Archive for the ‘Success and Profitability’ Category

Dear Danielle: Does This Business Allow for Expansion?

Dear Danielle: Does This Business Allow for Expansion?

Dear Danielle:

I’m a student who has been assigned to research a startup business. As a business administration major, this is something that interests me, so it is more than assignment. Does a company such as this allow for expansion from being one person to expanding with several employees? Thank you for your time. —RT

Hi RT,

Thanks for the question.

A person can create any kind of business they wish. That should go without saying. However, Administrative Consulting is a solopreneur business model, not a “team” or “staffing” one. That’s because the primary value being imparted is the personal one-on-one relationship.

People running this kind of business are not interested in managing employees and all the attendant problems and responsibilities that come with that much less creating a company the size of which inherently requires employees.

Administrative Consulting is a deeply personal and collaborative one-to-one relationship with clients. It’s ideal for people who are interested in a boutique-sized solo business working directly in one-on-one relationships with just a handful of (ideally, well-paying) clients.

You don’t need employees to do that and it would actually make things more unnecessarily complicated, disjointed, and expensive while reducing profit margins.

This is not the kind of business for people who want to turn the work into an assembly line. That is completely opposite to the value that is created when working together in a long-term, ongoing, one-on-relationship with clients.

That said, I have always advocated the idea that being solo doesn’t mean you do literally everything yourself. It simply means that YOU are the product; it’s your unique combination of skills, talent, experience, insights, and know-how that your clients are “buying,” so to speak.

However, in the same way that clients partner with us for administrative support, an Administrative Consultant can and should have her own Administrative Consultant to support her behind the scenes as well, along with having relationships with her own accountant, bookkeeper, business attorney, web designer/programmer, etc.

Most of us also belong to networks of colleagues we can refer to on those occasions when we may need or want to bring in an extra hand or two. But those are incidental instances and provided by people who run their own independent businesses and are not employees.

This kind of business and relationship doesn’t need a lot of chefs dipping their fingers in and ruining the stew, if you understand my analogy. It just needs the leverage of a few key relationships to be successful.

I always say this as well: Anyone who can make it as a solopreneur is better poised to succeed in any larger future business incarnation. Because if you can’t do it as a solopreneur, being bigger is not going to help anything.

Here Is What Constitutes a Bad Client

For a while now, I’ve been observing the results of someone working with someone I would deem a bad client.

The situation has gone from bad, to very bad, to really, REALLY bad.

For the life of me, I have never understood what they see in this client, what could be worth all the hair-pulling problems and extra work this bad client causes.

Now the chickens are coming home to roost, and it emphasizes the cold hard truths I and others have always expounded on when it comes to taking on unideal clients: DON’T DO IT!

  1. You may see the prospect of big financial returns, but I guarantee you, it is nearly never worth all the time, trouble, and energy it costs you in the end (IF you ever do see the kind of money you thought they represented).
  2. Bad clients are FAR more work than they are ever worth.
  3. Bad clients like to make grandiose claims and big promises that almost never come to fruition.
  4. IF they do hit it big (that’s a big IF), bad clients easily/conveniently forget the promises they made to you when they needed you to help them and go along for the ride.
  5. Bad clients are hopelessly, endlessly disorganized. They resist and make difficult any and all attempts by you to create some semblance of order, making it impossible to work with them.
  6. Bad clients live in a constant state of chaos, and their chaos becomes your chaos.
  7. Bad clients like to keep everything in their head. They don’t listen when you remind them that they are no longer working alone and thus, there simply MUST be systems put in place for working together.
  8. Bad clients are always late. They do everything at the very last minute, leaving you little to no time to do a proper/thorough job. They expect you to then drop everything and deal with the consequences.
  9. Bad clients create 10 more problems for every one that you solve. Instead of getting more efficient and organized, they only get worse. They make everything more difficult than it has to be.
  10. Bad clients are arrogant. They always think they are smarter and know more than everyone else. They brush off your advice, recommendations, and suggestions (even when they have solicited you for them!). When they do take a suggestion you have offered, they act like they thought of it themselves.
  11. Bad clients are constantly cutting corners and playing stupid games, thinking they can outwit the system. This nearly always ends in disaster and just causes more work and headaches for everyone involved. (TIP: It is FAR more work and difficulty trying to cut corners and game things than it is to simply do thing correctly in the first place. As Judge Marilyn Milan says, “The cheap comes out expensive.)
  12. Bad clients are sloppy and pig-headed. They will cut their nose to spite their face, spend $10 to save a penny. They’re always trying to take shortcuts and think properly dotting their i’s and crossing their t’s is for sissies. This creates a house of cards that ends up biting them in the ass one way or another. There is a reason there are commonly accepted standards of business practice and anyone who shrugs them off as unimportant is a huckster, not a proper businessperson.
  13. Bad clients are selfish. They are always devaluing others and looking to take advantage whenever possible. The only person they value is themselves.
  14. Bad clients are greedy. They think the ends always justify the means. Ethics and integrity are afterthoughts (if they are considered at all). They want ALL the credit and will steal it even when it’s not theirs to be taken or given.
  15. The problems that bad clients cause spill over into your other client relationships.
  16. Bad clients cause your work quality to suffer all the way around. They are so needy and demanding and their work, in turn, so arduous and time-consuming, it unfairly deprives your other, more ideal (and easier to work with) clients from your equal time and attention and best efforts.
  17. Bad clients want everything for nothing. They will gladly pay you tomorrow for a hamburger today (and tomorrow never comes soon). You can’t pay your bills with IOU’s.
  18. Bad clients think everything they do is worth millions and everything you do is worth pennies. That is to say, they devalue, demoralize, degrade (in turn, eroding your confidence) and don’t appreciate all that you do for them.
  19. Bad clients constantly pay late, if at all. They’re always trying to string you along. (Of course, you have some culpability here. It’s up to you to put your foot down the first time this happens and to fire the ass of anyone who continues to disrespect you in this way.)
  20. Bad clients ruin all the good work you have done for them on their behalf. For every gain you make, they do something that causes twenty steps back.
  21. Their poor integrity can besmirch YOUR reputation and integrity. God forbid you should rely on them for referrals; you’ll just get more of the same type of bad client.
  22. Bad clients never take responsibility for their poor habits and practices and are the first to blame YOU for the problems they caused/brought on themselves.
  23. Bad clients are also the first to report you to the BBB or the bar or whatever governing/overseeing agencies you are accountable to. They are incapable of taking responsibility for the problems and conditions they themselves create.
  24. Bad clients cannot be saved from themselves and will bring you down with them.
  25. Bad clients who don’t run their businesses properly or ethically can be and often are sued. And guess who can get dragged into that mess whether they like it or not? Yeah, you and everyone else who has worked with them.
  26. Bad clients are the quickest path to poor health, stress, overwhelm, and burnout.

Never taken on any client just for the money. I can’t emphasize this enough!

There must be a fit. You have to genuinely like them and what they do.

They must be honest and ethical and do things in a way you can respect.

They must treat you with dignity, honor, and respect.

They have to be willing to let you do what you do without making it more difficult. If not, you have nothing to discuss and there can be no relationship.

There Is No “Perfect” Client

There Is No "Perfect" Client

Perfect is not the same thing as ideal.

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

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

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

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

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 inkling 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.)

The Real Skinny on Being a Digital Nomad

The Real Skinny on Being a Digital Nomad

This is a REALLY good article on the “digital nomad” BS, that (once again) internet marketers are trying to cash in on in recent years on by preying on the fantasies of those living in La La Land.

And I say that as someone who is about to embark on some roadtripping where I will be a semi digital nomad, and also as someone who lived in Europe while continuing to run my business.

That shit was hard!

That is, since ours is an online business, it was relatively easy technologically, but difficult from a mental, logistical, and practical standpoint.

I work MUCH better running things from my home office in the U.S. where my regular set-up and all my stuff is located and I have a regular routine and things-in-place.

I wouldn’t trade the experience of living and working in Europe for the world, but I also wouldn’t advise anyone that it’s a good idea to try to escape your life under the misguided thinking that it’s going to solve whatever you are running from.

Let me tell you, it is not all it’s cracked up to be (no matter what kind of rainbows and puppy dog tail pictures the internet marketers try to paint).

Yes, there are lots of unique experiences you can have (maybe… depending on how intrepid you are).

But it can be very difficult trying to do ACTUAL WORK FOR REAL, ACTUAL CLIENTS on the road.

A lot of the work I see many of these so-called digital nomads doing is fluff (mixed with a lot of BS).

The article has what I consider to be a very realistic, no-nonsense list of what is needed for those who might be considering the “digital nomad” life (I even detest the term; so stupid).

I’m going to venture to say that most of us fare better in our lives and businesses when we have a home-base.

I will even say that for most people, you will have more chance of success in your business if you aren’t trying to start and grow it while being essentially home-less and without the structure and stability of a steady home-base.

And you don’t have to be a “digital nomad” to travel and have life experiences.

What might be better is to build a financially solvent and successful business with smart policies, procedures, and systems in place so that you CAN pick up and travel when the urge strikes you.

Ask any traveling business or salesperson. Living out of a suitcase and hotel room (no matter how adorable that AirBnB may be) gets real old and real inconvenient fairly quickly.

Instead, think about having the best of both worlds by setting up your business smartly and profitably so that you can live and travel when and where you fancy while always having a home and community to come back to.

Have you ever thought about living and working on the road? What would be the pros and cons for you?

Interview with Danielle Keister, Founder of the Administrative Consultants Association

Interview with Danielle Keister, Founder of the Administrative Consultants Association

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

Your Name:

Danielle Keister

Name of Your Business:

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

Years in Business:

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

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

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

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

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

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

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

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

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

Q3. What is your typical day like?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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.

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.

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.