably being paid peanuts compared to what she would be paying for “real” sales reps.

This is exactly why you don’t want prospects viewing you as a work-at-home mom. You want them seeing you as nothing less than a businesswoman and an expert in administration.

It’s wrong and it shouldn’t be, but the fact remains that when you advertise/market yourself as a “work-at-home-mom,” people will devalue you and think of you as something other/less than a businessperson. And they will accordingly expect to only pay you peanuts.

I don’t know why more moms don’t get fired up about this. As a mom myself (though my daughter is grown now) you better believe I am presenting myself as nothing but a business person because anyone who shortchanges me, shortchanges my family/kids.

I would be just as responsible for that shortchanging by settling for crumbs and marketing myself in ways that caused my marketplace to devalue me.

Use that mama bear energy to get good and fierce about learning whatever you need to learn so you can start marketing like a proper business, get proper cients and start making the kind of money you and your family deserve.

Tell Fear to Take a Hike

Tell Fear to Take a Hike

My members and I were having a very lively, insightful conversation the other day.

A new member who is in the very beginning stages of her administrative support business was considering offering her services pro bono for a limited time.

She asked the group if this was a good idea.

And the group, of course, validated what she herself knew deep down already—that it would only attract those seeking something for nothing.

Those folks almost never turn into real, viable clients. Even on the rare occasion they do, they inevitably turn out to be the worst kind of clients to deal with.

We explored where this idea might be coming from and the new member confirmed that a lot of it was being new to business and not having confidence just yet.

No shame in that.

Confidence is something everyone struggles with to some degree or another, in some aspect or another, no matter where they’re at in their business.

It’s completely normal and doesn’t make you any less worthy of owning and running your own business.

While this might be something you struggle with, what I can tell you for sure is that giving away your services for nothing will not help you grow in your confidence.

In fact, it’ll do quite the opposite and trample all over the professional self-esteem you need to develop in yourself in order to be successful and attract the right kind of clients into your life.

First, in practical terms, here’s why pro bono doesn’t work:

1. It devalues the very thing you are in business to offer and make money from. You never want to bargain with your value that way. If you don’t value yourself and what you have to offer, no one else will either.

2. It only attracts freebie seekers. Trust me, nearly no one ever turned a freebie-seeker into a long-term, retained client. It’s kind of like one-night stands. They just don’t turn into real relationships. And don’t let the one person in the world who is the exception to that rule try to sway you otherwise. Just because they didn’t happen to get killed walking across the freeway doesn’t make crossing the freeway on foot a good idea. 😉

3. It’s a very bad precedent to set in your business. Being a new business owner will require you to hold yourself and the work in high regard. Once you start chipping away at your value, it’s downhill from there in ways you will have never anticipated. Working with folks who are only there to get something for nothing will have you stepping all over your boundaries and standards and prevent you from gaining the healthy professional self-respect you need to survive in business.

I’m sure you’ve heard the saying, why buy the cow when you can get the milk for free. And that’s exactly what those kind of clients think.

Selling yourself short and giving your work away for free will not help you grow your confidence.

What will increase your confidence is charging appropriately and asking for the fee.

At this point, you may be thinking, “Yeah, that’s all well and good, but I have to have confidence in order to do that!” Right?

No, you don’t.

It doesn’t take confidence to build confidence. All it takes is the self-knowledge that lack of confidence isn’t a place you want to stay in, a desire to grow into greater confidence, and a willingness to stretch beyond your comfort zones.

Charging clients is exactly one of the things that builds your confidence as a new business owner.

Not charging clients just keeps you stuck on a much longer, more draining, demoralizing (not to mention unprofitable) path.

How do you think you’re ever going to get it (confidence, money, respect, you name it) if you don’t ever push yourself to expect it and then practice asking for it?

Fear really is your only roadblock.

The crazy thing about fear is that it is self-imposed.

Sure, it’s real, but your confidence will only grow (and grow most quickly) if you put your foot down and simply decide to suck it up and ignore the fear.

Get angry about it even! Tell fear to get the hell out and don’t let the door hit its ass on the way out!

And then ask for that fee.

Once you pick yourself up off the ground and get over the shock of “Wow! They didn’t bat an eye,” your confidence and belief in yourself and what you have to offer will have just leapt over a tall building.

This is the beginning of your journey into healthy professional self-esteem. You’ll get more and more comfortable (and confident) charging what you’re worth and asking for—and getting—your fee!

Of course, it isn’t always going to be like that. You will get clients who balk at paying. You will get clients who aren’t a fit.

That doesn’t mean you shrink back down, lower your standards and change your business to suit them.

And you aren’t going to handle every experience smoothly. You’re going to be rough and imperfect and inconsistent in the beginning.

But that’s all okay because these are the experiences you absolutely do need.

The idea isn’t to avoid them altogether. They are valuable learning opportunities that will help you grow into your consultation skills and get better and better at articulating your value, honing your message and standing firm in your expectations and standards for yourself and your business.

Don’t let fear win. Don’t cave in. You ARE a hero. Overcoming fear is a success worth striving for and celebrating!

Originally posted June 12, 2009.

Want Better Clients? Do These Two Things

Want Better Clients? Do These Two ThingsWant better clients? Raise your rates.

The worst clients, the ones who create the majority of the problems, are the loudest whiners and least appreciative, are the ones who pay the lowest rates.

When you raise your fees (or simply charge properly professional fees period, not cheap employee level wages), you will get a whole other (higher) caliber of clientele.

Want better clients? Stop calling yourself a virtual assistant.

Assistant is a term of employment. And people who think you are an assistant are the ones who expect the cheapest rates.

That’s because they do not see you as an independent professional in the expertise of administration. They see you as their little “virtual worker” and expect to pay you like one.

Continuing to call yourself a virtual assistant is like calling yourself a teapot. You have keep explaining that even though you call yourself one, you aren’t one.

How much sense does that make?

Why make your conversations and relationships more difficult than they need in the first place by calling yourself:

a) something that you aren’t (and as a business owner, you aren’t anyone’s assistant), and

b) that sets all the wrong perceptions, connotations and expectations that make it harder for you to get the respect you want and the professional level fees you need?

Here’s what else happens…

When you stop calling yourself an assistant, you also begin to stop thinking like one.

It’s the beginning of a huge mindset shift that occurs and you begin to start thinking more like a business owner, administrative expert and leader in your own business.

That shift in your own self-perception and identity is what also leads you down the path to better clients and higher earning.

Dear Danielle: Should I Use the Word “Virtual” in My Biz Name?

In this episode of What Would Danielle Say, Lynn wants to know if she should use the word “virtual” in her business name.

Dear Danielle:

My business name is BD Virtual. I read your blog post about What’s In a Name and the part about not having “virtual assistant” or “assistant” in your name. Is it a good idea to have virtual in your name? If not, should I consider admin services consulting like you were talking about. Is BD Virtual okay of a name? —Lynn Smith

Hi Lynn 🙂

If you follow me for long, you will find that I frequently advise/remind people to delete the word “virtual” from their biz vocabulary (among others).

A business is a business. There’s nothing virtual about it.

Is a business more “pretend” or of less quality if it’s run out of a home office or on the road? Is it more of a business if it’s located in a rented office?

Does an attorney who works from home and conducts most of his meetings over the phone have any less of a legal practice?

Is a doctor or accountant or designer or (fill in the blank for whatever other independent service professional comes to mind) “virtual” just because he works from his own location and/or his clients go to him, he doesn’t go to them?

By that logic, then all businesses are “virtual” in that they perform their services from their own place of business, not the client’s.

But we don’t qualify those businesses like that so why should you qualify yours in that way?

This is why I advise people to stop using the word “virtual.” It’s a silly word and puts a negative, subpar, “less than a real business” spin on things.

One of the challenges of a professional services business like ours (where we do not have physical storefronts that clients can walk into like brick-and-mortar businesses do) is instilling trust, credibility and rapport.

Therefore, you want your business to present itself in every way you can as no different from any other professional a client would hire to provide some kind of expertise.

Any word that detracts from that or qualifies your business as something “other than” or “different from” a real business and professional service like any other makes it more difficult to establish that trust and credibility.

And this is what the word “virtual” does… it says that your business is not a “real” business, it’s something “other than.”

And why do that? Why qualify it in any way except that it is a real business like any other?

This is what I mean by a business is a business. Where the business is located and where you work from is of no relevance.

Regarding your other question, whether you should call it Administrative Consultant, that depends on whether you actually are one or not.

An Administrative Consultant is not the same thing as a virtual assistant. The terms are not interchangeable.

Where “virtual assistant” has become the proverbial junk/miscellaneous drawer of terms of anyone doing anything and everything, which is not a definition or category of anything, it’s just a gopher basically (what Seth Godin would refer to as a meandering generality), an Administrative Consultant is someone who specifically specializes in the business of providing ongoing administrative support (what Seth Godin calls a meaningful specific). That is their business category and their specialty.

The other distinction is that when you are in business, for both legal and practical reasons, you are not anyone’s assistant.

Administrative Consultants are independent professionals (in the same way that attorneys, accountants, designers, etc., are independent professionals) who provide clients with the expertise of strategic administrative support. They are not day-to-day substitute employees or “alternative staff.” They are not staff in any way.

So if your specialization and expertise is administrative support and you view yourself as an independent professional (not a staff member, assistant or outsourced worker), then Administrative Consultant would fit you.

Since it sounds like you are just starting your business and still in the naming phase, be sure to also check out the Naming Your Business category of my blog. I have several posts with information and ideas to help you in that process.

Thanks for the question and I hope this provides you with some understanding and clarity. All my best!

Administrative Support Is Not General

Don’t call administrative support “general.”

You are putting it in a very demeaning, unimportant light when you say that.

Administrative support is a very specific skill, expertise and sensibility, and is absolutely one of THE most important aspects involved in a well-run business.

Administration is the very backbone of every business. The administrative engine can either make or break a business.

Therefore, you must stop talking about administrative support in such derogatory ways.

If you don’t value and honor what you do, and view it and portray it in all its vital, integral relevance and importance to the success or failure of a business, prospective clients won’t either.

What you need to understand yourself is that administrative support is a specialization and category of business and service in and of itself.

There’s nothing general (or unimportant) about it.

So stop saying that! Get rid of the word “general” from your business and marketing vocabulary altogether.

You Are an Administrative Partner

When you are in business, you are not anyone’s assistant.

As an Administrative Consultant, you are an administrative expert clients partner with for support in that area in the same way that a client “partners” with an attorney for legal support or an accountant/CPA for financial advice and guidance, etc.

What’s In a Name, Part 3

One thing that interests me about marketing is that so much of it involves psychology, which I find fascinating. Being a student of psychology definitely will aid you in your marketing.

I’m sure many have heard the coffee comparison example:

Essentially, that people will pay many times more for a cup of coffee at Starbucks than they would for the same coffee at 7-11.

A lot of that has to do with the “experience” of getting coffee at Starbucks, which might include (among others):

  • more quality coffee (real or perceived)
  • better tasting coffee (real or perceived)
  • hip/comfortable atmosphere
  • place to hang-out, to see and be seen
  • status

All of this is related in many ways to “connotation,” which is the underlying (conscious and subconcious) thoughts, feelings, perceptions, prejudices and preconceived ideas and associations that are conjured up and evoked from a word, term or experience.

Just as context, environs and experience have much to do with how people buy and the perceptions they bring to the table, the words and terms you use in your marketing are relevant in this respect as well.

While some lofty, high-minded conversation about your title should NEVER be part of your marketing message nor your conversation with clients, the term, title and brand words you use to identify yourself to clients does matter. It will evoke certain perceptions and understanding (or misunderstandings as the case may be) in your potential clients.

You can make things easier and work more in your favor or more difficult (paddling upstream) all depending on the words and terms you use.

For more on this topic, see these blog categories as well:

What’s In a Name?

Why We Stopped Calling Ourselves Virtual Assistants