Archive for the ‘Working with Clients’ Category

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?

That’s Not How This Works, That’s Not How ANY of This Works

That's Not How This Works, That's Not How ANY of This Works

You know, we always see these articles constantly telling clients who want to get help from those of us in the administrative support business that they need to instruct us on this, tell us how to do that, yada yada yada… as if how the consultation will proceed, how our businesses and processes work, what we do and don’t do and how we do it are all up to them — like they were hiring an employee.

And all I can do is shake my head as I read these confounded articles and think:

“Um, no. That’s not how this works. That’s not how ANY of this works.”

First of all, clients aren’t (or at least shouldn’t be thinking they are) hiring a trained monkey.

Second of all, if a client is talking to anyone who doesn’t have the faintest idea of her own processes in her own business, that is not someone any client should be engaging with.

The client will be pulling her hair out before the month is out trying to elicit any form of independent thought or critical thinking from the person who is waiting to be told what to do every step of the way.

That’s no help to clients in the least little way.

Figuring it all out or having to tell you how to do everything isn’t a burden clients should need to bear.

That’s YOUR job as an independent administrative expert and business owner: to have your own consultation process that you lead clients through that works to elicit the information YOU need to form a picture of the client and their business, develop a plan of support, and guide, recommend and advise clients on where and how you can help them and the best place to start.

Of course, I should clarify that these articles are always written about “virtual assistants,” not Administrative Consultants.

That’s because people only understand the word “assistant” one way: employee.

So it’s no wonder they are confused.

But this is business — not employment — so they need to be disabused of the notion that they’re running things.

One way you do that is by not calling yourself an assistant in the first place.

They’re the client, not the dictator of how our businesses and processes work. It’s not up to them to tell you how things will proceed.

It’s their place to contact you to inquire whether you might be able to help them, and for you to inform them what the next step is in your process of finding that out and then leading them competently through your systems (as any independent business owner would).

Yet another example of why smart people in the administrative support business do not call themselves assistants. 😉

How to Manage Last-Minute Work Requests at the End of the Month

In view of recent inquiries from colleagues, today I’d like to point you to one of my classic posts that relates to setting and managing client expectations through the policies and procedures you institute in your practice, and working with clients in a way that honors your standards and boundaries around self-care, effective business management, and quality of work and client-care.

Dear Danielle: How Can I Handle Last Minute Work Requests at the End of the Month?

Why Should I Pay that When I Can Get a Temp or Offshore VA for $5 Bucks an Hour?

Ever hear a client utter these words?

It’s probably the most grating sentence in our industry today.

But what if you knew exactly how to respond?

What if you offered your services in a way that didn’t focus whatsoever on hourly rates?

Wouldn’t that be a total game changer?

It’s not so annoying when you actually begin to love responding to that question (or when you no longer get it in the first place). ;)

…If you frequently encounter price resistance with clients and want to know what to do about it;

…If you have trouble getting clients to commit;

…If you struggle with articulating your value to clients, talking about your fees, and feeling confident about them;

…If you find the whole topic of pricing difficult, I have the solution!

It’s my value-priced packaging and pricing guide, How to Price and Package Your Support Based on Hours & Expertise — NOT Selling Hours

Value-Based Pricing & Packaging Guide: How to Price and Package Your Support Based on Value and Expertise—NOT Selling Hours (GDE39)

This guide will show you how to:

  • Attract more clients, more easily;
  • Make more money;
  • Create an easier business to run;
  • And toss out those time sheets forever!

…all without discounting, bargaining, or justifying your fees whatsoever!

The Heartbreaking Reality for Most Businesses in Our Industry

I came across something utterly heartbreaking a few weeks ago.

I’ve been sitting on it for awhile, going back and forth about whether or not to have a conversation around it.

I never want to discourage anyone from this business or have anyone take things the wrong way. Because if you set things up right, it is an AMAZING business and lifestyle.

However, it’s a cold, hard truth that no one ever talks about in our industry.

And the problem with not talking about things that are uncomfortable, that aren’t all “rah, rah, kumbaya” all the time, is that you can’t fix what you don’t acknowledge.

What was this thing I came across? An ad for a “Virtual Assistant Business For Sale.”

And what is this cold, hard truth I speak of? It’s that most people in our industry are not profitable and not making the kind of money they can actually live on.

You see, the sad thing about this ad is that it isn’t an exception. It’s actually a very accurate example reflective of what most of the businesses in our industry look like.

Now, before I dissect this for you, I first want to make it absolutely clear: It is not that people can’t make more money in our kind of business; they absolutely can! YOU absolutely can!

It’s simply that they are being taught by the industry at large in all the worst possible ways to price, operate and market themselves (like calling yourself a “virtual assistant”). And it’s keeping them poor, overworked and overwhelmed.

The fortunate thing is that YOU always have the possibility to learn better so that your business can do better for you.

And that always benefits your clients because you can’t take good care of others if your needs aren’t taken care of first.

Here is the ad:

The Heartbreaking Reality for Most Businesses in Our Industry

Let’s examine the problematic issues here:

  1. We see that the business has been around for 11 years. Great! After that amount of time, you’d expect them to be earning really well.
  2. Yet in the first bullet we see they are only making £1900/mo (British Pound) which is $2363.98/mo USD. After that many (11) years, why are they still making that little money? Those are poverty-level wages. Did they mean perhaps that this is the average value per client?
  3. Unfortunately, no, we see in the next bullets that after 11 years they have only 1 retainer client at only £350 GBP/$435.39 USD per month. The rest of their revenues come from 15 regular (but uncommitted/non-retainer) clients and 20 ad hoc clients, which I’m interpreting to mean an average of 20 project clients each month. The problem is that at this number of clients they should be making several thousands of dollars per month! I can’t even imagine (well, actually, I can) how overwhelmed and overworked they are… and for such a paltry sum on money! To give some context/frame of reference, I make more with just one of my retainer clients than they make in an entire month from 36 clients.
  4. They also mention having relationships with two typists. This business owner is barely making ends meet at these figures, where on earth is there any margin to pay anyone else? (Answer: there isn’t.) It means that they are doing all this work at a loss! Especially at gross figures that don’t even account for expenses, operating costs, taxes, etc.
  5. This is not a profitable business in any way, shape or form. What has most likely happened is that burnout caught up to them (no wonder!) and they are now trying to unload the sinking ship. But there are no assets of any value to sell here. The clients it has are being charged such an ungodly little amount, there is almost no way in hell to ever reset those kind of expectations. They’ve branded and positioned this business as “cheap” and there is just nowhere you can go with that. It would be faster, easier and less costly for you to create a business from scratch and establish the brand based on properly set foundations and expectations and charging higher, more profitable professional fees.

Don’t misunderstand me. This examination is in no way a denigration of the business’s owner.

Rather, it’s utterly heartbreaking to me that they have made so little money working with too many clients with basically no commitment and constant churn. I wish I’d had the opportunity to help them early on.

When we talk about these things, there are always a certain number of people who don’t understand why it’s so important to have these conversations.

But bringing this consciousness to the fore is integral to being able to improve things so you can better earn in your own business.

It’s why I’m always talking about money, how you are marketing and positioning your business and brand, how not charging profitably sets you up for failure, about how the expectations and perceptions you create in clients directly affect your ability to charge properly and earn well.

These are the topics that will make or break your business.

It’s this fundamental business education — and not the latest, greatest software or tools — that is key to creating a profitable, sustainable business where you can get, work with and keep great clients (clients worth having who value you, not cheapos looking for a free handout), make great money and that works around and enriches your life and what’s important to you (instead of the business running you).

What could this person have done differently?

  1. Business planning. Going through the exercise of business planning forces you to think through and get clear and conscious about all the important details of your business such as your needs, goals and intentions around money, what kind of clients you want to work with and are worth working with, and what business standards, policies and procedures to establish accordingly.
  2. Getting off the project work merry-go-round. A business based on project work needs a shit-ton of clients and work in order to stay alive. It’s a constant, never-ending hamster wheel of marketing, even while you already have clients and work to take care of in front of you, and you never know where your next meal is coming from. Nothing wrong with project work, but think of it as secondary income, the gravy to the meat and potatoes where you make your “real” money.
  3. Expecting a commitment. Retainer clients (clients who pay a monthly fee upfront for a plan of support) are where the real money is at. A commitment of working together each month allows you to do your best work and gives you something to actually work with to achieve a tangible, demonstrable value and results for clients. But of course, if you don’t ever expect a commitment, you’ll never get one. That’s why it’s so important to set standards in your business around what’s important to you. An expectation that clients must make a minimum commitment to be given a place on your client roster is a standard that will serve you (and your clients) well, even if some of them might not understand that at first. (You’ll have a far easier time getting commitments if you learn how to set up and navigate the whole consultation process and pricing conversation.)
  4. Get clear and conscious about the money. Charging fees based on what you see others charging (who are more often than not just as lost as everyone else) is the worst way to set your fees. It’s not about what everyone else is charging (stop looking at them!). It’s about knowing what your target market values, how you can improve their circumstances with your support and what they gain from working with you, and learning how to articulate that value to them in the context of their business and goals.
  5. Choosing a target market. This business is all over the map when it comes to who their clients are and the work they’re doing. And that is a huge part of the problem. Very simply, a target market is an industry/field/profession that you focus your administrative support on. This specialization is key to making the big bucks. That’s because when you know who it is you are focusing on, you can determine very quickly and clearly what they do in their business and what their common needs, goals, challenges, values and interests are and then develop your support solutions around those things. Your offerings will be much more interesting and compelling that way, and you’ll be able to charge more (because there will be more relevant, specific, higher perceived value) and get clients more quickly and easily.
  6. CHARGING MORE! At the poor fees this business would have to charging to account for so little monthly/annual revenue, it’s a clue that the business owner is not understanding the economics of business. You simply can’t charge rates that amount to employee wages and expect to earn well. Business is a completely different ballgame. It’s why I’m constantly reminding people, you are NOT an employee, you’re a business. There’s also this crazy, but nonetheless immutable law of business:  The more you charge, the better clients you get. And what do we mean by better clients? Client who value you and what you offer. Clients who are invested and make the commitment to working together. Clients who aren’t looking for the free buffet. Clients who are loyal to you and the good work and results you provide them with, not how little they can pay. When you have better clients who make a monthly financial commitment to working together toward established goals, you can make more money working with fewer clients and have more time for your own life in the process.
  7. Stop calling yourself an “assistant.” One of the reasons people have a hard time charging more or seeing their value in a different light (and gaining some business self-esteem and confidence) is because so many of them insist on calling themselves “virtual assistants.” This keeps them thinking of themselves as employees and seeing things through that lens instead of from an entrepreneurial/business mindset. Here’s what you need to understand: Assistant is a term of employment, not business. Terminology (just like pricing) is a part of marketing. How you price and the words and terms you use to describe yourself have a direct influence on how clients perceive you and the expectations, perceptions and understandings they come to the table with. When you call yourself an “assistant,” they don’t look at you as a business owner and advisor. You are teaching them to view you as a type of subservient employee, and what they expect to pay is based on that wrong, harmful perception. When you call yourself an “assistant,” you are predisposing them to value you less, not more.  If you want to be able to charge higher, more appropriately profitable fees, you have to create the proper context. The verbiage and terminology you use directly impacts that context.

I have a couple of complimentary (as in free) business-building tools that shed a ton more light on all of this and will help you course-correct in your own business. If you don’t have them yet, be sure to go get them now.

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How about you? Why did you go into this business? I’m assuming a large part of it is that you love putting your administrative talents to use and helping clients and truly making a difference in their businesses and lives.

I can’t imagine that it gives anyone joy to be broke and working too hard for too little money. So over and above that, how do you want your own life enriched and improved by owning and running your own business? What are your money aspirations? What does “profitable” and “financially successful” mean to you?

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Dear Danielle: Client Is a No-Show, What Should I Do Now?

Dear Danielle: Client Is a No-Show, What Should I Do Now?

Dear Danielle:

I’m sitting here waiting for a local client to show up in my office to pick up their “rush” job that they wanted me to drop everything for yesterday. I worked on this project for them until well past midnight. They said they would be here to collect my work at a certain time. I’ve been waiting now for over three hours with no sign of them, much less a phone call. I’m fuming! And this isn’t the first time this has happened. How should I handle this? –NT

What I don’t understand is why people in our industry seem to think “local” has to mean “in-person.”

Why treat local clients differently than you would clients in any other part of the world?

It shouldn’t matter where the clients operate or how you initially met them.

None of your business and transactions require you to have an office or do anything in-person. All of your business, local and otherwise, can be conducted “online” (i.e., via email, shared file drive, Skype, delivery, etc.).

I would even tell you it should all be done that way if you want to manage the business efficiently and have more time available for billable work and clients.

Think, really think, about just how much of your business resources are used up doing anything in-person for one client: the scheduling time, the travel to and from, time preparing, time spent getting professionally presentable, the time it takes away from your other clients and paying work, the loss of concentration and interruption of workflow…

In-person work and meetings cost vastly more in any business, even more so ours, because they take up much more time and energy. You can work with 10 x the number of clients — and make more money — in one hour of online time vs. one-hour of in-person time with one client.

If you’re going to do anything in-person with clients, you can charge a MUCH higher premium because it is a special service and consideration outside your normal operating procedures.

Doesn’t matter if a client is local. I don’t allow them to come to my home/office to drop off or pick up documents.

That’s what couriers, delivery services, the mail, and online shared document drives are for.

And I set those expectations upfront before I ever work with them.

I accomplish this by having a client intake/onboarding process.

This involves giving them a New Client Welcome Kit that explains things work in my business and what the policies and procedures are for working together, and then going over these things with them in a new client orientation meeting (which is done over the phone or Skype).

I certainly wouldn’t allow a client to continue to disrespect and abuse my time. Remember, we train people how to treat us. Trust me, you and your business will benefit greatly by nipping this practice in the bud.

So here’s what I would do:

  • Be direct and let this client know that you have an expectation that your time is respected in the same way you respect theirs.
  • Discontinue this ill-conceived idea of doing in-person work and transactions.
  • Draft a letter to your local clients and let them know that you’re implementing new policies and procedures in your business that ultimately allow you to serve them better. Point out that you are discontinuing the policy of office pickups and drop-offs, and that anything that can’t be sent back and forth electronically or via online shared directory in some way, may be couriered (or mailed, or whatever) to and from your office.
  • Adopt a special rush fee policy and get that into your contracts (this is already included in our contract templates from the ACA Success Store).
  • Send an official communication out to all your clients that rush projects may incur extra fees at your discretion.
  • Alternatively, you can also make it a standard in your business not to accept any rush work and require clients to plan ahead within your specified guidelines. (That doesn’t mean you can’t still help out a great client in a pinch if you so choose, but you want it to the exception, not the rule.)
  • Reevaluate your clients and consider firing the bad ones who can’t get with the program and consistently demonstrate a lack of appreciation and respect for you. Just because you have a policy to penalize bad clients doesn’t mean you should keep working with them. They are demoralizing and de-energizing to your business and exact a heavy toll that none of us in solo practice can afford. 😉
  • Start an Ideal Client list and an Un-Ideal Client list. Write down all the traits and characteristics of an ideal client for you (e.g., has no problem working together virtually, respects my time, follows my policies and procedures). Then write down all the traits and characteristics of all the bad clients you’ve had (e.g., disrespects my time, doesn’t show up or follow through when they say they will, is constantly disorganized and in a rush, always wants me to do rush work, but then doesn’t appreciate it when I do, wants everything yesterday…). You get the idea. Keep updating and honing these lists throughout the life of your business. Pull them out anytime you need to remember why you are in business for yourself and what you want for your life and happiness, and any time you are tempted to step over your standards and take on a client who exhibits any of those red flags.

What You Call Yourself IS Important

What you call yourself is the VERY first place you are training clients how to treat you.

What you call yourself absolutely matters in shaping in client perceptions and expectations in the way YOU want them to be set.

If you continually have clients who treat you like like an employee and do not approach the relationship with the professionally respectful demeanor of a business equal, the first place you can begin changing that story is by not calling yourself an assistant.

Because when you are in business, you are NOT an assistant, no matter what the clueless out there try to tell you otherwise.

How to Talk About Mistakes with Clients Before They Happen

How to Talk About Mistakes with Clients Before They Happen

You are going to make mistakes.

I can tell you this right now with absolute, 100% certainty.

It’s just a fact of life as a human being.

They may not be convenient. They are often messy and untidy, but mistakes and imperfections are the patina of life.

At the very least, you have to accept this. You might even embrace it and have it work in your favor.

Talking about mistakes with clients before they happen and how those situations are handled can be really useful in any truly authentic consultation discussion.

In fact, as crazy as it sounds, talking frankly about mistakes actually puts clients at ease.

They trust you more because you aren’t making far-fetched promises they know in their heart simply aren’t feasible.

Someone who says they never make mistakes is full of it (or delusional).

No matter how attractive fantasies and wishful thinking are, we all recognize this at a very basic level.

And so you become someone much more trustworthy and believable in their eyes when you admit the truth of the matter.

That’s not to say you should be telling clients, “Yeah, I’m gonna make mistakes left and right, all day long.”

You wouldn’t be a competent professional worth paying if that was the case.

The point is that while you should absolutely be at the top of your game and always giving your best to clients, there are going to be occasions when a mistake happens.

You might misunderstand something or lack information. It’s also not always clear when you need clarification and you proceed with what you think is the complete picture.

Whatever the case, there are simply going to be occasions (and they should occasions, not the norm) when either external or internal factors foul you up.

When it comes to conducting consultations with prospective clients, you want to get a feel for how they will handle those situations as well as be upfront and clear about how you expect to be treated in any circumstance.

Talking about these situations before they come up lets new clients know how to behave if/when they occur. At the same time, it helps you weed out potentially wrong-fitting clients and bring everyone’s attitudes and expectations to a more conscious level of awareness and mutual understanding.

This is what is formally called in business as “managing client expectations.”

What I like to tell prospective clients is basically this:

“I am exceptionally good at what I do. I can absolutely, confidently declare this. I’m also human and once in awhile, I am going to make a mistake. I very much need and want to know if/when that happens so I can fix it and work to ensure it doesn’t happen again where that’s possible. I welcome your input and feedback. To make sure our relationship remains happy, mutually respectful and most importantly, helpful to you, I look to work with clients who aren’t so quick to be upset, but rather will trust and have confidence in the fact that I will make things right once it is brought to my attention. And I will always strive to earn and maintain that trust and confidence. At any time that I fail to maintain your trust and confidence in my service and abilities, I would fully expect that you’d want to end our relationship. In any situation, I always, always expect to be treated and spoken to respectfully, with the same courtesy, respect and professionalism that it is my standard to extend to you and all my clients.”

This, of course, is always delivered conversationally, but those are the main points I like to cover.

We then have a discussion about their thoughts on the subject. Based on their tone and responses in this discussion, I can usually tell (or at least simply decide) if someone seems like he or she would be a good client to work with, one who will be likely to maintain calm composure, respect and professionalism towards me in the event a mistake is made.

[Important Side Note: You naturally want clients with whom you can have great relationships. Plain and simple, it’s just not profitable or energizing to work with poor-fitting, abusive clients. And so you choose clients well as best you can. That’s all any of us can do, and it’s one of the important reasons to conduct thorough consultations. But if it turns out a client isn’t so great to work with, you always have the option of ending the relationship. You are never stuck. Always remember that.]

Unrealistic expectations are often rooted in impossible ideas of perfection. In talking about mistakes when I conduct consultations with clients, and how they should be viewed, I like to use proofreading as an analogy.

I explain that the value of a proofreader is not that he or she is going to be absolutely perfect 100% of the time. That’s unreasonable and humanly impossible. We should never proofread our own work because we can’t see our mistakes much of the time. Even if you give that work to five other people, each of those five people is going to miss something, guaranteed. So while all of us (including clients) might work and strive for perfection, we always need to keep in mind that it’s not “perfectly” attainable. Likewise, the value in great proofreading is not that the proofreader will never, ever miss something. Even if they are pretty darn close to being perfect, their true value is that they have a firm command of the language and rules of grammar, punctuation and usage to know what to look for in the first place. Skill is important, but without that knowledge and sensibility at the core, there would be no skill.

So this is the part of the conversation I have with clients during our consultation to help shape their expectations and feel them out with regard to how they deal with mistakes (or any other situation for that matter) and what ideas they may have about perfection.

The more you conduct consultations, have these discussions and work with clients, the more you’ll develop your own green and red flag intuitions for deciding who is likely to be a great client, and who is more likely to be a demoralizing soul sucker with unreasonable standards of perfection.

(Hint: Prospects who have realistic expectations about mistakes and give all indications of being able to maintain an even keel and professional demeanor towards you tend to make for better, more ideal clients. 😉 )

Breaking the Ice: Your Complete, Step-by-Step System for Confidently Leading the Consultation Conversation and Converting Prospects into Well-Paying Monthly Clients Who Can't Wait to Work with You (GDE-03)

If you are looking to grow a practice of ideal clients who pay you a monthly retainer fee for your administrative support, check out my guide on successfully conducting client consultations: Breaking the Ice: Your Complete, Step-by-Step System for Confidently Leading the Consultation Conversation and Converting Prospects into Well-Paying Monthly Clients Who Can’t Wait to Work with You (GDE-03). In this guide, I share with you my entire, fool-proof system—based on 20 years successful experience in this business— for getting every client I want, every time.