Archive for the ‘Positioning’ Category

25 Ways to Get Better, More Ideal Clients

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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, unideal 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 won’t tear your business apart:

  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 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. Better clients are willing to wait for the best.
  6. Never take on work or clients just for the money. This is often where at least 75% of the problems start.
  7. Have standards. For example, choosing to work with only 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 unideal because you haven’t properly managed expectations. They’ve been left to their own devices and so they assumed or made up their own rules. Similar to raising children, if we are too permissive, over-promise, and establish policies that we can’t possibly sustain on a consistent basis (such as 24-hour, on-demand, instant assistance), we can turn clients quickly 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 overcrowding and burning you out in the process?
  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 (and often do) 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 9a and 5p 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 often “do it” to ourselves by taking shortcuts and stepping over our standards and boundaries or allowing clients to. They’re 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.
  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 not only 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 unideal 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 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 like attorneys and accountants. You want to position yourself as someone with the expertise of administration, not some order-taking gopher. Reframe the message and you’ll get better 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 and respect you and the relationship.
  23. Raise your rates. When you’re cheap and there is no barrier to entry for working with you, you get cheap, unideal 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 unideal 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. Unideal 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 and you can’t afford the psychological toll they take. You have to let go of the bad and unideal 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. Marketing is about educating, setting expectations and creating perception. The words you choose to call yourself influence how clients perceive you and understand the relationship. 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 all those efforts. When you do, you”ll get higher quality prospects and more easily command higher, properly professional fees because you haven’t created a disconnect in their understanding and perception of the nature of the relationship right from the get-go.

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

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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

So we’ve been having a very insightful conversation over on the forum.

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.

Confidence is something everyone struggles with to some degree or another, in some aspect or another, depending on 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 free 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 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 cater to them or step over your standards or 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

Dear Danielle: How Do I Transition from Virtual Assistant to Administrative Consultant?

Dear Danielle:

I’ve been following you for a long time and am a big fan of what you are doing!! I realize that after two years of “just barely” making it, that it’s time to make some changes to my business. I was considering changing to an OBM, but that doesn’t really fit what I do either. I can see that being an Administrative Consultant more clearly defines what I am and what I really want to be doing. So, how do you make the transition from a virtual assistant business to an Administrative Consultant business? MD

Rather than having this question languish any longer in my To-Do list, I thought I would do a quick video for my answer.

Okay, I knew I had more to say on this, lol.

To summarize, the quick answer is that there’s nothing complicated or involved about transitioning from virtual assistant to Administrative Consultant. You don’t need to go through anyone’s course or buy “certification” from anyone’s diploma mill. It has more to do with definition and mindset.

Obviously, just changing your title isn’t going to turn things around in your business. It’s the attendant thinking patterns and changes in self-perception (as well as the changes in perception by clients) that go along with this new way of thinking and operating an administrative support business that have the most significant impact. How you see and understand yourself greatly affects your professional self-esteem, your marketing message and how you operate and go about the process of helping clients. Those shifts in perception, even if subtle and underlying, have a HUGE direct link to your business success.

There are many problems with the virtual assistant term that have very real negative impact on people’s businesses and marketing:

  1. The word “assistant” is a term of employment. There are both legal and practical implications in using that word.
  2. It focuses on a role, rather than an expertise. And when you are in business, you aren’t anyone’s assistant and you can’t be.
  3. People using the VA term view themselves more as assistants and have a much more difficult time getting over employee mindset. Consequently, they end up operating and working with clients in employee-like ways that aren’t sustainable, that prevent them from growing and earning better, and that actually keep them from helping clients better.
  4. People only understand the word “assistant” one way—that of employee. So, potential clients come to the table right from the get-go misunderstanding the correct nature of the relationship.
  5. Every day we see examples of just how prevalent the idea is that VAs are remote employees, which is why they only expect to be paying them the same wages as an employee. This is the disconnect the word “assistant” causes in the marketplace.
  6. The word “assistant” automatically puts you in a subservient position. It’s why you have such a hard time getting clients to see and treat you as a business owner and independent professional, not their personal assistant.
  7. If you are a collaborative partner and work WITH clients, not FOR them, you are NOT an assistant. And if you are an assistant, you are not a partner.
  8. It instantly creates wrong or misaligned understandings and expectations in clients and prospects that you then have to spend time correcting and setting right.
  9. It’s a vague, generic, ambiguous term that doesn’t impart any kind of clarity or helpful, proper connotations, understandings or perceptions whatsoever. It actually creates more  difficulty in your marketing, consultations and conversations overall.
  10. The VA term has become the generic, garbage dump term for anyone doing anything and everything. It has absolutely no meaning or definition. It’s why clients constantly come to the table thinking you are going to be their do-anything-and-everything-at-my-beck-and-call assistant. That’s a big problem because when that’s the perception, people only see you as a gopher. And people do not expect to pay someone they view as merely a gopher or lackey the “big bucks.”
  11. The VA industry has become branded as the cheap labor pool of flunkies, and this is the expectation it is setting out there in the marketplace. This makes your job marketing your business and expecting to be paid as a professional doubly difficult because it is juxaposed against everything prospects have overarchingly come to associate with the term. Why align with a term that only makes it that much more difficult to attract properly educated, well-paying clients to your business?

So, when it comes to definition, what we’re saying is that administrative support as a business is a specific expertise and specialization in and of itself, not a role. It’s also not “anyone doing anything and everything.” It is a very clear and distinct category of business. If you are specifically in business to provide the art and expertise of ongoing administrative support, you and your business are better served marketing-wise and income-earning wise by using the term of Administrative Consultant.

There are entirely different connotations and mindsets created when you use the term Administrative Consultant, for you and your clients. This has huge positive impacts on your view of yourself (“I’m an expert in the art of administrative support. I’m not some mere assistant; I have EXPERTISE!”) that will show up in your marketing and how it creates more positive and aligned understandings and expectations in clients. AND because they aren’t seeing you as merely an assistant, but someone with real and specific expertise, they are much more willing (and even expect) to pay professional level fees.

I hope that helps provide some clarity to things for you! Feel free to keep the conversation going in the comments. :)

How Do You Know What a Client Wants?

There’s an interesting phenomenon I’ve observed in businesses frequently over the years that I was reminded of over the past weekend.

It was beautiful weather in my part of the world, and I felt like taking a drive to this little waterfront seafood place located in a more secluded part of town. It’s a lovely area near a public park with a view of the bridge where you can sit outside and watch the boats go by.

Checking out the menu and not remembering if it was the cod or the halibut that was the bit more tender and flaky fish, I asked the server for her advice.

And instead of answering my question, she immediately pointed me to the halibut as being cheaper.

You see the problem, right? She answered a question I didn’t ask.

I didn’t ask what cost less. I wanted what I was looking for regarding flavor, texture and eating experience.

So her answer was irrelevant and didn’t help me in the least. It certainly didn’t help her employer.

It makes me wonder how many people are jumping to conclusions like this server (based on her own life circumstances most likely) without any indication whatsoever that a client is looking for cheap. I certainly see it a lot in our own industry.

If you are doing this, not only are you not really listening and paying attention to clients and instead presupposing what’s most important to them, you are shooting yourself in the foot when it comes to earning well.

Don’t assume that cheap is the first and only thing that clients care about. Write your marketing message to attract those who are more interested in the experience of working with you, how you can help them grow and move forward and how much better and easier you can make their business and their life (and weed out those who are only looking for cheap).

That’s where your value is.