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