Archive for the ‘Relationships’ Category

Dear Danielle: Client Wants Me to Cut My Fees By $200 a Month

Dear Danielle: Client Wants Me to Cut My Fees by $200 a Month

Dear Danielle:

I recently had a contract client who could no longer afford to pay me the regular contracted amount because of a slowdown in her business so she asked that I drop my price about $200 until she was back on her feet. How should I deal with that? She’s been my client for 3 years and she’s always paid on time and every penny. I agreed to the cut but not sure for how long. Any words of advice? —KP

It sounds like this is a good client with whom you’ve had a happy, healthy business relationship thus far.

It also sounds like this client is paying some sort of monthly fee, if I am surmising things correctly.

And there’s no reason to throw all that away.

BUT there’s also no reason why this client’s financial woes should be your problem. Especially since you aren’t sure how long it will continue.

There IS a compassionate, client-centric way you can offer to help this client out during what I assume is only a temporary predicament without sacrificing your own business needs and well-being.

And it starts with this handy phrase: You don’t get what you don’t pay for.

That’s obviously not very client-centric the way it’s phrased, but the solution in its meaning is, very simply, to take something off the table.

What that means is, if you are selling hours, take $200 worth of hours away from their retainer. Only work up to the number of hours they have paid for.

If they can only pay for 15 hours instead of the usual 20, then they should only get 15 hours of support, not 20.

Alternatively, if you are using my value-based pricing methodology (which is a faster, more effective way to make an impact and give clients more readily apparent, targeted results), take a $200 task/function/role away from the monthly support plan.

Have a conversation with the client, identify what the most important functions are to their operations during this financial lean-time, and then offer to remove/temporarily suspend a $200 value task/function/role that is least necessary and will have the least impact on their continued smooth functioning and profits.

Give them two or three options of what could be removed for $200 less a month, and let them decide which one to sacrifice.

It’s also possible during this discussion that the client realizes even more the value of what you do for their business and decides to find the money to keep paying your full fee for full services to continue.

If this were me, I would also be curious about the reasons for this client’s financial down-turn.

If they were open to sharing, it’s possible I would have some ideas and insights on what we could do and where we could focus our work to create some new/fresh revenue.

Perhaps you even saw this coming, but the client had previously been resistant to exploring your ideas, trying something new, or doing things a little differently than they were used to that might have helped them improve financially. They might now be a bit more receptive to hearing you out.

I would, however, certainly expect to be paid for any additional work/consulting I provided. It’s up to them to decide where their priorities are.

No reasonable client would expect you to work for free.

And despite any client’s best (or unrealistic) intentions, they don’t have a crystal ball no matter what grand promises they make.

So the best policy is to go about things in a way that serves your business interests.

Keep in mind that you have an obligation to safeguard your financial well-being and business profitability not only for yourself, but for your other clients as well.

It doesn’t serve them for you to be giving away time, energy, and work for free to someone who isn’t paying fully for it.

And don’t even think about letting this client pay on credit (a la “I will gladly pay you tomorrow for a hamburger today”).

You won’t be doing them, yourself, or your other clients any favors by letting them go into debt to you.

If they are already in financial straights, owing you or anybody else more money is only going to bury them further.

Remember, you teach people how to treat, value, and respect you.

Lower your fee for this client if you want to help and keep them on your roster; just make sure you also take away an equal amount of work from what you provide them with.

And have another conversation with this client to reset the expectations around what they will and won’t get for the reduced monthly fee.

I also suggest giving the client a definite time limit on this special arrangement.

Give it a month or two and inform the client that you will need to review and discuss things again at that time to determine whether or not it’s still feasible/profitable/in your business interests to continue the arrangement.

If there’s no improvement in sight, you may even decide that, while you wish this client well, keeping them on your roster is no longer profitable for you.

If any of this is helpful, one way you could return the favor is by letting me know in the comments. I would truly value that.

And if you or anyone else has more questions on this, please feel free to ask in the comments, and I’ll be happy to continue the conversation and share my further insights and advice.

No, You Don’t Need to Publish Pricing on Your Website

No, You Do Not Need to Publish Pricing on Your Website

I heard the most ridiculous thing this morning.

Yet another internet marketer was telling people that it’s a matter of respect to publish pricing on your website, that you are being “manipulative” if you don’t publish prices so that a “logical, rational, open-hearted, responsible ADULT” can decide whether it’s in their price range.

This is the kind of thing cheapskates say.

And I’ve got news for them: respect goes both ways.

In fact, what’s manipulative and dishonest is them implying that you are manipulative, dishonest, and not an open-hearted adult if you don’t publish your prices.

Playing to the lowest common denominator is a race to the bottom of the client barrel, folks.

Nothing good comes from listening to those who merely want you to make it easier for them to pit providers against each other on price so they can get something of value for as little as possible.

Let me set you straight. Not posting pricing has nothing to do with being manipulative or coercive.

It’s the fact, plain and simple, that more conversation is needed with a provider before cost can be determined.

Because here’s what “logical, rational, open-hearted” adults also know: their needs are not going to be exactly the same as the next person’s needs and, therefore, cost can vary depending on differing particulars and variables.

  • If you need your fence painted, would you want a one-size-fits all price?
  • If your fence area is much shorter than the mansion down the street whose fence is taller and covers vastly more square footage, would you expect to be charged the same amount of money?
  • And what needs are important to you when it comes to your fence?
  • Are you looking for more of a quick, slap-dash, cosmetic kind of job and aren’t much more invested in it than that?
  • Or are you looking for something that shows more obvious high quality work that involves more prep and skill, but will stand up better to the elements as well as increase curb appeal and property value?
  • Do you need a special kind of paint or color?
  • Is long-lasting, mold-resistent paint important to you (which comes at a higher cost, but requires less maintenance and repainting)?

Do you see how more in-depth one-on-one conversation with a live, actual person here is vital?

There is more probing and questioning a provider must engage in with you in order to identify the needs, values, and results that are important to you individually before they can give you an appropriate price.

I don’t think anyone can call that anything but reasonable, rational and client-centric.

And consider this… how many times when you’ve needed services have you called around and ended up choosing the person/service that you felt the most “good” about, simply based on your actual conversation and interaction with that person/business, regardless of the price and despite how much conversation was needed?

You simply came away feeling like they cared a little more about you as a person than the next provider, about what your goals were, about the quality of their work, about doing a great job for you and making sure you got the right price for your situation.

We’re talking about human to human services here, not boxes of cereal along the grocery aisle.

Professional services (which includes the professional service of administrative support) aren’t commodities on a shelf, one exactly the same as the next.

And value-based pricing, if you follow the methodology I teach, isn’t based on an hourly rate.

The ingredients required to support one client are not necessarily going to be the same ingredients the next client needs. So there isn’t a nice, neat, one-size-fits-all price you can publish.

Providing administrative support, and professional services in general, involves more details than simply buying a box of macaroni sitting on a store shelf.

Out of respect for all parties, you owe it to both the client and yourself to require some further conversation apart from the website so that you can both get certain vital information from each other, determine where and whether you can help, and see if there’s a good mutual fit so that you can then determine what their particular plan of support would cost.

That’s something that has to be done on an individual basis, not on your website.

And rational, reasonable adults — who have a vested interest in finding real solutions and getting the right help and are not merely shopping for the cheapest provider — understand this.

Instead of publishing prices, have a conversation on your website about your approach to pricing and why you don’t publish prices. Rational, reasonable adults are perfectly capable of understanding this.

In fact, it will make perfect sense to them once you bring it to their attention. They’ll actually appreciate it and feel better knowing that you have their best interests at heart, which is exactly why one wouldn’t publish pricing.

It does clients a disservice to treat them all the same (hmm, sort of like they were nothing more to you than interchangeable boxes on a shelf).

But you can’t get more meaningful insight or learn more about them without further conversation.

The happy byproduct of that conversation, incidentally, is that they also get more insight into why they would want to choose you.

And I’ll let you in on a little secret: In a sea of websites all trying to be generically the same (and whose skills and polish tend to be just as low-grade), not publishing prices (and stating the reasons why) will be a competitive advantage that makes you stand out and will attract better, more ideal clients.

It is precisely because my ideal clients are rational, reasonable, and intelligent adults that I do not post pricing on my website. They are smart enough to understand why an actual conversation is in order first.

So, I don’t publish pricing on my website because:

  1. I am not interested in working with every ham-fisted knucklehead who stumbles upon my website.
  2. My ideal clients are rational, reasonable, intelligent adults able to grasp the necessity of further conversation before pricing can be determined and discussed.
  3. Each client is a unique individual who deserves more than a generic, one-size-fits-all solution.
  4. Each client is a human being, not a dollar figure, who deserves my time and sincere interest in learning more about their particular circumstances, goals and obstacles.
  5. I care about providing each client with a custom, personalized — not generic — plan of support that will get them the results they’re looking for and is priced accordingly. That’s not something you can generically publish pricing for.
  6. I don’t sell hours or bill hourly. Because selling hours actually works against achieving the results clients want to see in the most expedient way possible.
  7. The price of one client’s administrative support plan is not necessarily going to be the same as the next client’s, if I’m truly taking their individual needs and interests into consideration and not just trying to make as much money off every one of them as I can.
  8. If someone is only looking for the cheapest provider and my not posting prices helps them move on, that is exactly my intention. It’s part of my organic process for sorting the ideal from the unideal before they contact me.
  9. I don’t offer half-baked quick fix schemes. If my not posting prices helps move them along to someone else, that helps me reserve my time for more ideal, better qualified client candidates and consultations. This is again by design, not accident. (Looking for quick fixes is a telltale sign you’re dealing with a cheapskate who will not only devalue the work, but you and everything else along with it.)
  10. It’s just not that simple.

There is much more to say about this topic in order to fully grasp all the nuances of posting or not posting prices. I encourage you to read more here about the pros and cons of posting/not posting pricing on your website. 

And if you want — if you need — to charge more than $5/hour and you don’t want to be stuck with a poorly earning practice the rest of your life, you need to learn how to price and package your support in a way that speaks to clients and what they care about (none of which requires you to publish pricing or compromise your high standards around client care and discovery), and you need to learn how to have the whole pricing conversation that goes along with that.

I have three products that will teach and show you exactly how to implement those things, step-by-step:

  1. Breaking the Ice: Complete, Step-by-Step Guide for Confidently Leading the Consultation Conversation and Converting Prospects into Well-Paying Monthly Clients Who Can’t Wait to Work with You (GDE-03)
  2. Value-Based Pricing & Packaging Guide: How to Price and Package Your Support Value & Expertise — NOT Selling Hours (GDE-39)
  3. Build a Website that WORKS (GDE-40)

If you want better clients, if you need to improve your skills when it comes to talking with clients about price, if you want to have an easier time getting clients and consultations, there simply no way around it: you must increase your knowledge, understanding, and skill in these three key areas.

Delete “Self-Employed Worker” from Your Business Vocabulary

Delete "Self-Employed Worker" from Your Business Vocabulary

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

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

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

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

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

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

Shaping the Relationship with Your Words

Shaping the Relationship with Your Words

I never use the word “outsource” or “delegate,” and I don’t let clients use that kind of terminology with me either.

They aren’t delegating or outsourcing to me any more than they “delegate or “outsource” to their attorney or accountant or designer, etc.

I’m not their lackey. I’m a professional they engage so that they can benefit from my valuable expertise (in our case as Administrative Consultants, that is the expertise of administrative support).

We work together collaboratively (together being the operative word here) on administrative work and goals they have entrusted to me.

This kind of languaging changes the flavor of the relationship in the way I need for clients to see and understand it: as their business peer, administrative expert and trusted advisor.

Clients come to you with varying degrees of understanding about what you do, how you work together, and what the nature of your relationship will be.

Many may not have the faintest idea about what we do.

Others might have some vague notion that it’s like having an employee only you work from home for them (which would be wrong).

Others may have read an article filled with all kinds of misinformation and come to the table with the wrong preconceived ideas and expectations entirely.

This is why it’s always your job to educate and inform clients when they come to your website in the way you need them to be, so they have an accurate understanding about these things and approach you with the appropriate mindset and manner.

This makes for far more ideal client candidates and getting and working with those clients much easier.

The words you use are setting perceptions and expectations in clients, painting a picture for them of how to understand the relationship.

How are you educating yours?

Too Much Accessibility Is Not a Good Thing

Too Much Accessibility Is Not a Good Thing

Contrary to popular belief, too much accessibility is not a good thing.

This advice column is a good reminder of that.

It uses the example of a co-worker overstepping boundaries, but the same principle applies when it comes to clients: You don’t need to be so instantly available.

In fact, it can actually lead to the opposite effect of what you intend: poor customer service and unrealistic client expectations.

When you respond instantly to every beck and call, you are training your clients to think you have nothing better to do than sit there and jump as soon as they command.

That is NOT a good precedent to set in your administrative support business as it leads to all kinds of boundary overstepping, disrespect (of you and your time as a business owner with other clients to care for), and resentment (and resentment is a relationship-killer).

Keeping some buffer area around you is actually healthy for your business and the relationship.

This is why I’m always advising people in our industry to formalize their communication standards and turn-around times, and then inform clients about those policies and protocols so they know ahead of time how things work in your business and what to expect (as well as what they may not expect).

So whose fault is it when this becomes a problem?

Hint: It’s not the client’s.

That’s like getting mad at someone for calling you in the middle of dinner. You’re the one who answered the phone. They didn’t have a gun to your head. 😉

It’s you who has to adjust the behavior and set the standards.

I don’t let clients call or text me for several reasons:

  1. I don’t want to be chased around and sweated like that.
  2. I’d never get anything done.
  3. I’m not trying to be that technologically connected. Remember: healthy boundaries. Technology should be a tool, not an obsession. There’s a time and purpose for it, but outside of that, I don’t want it taking over and interrupting my life. For me, it’s a conscious decision to keep it to a minimum.
  4. I don’t want to have to chase after a million loose ends scattered all over a bunch of different channels. That just creates more work and chaos that is neither efficient nor a productive use of time and energy. Plus, it allows more room for error. Order is the name of the game.

I inform and instruct clients at the beginning of our relationship that all our communication is to be by email (with separate emails for each separate topic, by the way). Client calls are reserved for our regularly scheduled weekly meetings or by appointment otherwise.

This way, I can use my inbox as the central communication hub, have a “paper” trail (so to speak) for everything, and be able to keep everything organized, sorted and tidy in one place.

So, I tell clients: You can email me any time of day or night, but here is how and when your communications and requests are handled…

(I also explain why these standards are of value and benefit to them: because ultimately, they allow me to provide them with better service and support.)

And then I honor those standards I’ve set and don’t overstep my own boundaries.

Have you formalized your communication and turn-around standards and protocols? Have you incorporated that information into your client guide? Are you going over that information with clients in your new client orientations?

If not, make it a priority to do so now. You’ll thank yourself later, and clients will both respect and be impressed by it.

It demonstrates to them that you have good management skills which gives them greater trust and confidence that you will competently manage and deliver the work you do for them.

And, you’ll be modeling smart business practices that they can implement in their own businesses (with your help).

I Am Replaceable

 

I was watching a video one recent morning and it reminded me of something that I wanted to share with you:

I am replaceable… and that’s a good thing.

What I mean is this:

I am not indispensable because I keep my clients dependent on me.

I’m indispensable because I empower them to run their own businesses without me if, when and where they need to or should they ever choose to.

Any of them could walk away from me tomorrow and be okay and not lost as to what or where anything is.

If I got sick or anything happened to me (god forbid), they are all in great shape to be able to take over and run with things themselves.

I don’t withhold their own information from them (e.g., think web designers who withhold passwords or sign up for client domains and hosting in their own names instead of the client’s).

I don’t make them have to go through me to get access to their own documents, administration and services.

I specifically use certain tools and work with clients in ways that they always have access to everything they need.

They stay with me by choice, not because they’re stuck and it would be too much trouble to extricate themselves.

They stay because I make their business (and life) better. I ease their burdens. They have less stress and more free time.

Because I’m good at what I do and always do what I say I will, they trust me implicitly.

Those are the best reasons for clients to stick with you.

How to Come Back from Burnout

How to Come Back from Burnout

A recent article I came across on Lifehacker (What Causes Burnout and How to Avoid It) inspired some thoughts about burnout.

Burnout happens to everyone in our business, to varying degrees, at one time or another.

Some of it is the natural ebb and flow of things, and it’s good to be cognizant of that.

It’s also not necessarily a permanent state. There are some underlying causes for burnout that you have some measure of control over.

For example, burnout can happen if we don’t feel appreciated in our work, if we aren’t getting enough positive (or any) feedback from clients, if we’re being treated like a peon rather than a respected administrative partner:

Burnout can also happen when we over-complicate our business. What are some of the things you can examine there?

  • Can your systems and processes be simplified?
  • Are you making exceptions to your normal processes for certain clients? (Maybe it’s time to stop doing that.)
  • Are you billing by the hour and tracking time for clients and submitting time reports to them? Maybe it’s time to stop doing that as well.  (That was a rhetorical question. Yes, it’s HIGH time everyone stops doing that!).
  • Are you charging different rates for different clients? How about deciding what and how you charge and applying it to ALL of your clients?

Every exception you make, every standard you step over, every policy you bend, is making your business (and life) more difficult. More ease goes a long way in curing burnout.

Maybe you aren’t charging enough and constantly being broke is bringing you down. Well, things are never going to change until you do something different.

What could you differently there? RAISE YOUR FEES, SISTAH!

The alternative is to stay broke and unhappy in your business, which I’m going to guess is not what you went to the trouble of starting it for, now is it?

  • If you’ve never done any kind of proper business planning around fees, be sure to download our free ACA Income & Pricing Calculator. This is going to help you get clear and conscious about the economics of business and what you really need to be charging for a profitable, sustainable business that will earn what you need to thrive.
  • Get off the hourly-billing merry-go-round — because it’s killing your business. Watch this video to learn why.
  • Learn how to implement value-based pricing instead in your administrative support business. This will teach you a whole other simpler, yet more profitable, way to run your business and offer your support.

Have you experienced a bit of burnout at any time in your business? What did you feel was the root cause of the burnout? Were you able to overcome it and get inspired again? What helped you?

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?

Dear Danielle: What If Our Term Is Not Well-Known in My Country?

Dear Danielle: What If Our Term Is Not Well-Known in My Country?

A new colleague from the U.K (I’ll call her Sue) came to me recently with a few questions and topics, one of which I’ll address today as I think it will be helpful to many people.

Hi Danielle. I came across your ACA website and it’s given me food for thought to go from VA to Administrative Consultant. I really appreciate you taking time out to talk to me. I’m doing research about admin consultancy as I’m not sure how well known it is in the U.K.

Thanks for reaching out, Sue. 🙂

Our conversation has inspired this blog post that I think will help you (and others) greatly.

What you’re really wondering is: If people in my country have not heard of “administrative consulting,” if it’s not well-known, how viable of a business will this be for me?

It’s good to be thinking about how a new business will succeed. The problem is you’re focusing on the term instead of the solution we’re in business to offer.

What you want to ask instead is:

Are there businesses in the U.K.? Do those businesses have administrative work they must stay on top of on a regular basis in order to run smoothly?

There is your answer. 😉

Whether a term or industry name is known in the marketplace or not is not important. I wouldn’t want you to waste your time and energy in that direction as it is irrelevant and plays no part in your ability to get clients, help those clients, and earn well.

It doesn’t matter whether they’ve heard of our industry before or are familiar with the terms we use. (Your term IS important, but for other reasons that have nothing to do with getting clients. You can learn more about that in these blog posts).

The only thing that matters is that you understand them, know what their overarching need/problem is, and have a solution to fill that need and solve that problem: namely, the need for more time in their business, the need to free up mental bandwidth and creative space, and the need for an administrative expert and support partner who can help take care of their administration which in turn will free up their time to grow their business (not to mention just live and enjoy life).

EVERY business needs admin support. It’s the very backbone of every business in the world. There is absolutely no shortage of clients who could use and benefit from our support. Every country has businesses, and every business has administrative work, systems and operations that require tending to throughout the life of the business.

BUT, while every business has administration it must take care of in order to keep organized, running smoothly and moving forward, not every business is the right fit or needs the solution we’re in business to offer.

The key, and the more productive effort, therefore, is to better understand what demographic in the business world has the greatest need for what we do and how we do it (our “solution”) and will in turn place greater value on it and be more willing to pay well for it. THOSE are the businesses that are the best fit for our kind of business.

Generally speaking, big companies have the kind of workloads that inherently require full-time, in-house, dedicated staff, and they have the resources to house and pay for them. They don’t really need us.

If they are even remotely interested in us, their typical motivation is to merely offload isolated, non-core functions as cheaply as possible. They could care less about the personal relationship, which is exactly what allows us to deliver our greatest value and impact. When there isn’t a real need, they don’t place much value on the service. And you can’t afford to be cheap, not if you expect to stay in business, be profitable and earn well.

So it’s important to understand who is the best fit (who has the highest and greatest need) for what we do so that you aren’t wasting your time barking up the wrong trees and making things more difficult for yourself.

An administrative support business works and earns best (and more easily) when there is a direct, personal one-on-one ongoing relationship, what we call a “collaborative partnership,” with each client.

In our business, the demographic that best fits that bill are the solopreneur/boutique/lifestyle businesses.

These are the business owners who are commonly running their businesses from home offices (like us), who like being solo/boutique-size; who need administrative help and support (as every business does), but have no interest in “big business,” having employees or managing people; who ARE their business; who are more interested in a particular quality and unencumbered way of life while earning well.

They’re the perfect fit because we can provide that one-on-one, right-hand personal admin support remotely and without needing to be an employee; the size and model of their business benefits most and works best within this dynamic; and because they need it the most, they place a higher value on it.

Now that you understand which demographic is best suited for our solution and why, the next step is to narrow things down to a specific target market, which is simply an industry/field/profession that you cater your administrative support to.

Why do you need to do this, you probably wonder?

Because your value depends on the business/industry/field/profession you are talking to.

How you speak to one group and craft solutions for them is necessarily different from one group to the next.

By narrowing things down to a specific industry/field/profession, you can more quickly and easily identify what their common needs, interests, goals and challenges are, come up with a compelling marketing message for them, and craft your admin support offerings more meaningfully around those things in a way that more powerfully speaks to and attracts clients.

Plus, you simply can’t work with everybody, any more than you can be all things to all people. To stand out, to be attractive, to be memorable and interesting, you have to get specific.

As Seth Godin says (and I’m fond of quoting): “You can be a meandering generality or a meaningful specific.”

The other benefit for you, of course, in choosing a specific industry/field/profession to cater your admin support to is that you can more quickly and easily pinpoint where to start looking for and interacting with those clients.

None of that requires that they know what you are called or have heard of our industry before, only that you know who they are.

If you haven’t yet, be sure to download my free guide on How to Choose Your Target Market. It elaborates further on this topic and walks you through some exercises to help you narrow things down and decide.

Punishment Fees Are Not Good Business

Punishment Fees Are Not Good Business

Punishing clients with the threat of charging them more money to get them to stop doing something you don’t want is a terrible business practice and a rotten dynamic to create in your relationship.

Paying you should feel good. It should feel like a reward for getting something great that they gain from, that improves their life and business.

Instead, you are training them to view paying you as a negative experience, a punishment.

I get that sometimes we take on bad clients. Sometimes when we are new, we sometimes expect clients to just “know” how our business runs and how they are to interact with us. And yes, you do need to put certain terms in your contract (such as late fees and interest rates and in what situations they will be applied) in order to have legally enforceable contracts.

But here’s a better idea:  choose better clients. 😉

Don’t take on just any client, and never take on clients just for the money. That never ends well.

Get clear about who an ideal client is in your business and who is not. Write those things down.

List what red flags to watch out and listen for that tell you someone is likely to be a pain in the ass who doesn’t respect you or your business. And then don’t work with those people.

Pay attention to your gut when it tells you someone isn’t going to be a fit. Don’t ignore it and step over your standards.

Stop being desperate. Be more discerning about who you allow on your client roster.

Do more prequalifying.

Conduct more thorough consultations (get my guide that shows you EXACTLY how to do that).

Get clearer about what your standards, boundaries, policies and procedures are in your business. 

Then do a better job of communicating those things to clients by writing them down in a Client Guide, giving it to every new client, and then going over that information with them (in the case of retainer clients) in a New Client Orientation before you begin working together.

Fire any client who can’t get with the program and continues to ignore your policies and processes and/or disrespect you.

Bad clients are unprofitable. Working with bad clients is never worth the trouble. It’s also unethical to work with bad clients because you can’t do your best work for any client you don’t have good feelings for and are drained by.

They eat up far more space in your business than you realize with the negative energy and problems they create. The psychological toll that takes costs more than any money you might be able to recoup.