Archive for the ‘Professional Self Esteem’ Category

Just Because You Can Doesn’t Mean You Should

Just Because You Can Doesn't Mean You Should

Just because you can do everything doesn’t mean it’s a good idea.

People who are new in business don’t tend to understand this at first. They are too eager and excited to get those first paying clients.

But once you have more than one client, you begin to get an inking of this truth: you don’t want to bog yourself down doing too much stuff and trying to do every. single. thing. for clients.

You’re going to come up against a wall of overwhelm real quick if you don’t get clear and focused about what you do (and what you don’t) in your business.

Focus — on who you cater your support to and what you do for them — is key.

I see a lot of people in our industry really enamored with the idea of doing anything and everything.

It’s an idea they are hit over the head with when they first enter the industry at large, almost as if there is something virtuous about it.

NOTE: It’s not virtuous; it’s misguided. In fact, I am here to tell you it is keeping you from providing a superior level of administrative support and service that clients will pay well for. Doing every little thing is keeping you small and under-earning.

Most of the people who come to me for help in our industry are those who fell for the BS of doing anything and everything only to realize later just how much it is keeping them from being able to develop, from making more money, from having time for a life, and from having a business and clients that actually make them happy.

Sometimes there’s a bit of “savior complex” rooted in this notion, which also isn’t good for you or your business (or ultimately your clients).

Sometimes it’s a lack of professional self-esteem (again, common in people who are new in business). They don’t yet have a sense of confidence in their value and think they need to “prove” their worth by offering to do anything and everything.

Most of the time, though, the folks trying to do anything and everything are those who have not chosen a target market (which is simply a field/industry/profession you cater your administrative support to).

That’s how the cycle starts.

When you don’t know who you are talking to, it’s difficult to form a clear idea of specifically what you do and how you help.

That’s because having no clear idea of who you are talking to forces you to think in a manner that is too broad, vague, and generic.

And so they end up offering anything and everything they can think of that might be of value to someone, somewhere (anyone? pretty please?).

What ends up happening, though, is you become a garbage disposal that clients toss any old thing at, making up their own rules and expectations in your business in the process.

This is what Seth Godin calls being a “meandering generality instead of a meaningful specific.”

When you get specific about who you work with (i.e., target market), you’ll be able to more quickly, clearly, and specifically identify exactly what you do and don’t do that helps clients.

(HINT: And that’s NOT everything and the kitchen sink.)

Here’s an example of avoiding the constant busy-ness of certain work that keeps you from really developing your business into a more powerful revenue and freedom-generating machine.

I’ve long advocated that colleagues never manage any client’s email in-box:

  1. You are not their personal, on-call employee/assistant. (What, do they need you to wipe their ass for them when they go to the bathroom, too? Look, there are just some things that grown-ups need to do themselves. You didn’t go into business to be someone’s lackey, did you? You can get a job for that. Just say no to work like that. It’s not the kind of thing you need to be doing in business.)
  2. You have enough of your own emails to manage to take on anyone else’s; and
  3. In-box management is drudge work that will keep you in the reeds on a daily basis, never able to get beyond the busy-ness to work on higher-value, big-picture stuff, both in your business and theirs.

This is a good example of “you don’t have to do everything to be of value” because even though in-box management isn’t something you do, the time you free up for clients by doing the other things you DO do allows them to better manage their own in-boxes.

What you can do instead is share your tips, advice, and guidance with clients on how to better manage their own in-boxes.

You could do that by writing an ezine article and/or blog post, creating an info product for purchase, putting together an instructional video or DIY email training, or perhaps do a paid online class a couple times a year.

(And by the way, inviting people to sign up to your mailing list to get any one or all of these will help you grow your list and continue to keep in touch and nurture those relationships.)

Dealing with it like that, you are providing additional value without bogging yourself down in that kind of work.

You don’t have to do everything to be of value. Let that sink in.

(If you need help finally choosing a target market, get my free tool that helps walk you through the process.)

Why Being a “One-Stop Shop” Is BS

Why Being a "One-Stop Shop" Is BS

I think the idea that very commonly travels around our circles that we should be “one-stop” shops is dangerous.

Dangerous in that it sets you up for failure and mediocrity.

Dangerous because it’s rooted in employee mindset.

Dangerous because it stems from an underlying lack of healthy professional self-esteem that who you are and what you do is ENOUGH.

And dangerous because it teaches clients and others to devalue the expertise you ARE in business to provide.

It is ENOUGH to be in one business, not a million different businesses at once (i.e., administrative support… not administrative support AND web design AND graphic design AND bookkeeping AND marketing AND social media AND writing/copywriting, and any and every other hat you can find to put on).

That BS is something employers pulled on their admin staff because they could get away with it (i.e., dumping every kind of work and role onto them beyond their job description without any promotion in title or pay).

You don’t need to carry that wrong and negative influence over into your business. And you shouldn’t.

Because you are not a human garbage dump.

Because business and employment are not the same thing.

And because running your business and working with clients as if you were still an employee keeps your business from really flourishing.

It is ENOUGH to keep your eye on your one focus and discipline.

In that way, you beat mediocrity and can be the very best you can be at the particular thing you are in business to do.

Trying to diversify and be all the things to every body keeps you unfocused and dilutes the time and energy needed to do any one thing particularly well.

People who specialize in mediocrity don’t make the big bucks, are tired and scattered all the time, and never gain traction in their businesses.

You DON’T have to solve ALL problems for clients. You only have to solve the problem your business is set up to solve.

You DON’T have to be all things to every body.

Take a Moment for New Year Reflection

Take a Moment for New Year Reflection

At this time of year, I like to go somewhere beautiful and quiet in nature, preferably all to myself, where I can just set and be with my thoughts and do some reflecting.

My daughter got a new ultra fuel-efficient car this year and to celebrate, she and a couple of her friends went on a 9-day road trip down the coast, then to Las Vegas for a Halloween party and back. They had put together a fantastic itinerary for the entire journey which included a rustic retreat in South Lake Tahoe, spa pampering, dressing up as the three witches in Hocus Pocus and attending a big Halloween bash, hikes, and sight-seeing.

Last year in January, my daughter and I had done some fun life-mapping diagrams which involve reflecting on your ideal life, what you would like to do/have/be, how you will achieve those things and what activities, actions and choices to involve yourself in to reach those aims.

So before she left, I suggested to her that at some point as part of their hiking plans, they might want to take a moment to be still and quiet with their thoughts and dreams and do some journaling about those things to set the intentions.

When she got back, she told me they did exactly that and what a fantastic exercise it turned out to be for everyone. They hiked to the top of a beautiful vista and then separated from each other to achieve a bit of solitude so they could each think and write.

I’ll be carving out some time myself to do a bit of this. Here are some questions to get the ball rolling if you’d like to do some reflection and productive planning for your new year as well…

  • In reflecting on the past year (or two), what what went well/right? What gave you joy in your work and your life? What would get in the way of doing more of those things? What do you need to do to remove obstacles to that?
  • Who was a delight to work with? What about them made them delightful? How will you make room to work with more of those people?
  • What fears did you face this past year? Did you do some things that made you uncomfortable this year, that were outside your normal comfort levels? Oh, and you still alive and well and reading this? 😉 And what fears do you want to conquer this year?
  • What risks did you take this past year? What were the outcomes? Do you have a different attitude toward taking risks now? Even if it still may always feel scary, do you think you are likely to be bolder and more confident in taking a risk, despite any fears, in the future?
  • Did you encounter some scenarios where you were brave? What were they? Reflect on those. Did you properly acknowledge your bravery and congratulate yourself? Do you feel pride? Do you feel stronger? Are there other situations where you will feel stronger and more confident in next time around?
  • List at least one or two new things you want to try.
  • What do you want to do differently in this new year?
  • What do you want to stop doing because it taxes your energy? What tolerations do you need to zap?
  • What clients do you need to let go of to pave the way for more ideal ones?
  • What policies and practices do you need to examine, reconfigure and improve?
  • What are your money goals for 2018? Is it time to raise your fees? Who do you need to work with to meet those goals? How do you need to be working with them? Do you need to rethink your service offerings and how they are structured? Do you need to let go of some services so that you can focus on providing more excellence and value in the ones that make you more money? How can you be more profitable moving forward?
  • Did you experience any difficult or painful lessons this year? How/why did they happen/come about? What did you learn from them? What will you do differently in the future? Have you implemented/instituted changes to any of your policies/procedures/protocols and/or any other way you go about things as a result?
  • Even when it’s not what we want to hear when we haven’t been able to do or give our best, embracing constructive feedback from our clients is a gift. It may not always be delivered constructively and can make us wince, but when we face it head on, it can be a tremendous boon to our growth. What feedback did you receive this past year that may have been too painful to hear in the moment, but which could possible hold some kernels of truth and helpfulness in making improvements?
  • What do you need more of to generate more happiness, joy, satisfaction, contentment in your life and business? Likewise, what do you need to let go of to have more happiness, joy, satisfaction and contentment?

And always remember, fresh starts aren’t limited to the new year. Each new day is an opportunity to do-over.

I’d love to hear what you’d like to conquer in 2018 if you care to share.

Happy 2018!

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.

Are You Celebrating Your Victories?

Are You Celebrating Your Victories?

As we near the end of 2017, have you been reflecting on your year and the things you wanted to accomplish?

Were you able to reach certain goals, projects and mileposts you set for yourself this year?

Remember, they don’t have to be gigantic.

Sometimes the most important milestones are seemingly “small,” but that doesn’t make them any less significant!

Each and every step you take in working toward something is an achievement. Even those hiccups and setbacks we all encounter along the way provide us with invaluable learning that helps us grow.

Success (as in moving in the direction you want to go, accomplishing that which you want to accomplish) is made up of hundreds of actions, stepping stones, learning, and small victories every single day.

Celebrate them! Use them as forward momentum! Give yourself credit! You are DOING it!

What are you most proud of accomplishing this year?

If You Do Nothing Else, These Are Words to Live By

If You Do Nothing Else, These Are Words to Live By

I was reading Brit Marling’s article about Harvey Weinstein yesterday morning. In the first paragraph, she relates some powerful wisdom her mother imparted to her when she was a little girl:

“To be a free woman, you have to be a financially independent woman.”

It’s akin to something Suze Orman always reminds women of: “A man is not a financial plan.”

This is one of the most important reasons I work to help other women in this business earn better, to better understand the economics of business and how the business-to-business relationship with clients works, and teach them the important business skills that are integral to being able to ask for and get professional fees and how to navigate those business conversations: the consultation, pricing, your marketing message, chief among them.

Even if you are not your family’s primary breadwinner, life can change in an instant.

Divorce, illness, death, accidents, acts of nature… there are any number of unforeseeable events that can befall any of us at any moment and put us in the position of having to be the sole provider. Being a single mom is perhaps one of the most important reasons.

This is why my goal is to always show other women how to build a business that can take care of itself, to show them how to create the kind of income they can actually live on whether they are or need to be or should become the primary breadwinner; to establish a business that runs like a business and can scale at any point in time, even if right now you only want to work with one or two clients.

Being financially independent and creating a business that can take care of you and your family if need be is one of the best things you can do for yourself and those you love.

Something for Nothing

This kind of thing makes me cringe…

I popped into LinkedIn today and immediately came across a colleague’s post where she was sharing some client praise. Her client wrote:

“I’ve had 10 times more response from your social media design than I have from the one a graphic designer did for me and charged me 3 x the price.”

From the apparent value this client got, this colleague should have charged 3 x what she did. 😉

This is what I mean about people using our industry as cheap substitutes.

It’s so insulting for clients to rave about how little they paid, particularly when they know good and well what properly professional fees cost.

What this client said was the equivalent of shouting to everyone:

Hey, everybody, we’ve got a sucker over here! She practically gave away something that’s making me money and growing my business that I would have paid anyone else 3 times more for.

I have no doubt this colleague will eventually realize the value of her talents and start charging a more commensurate rate for the value that clients receive from her work… particularly if she keeps hearing “praise” like this.

With devaluing clients like that, who needs to earn a living from their work? 😉

Better Yet, How Important Is It to YOU?

What Is Important to YOU?

A new colleague posed this question to would-be clients on another forum:

“On a scale of 1-10, one being low and ten being high, how important is it to you to connect on a personal level with your administrative support partner?”

What I want to know is how important is it to YOU to have a personal connection with your clients?

Once you know what kind of clients YOU want, you can focus on attracting the kind of clients who are ideal for you.

A few years ago a colleague came to me seeking help out of a desperate situation in her administrative support business.

She had inherited her business from someone who used others to do the work. So, the clients she also inherited had no personal knowledge or connection with the person(s) who did the work. They just barked orders and expected it to be done.

The problem with that is she came to resent being treated like a robot, like a human vending machine.

Because there was no personal, human connection, these clients treated her poorly, spoke to her disrespectfully, and on top of that, expected everything instantly, and, of course, wanted to pay little or nothing for it.

And there were virtually never any thank-yous or words or gestures of appreciation. That’s what happens when you have an impersonal, transactional relationship with clients: you get treated like a commodity, a human vending machine.

She also didn’t have a business website — and didn’t think she needed one since her practice was already full and she was having difficulty dealing with her current clients as it was.

I explained to her that without a website, she was missing out on the opportunity to humanize her business and fix the very problem she was having.

A website would allow her to put her face and personality on the brand, pre-educate potential clients about how her business works and the kind of clients with whom she was looking to work — thereby presetting expectations and organically prequalifying more ideal client candidates.

You can do the same.

Figure out who would make you most happy working with and gear everything on your website to speak to those types of clients and educate them about who is a fit for you.

This makes for a much happier, more fulfilling business.

You may have to kiss a few frogs before you perfect your client-qualifying criteria. Just don’t think that you have to accept any and every client who comes your way, or that you have to live and die by what clients (think) they want.

YOU get to decide what you want your business to look like and how you want to work with clients and what kind of clients you want to work with. Everything else will fall into place from there.

When you build your business to suit your needs and requisites first, the right clients will follow. You’ll get more ideal clients, and your business will be much more profitable and gratifying.

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How about you? Do you have a business website or are you trying to get by with just a LinkedIn or Facebook account? How much of a personal connection do you prefer with your clients? Have you ever had clients who didn’t treat you like a person?

You Are NOT a Remote Worker

I find it annoying when articles written about people in the administrative support business refer to them as “remote workers.”

People who are running businesses are not “remote workers.”

“Remote worker” is a term of employment meaning “telecommuter” (i.e., an employee who works from home).

Attorneys are not remote workers. Accountants are not remote workers. Web designers are not remote workers. Bookkeepers are not remote workers. Coaches are not remote workers. And neither are people who provide administrative support as a business remote workers.

These are professionals who are in business providing a service and expertise.

This stuff is so important to your mindset in business because how you think of yourself, how you understand your role, directly affects how potential clients see and understand your business as well, and it affects how your relationship rolls out from there.

Discussions like this are good reminders to always keep in mind that how you think about yourself and the service you’re in business to provide and the words and terms you use impacts how you portray your business and how would-be clients see it, and the kind of clients you attract.

If you don’t want clients who treat you like their employee, you need to portray your service in a more business-like (not employee-like) manner.

That includes not using employment terminology in any way — including the word “assistant” or “remote worker.”

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How about you? Did you realize that “remote worker” is a term of employment? Is there content on your website that can be improved so clients are better informed about the nature of your
business-to-business relationship?

What We Mean by “Partnering” with Clients

What We Mean By Partnering with Clients

Partnering is a word we use often in our industry.

Sometimes people (both in and outside our industry) don’t know what we mean when we use that word in relation to administrative support. They don’t understand why a partnering relationship is useful to them.

We’re actually talking about a few things when we use the term partnering:

  1. We’re referring descriptively to the personal, one-on-one, ongoing relationship between two people (as opposed to an occasional, impersonal one where the work is a one-time or sporadic series of transactions with no deeper relationship than that).
  2. We’re referring to fit and chemistry.
  3. And most importantly and beneficial to clients, we’re talking about the sympatico, intuitive, shared body of knowledge and understanding that occurs when a client works with an administrative support partner in an ongoing relationship.

This is the only way to get to know and understand a client and his/her business at any deeper level.

The benefit and value of this, of course, is that clients get someone who “learns” them: who they are and how they think, how they like things done, what their frustrations and annoyances are, what their challenges and obstacles are, what their idiosyncratic workstyle is, and what their bigger picture goals and aspirations are.

It’s only in that kind of personal, ongoing relationship that an administrative partner can learn to anticipate her client’s needs in a variety of ways. As they get to know each other more and more, an administrative partner can work and think more independently on behalf of her client and complete work with that “big picture” context and understanding of the client’s business in mind.

The client then doesn’t have to repeat him/herself over and over to every different person and can feel more confident and at ease in letting go and allowing things to get done on his/her behalf.

This makes the client’s life infinitely easier, and he/she has more time to focus on other things.

By investing in the relationship for the long-term, clients eventually get someone who is always working in a way that supports their needs, their interests, their ways and their objectives in mind, just as the client would themselves.

The longer they work together, the more that knowledge and understanding grows, and the easier it is to work and do more together.

But that only happens within an ongoing, one-on-one relationship.

A cog in a wheel is just that — a cog.

A cog’s ability to think critically and act independently (which is of huge benefit to clients) is extremely hindered. The left hand doesn’t know what the right is doing (or only knows a very limited or isolated part).

Working in that context requires a lot more effort from the client, which can add to their exhaustion and overwhelm and burden.

It certainly doesn’t free up more of their time because they have to oversee and micro-manage all the myriad moving parts.

If they had an administrative partner, on the other hand, someone who takes on certain roles and functions accordingly, that is tremendously freeing for clients.

It’s important to keep in mind that clients don’t know everything and are often too close to their own businesses to see the forest for the trees (as we all are).

As someone who is able to get to know a client’s business nearly as well as they do themselves, by virtue of that deeper, ongoing relationship, an administrative partner can be immensely helpful and valuable to the client by being able to see and bring to attention those things which the client might not know or see from their perspective.

That said, we shouldn’t expect that clients already know and understand this value. They might think, I just need someone who will do what I tell them to do.

But that is a cog, a trained monkey — not an administrative partner.

That’s why it’s always our job as Administrative Consultants to help our potential clients understand how administrative partnering and working in a long-term, continuous — not transactional — relationship can be tremendously valuable to them.

Like any of us, so often it’s the case that they simply don’t know what they don’t know. So the more you develop and lead the client through your own processes, the more you define the roles and functions you can take on for them, the easier you make it for them to see and understand that value.

Flunkies and gophers are a dime a dozen. Their value and usefulness is also extremely limited. Clients don’t expect to pay them much more than that either. 😉

But that’s not what you are as an Administrative Consultant.

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

RELATED ARTICLE: I’m Not Your Partner?

RESOURCE: If you want a bit of extra help articulating to clients the value and benefits of working together, you can also direct them to the ACA Client Guide.

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What has been your experience with this? Do you ever have trouble articulating your value to clients? Do they ever have trouble “getting” it?