Archive for February, 2009

Dear Danielle: How Do You Handle Client Communication Preferences?

Dear Danielle: How Do You Handle Client Communication Preferences?

Dear Danielle:

This is a question related to your blog post on Feb. 10, “Do you want a job or a business?” You talk about having clients send you their work requests and communications via email. What do you do if that’s not their preference? What if they prefer verbal communications? –TS

I don’t work with them. 😉

That’s the short, sweet, simple answer.

Here’s why…

This is about ideal clients.

There are all sorts of criteria that go into an ideal client profile. These are the standards and characteristics that make a client a good fit for you and your business. The ability to work easily with you according to how things work in your business should be one of the items on your list.

It’s important for us a service providers to make sure there is a great fit or we’ll soon find ourselves burned-out and resentful.

You can’t work with everyone. You aren’t going to enjoy working with everyone. And there are just some clients who aren’t going to be profitable to work with because they can’t or won’t mesh with the policies, processes and protocols you have set up in your business that allow you to run efficiently, effectively and profitably.

Not to mention, the ability to give all your clients equally nothing but your most outstanding support. You can’t do that if you’re working with clients who tax your systems and standards.

It’s about finding the best fit, not trying to make a fit out of everyone. Don’t try to make square pegs fit into round holes. Leave those clients for someone else.

Clients who are able to work well within the framework of my business are the ones who will be easiest and most profitable to work with.

Constant verbal communication is costly. It interrupts workflow and concentration.

If I have to make exceptions or special accommodations for a client who prefers verbal communication, it creates more administration and work for myself, and impedes my ability to get things done quickly and efficiently for all my clients.

I’m about doing my best work and making money with the greatest amount of ease. Working with clients who don’t fit creates a “drag” in my business and makes things harder and slower, which is neither efficient, profitable nor smart.

You don’t have to take on every client who comes your way (nor should you). If they aren’t satisfied with a weekly scheduled telephone call and are unwilling or unable to use email as the primary mode of communication, you don’t have to work with them.

Find the right clients to work with, the ones whose temperaments, savvy and abilities fit best with how you run things in your business, and everything in your work together will be much easier and smoother — and more profitable — all the way around.

Not only that, but when things are easy in your business, it creates for you more time, more freedom and more  “space” and flexibility. Why would you want to work any other way?

Are You a Giver or a Taker?

Couple quick thoughts to share…

I can’t count the number of times I’ve extended myself to help someone out, both strangers and those I know, and never once received a thank you.

Some would say, when you give, you should be giving without any expectations in return.

And I wholeheartedly agree with that on one level.

At the same time, I don’t think there’s anything wrong with expecting a simple thank-you.

Everyone wants a little acknowledgement, even if they try to fool themselves into thinking they don’t.

It’s part of “being in this together” and building relationships. It’s about giving back to those who have given to you. And it’s just good breeding.

If we are all trying to be better people, I think it’s good to do take a personal audit every now and then and ask ourselves, Am I a giver or a taker?

Do you sign up for things just to mine other people’s stuff?

Do you join forums and then lurk around… making active, contributing members  feel uncomfortable, like there is a stranger in their midst who is eavesdropping on their conversations and whose intentions are unknown… who is just taking and benefiting from their input without contributing anything in return?

Do you use people to get what you want, but don’t consider what those who have helped you might need or appreciate in return?

When someone goes out of their way to help you when they don’t have to, do you acknowledge that? Do you remember to say “thank you?”

Those two simple little words go a long way.

Do you publicly acknowledge their help so others know?

This extends to your client relationships as well. You never want to take their business for granted.

One small little gesture I make that clients of mine have told me means so much to them is that when I receive their payment (even if I’m the one processing it to pay myself), I always, ALWAYS, email them and tell them ”thank you.”

Every single time.

Some might think after the first few times you wouldn’t need to bother. But it’s the small things and paying attention to seemingly insignificant details that are often make the most meaningful, memorable impact.

So don’t be a user. Don’t be a taker.

Give back as good as you get.

Remember to say thank you to your clients for their business (and payments) and to all the colleagues, mentors and others along your journey who help you, each and every time.

Do You Want a Job or a Business?

Do You Want a Job or a Business?

People come into this profession with dreams of a lifestyle different than the normal 9-5 grind, to have more freedom and flexibility in their lives—and then they create a business that allows them to have anything but those things.

One of the reasons this happens is because they’re being taught and advised by training organizations to operate like employees.

The most ridiculous thing I read recently is that in managing client expectations and helping them establish trust in you, you shouldn’t “disappear, even for a day or two.”

So let me ask you this:  Do you want a job or a business?

There are lots of ways to manage expectations and instill ever-growing trust in clients.

None of it requires you to operate like an employee.

When you read books like Gerber’s “The E-Myth Revisited,” you learn that the idea is to create a business that operates by system and doesn’t necessarily require you to be the one doing the work.

However, there’s nothing wrong with you being the one doing the work.

Many (perhap even most) people go into self-employed business to practice their craft for reasons beyond money.

It has just as much to do with soul. They get a kind of deeper personal satisfaction they just can’t experience in any other situation. Doing work they love and enjoy brings them a richness of meaning, purpose and spirit in their lives.

Even the wealthy will tell you, you can make all the money in the world and not have to work another day in your life, but it’s an empty, joyless existence without the purpose and fullfillment of actual, meaningful work.

God bless those who love to pull up their sleeves and make their living in a more direct, one-on-one, hands-on way!

But that doesn’t mean they have to sacrifice the desire to have the same kind of freedom and earning potential that other businesses strive for.

There’s a way to be a solopreneur where you can do the work, but do it in a way that doesn’t require you to be at the daily beck and call of clients. You just have to make some mental shifts in your thinking and understanding about what you are and how you work with clients.

The first of these shifts is getting out of the thinking that the only way you are valuable to a client is if you are there to deal with their every need, every whim, day in and day out.

You have to get out of the stuckness that says your value lies in being in daily, constant contact with clients.

There’s a word for someone like that: it’s called employee. And you DON’T have to operate like that.

If you are operating no differently than the secretary who sits outside the boss’ door, only virtually, you’re going to be in for one rude awakening.

Because not only will you drastically inhibit your earning potential, you’ll learn (the hard way) just what a predicament you’ve created for yourself and your clients.

Eventually, when you want to enjoy the fruits of your labor and get away from the office on a whim, you realize you’ve created a dynamic, no matter how loudly you shout about standards, that just doesn’t leave you much, if any, room to do that.

And funny thing about standards… they have to work well in actual, practical application. They can’t be some lofty theory dreamt up by someone who isn’t doing the same work you do every day of the week.

Stop killing yourself trying to live up to that crap.

Your value is not dependent on whether you don’t disappear for a day or two. That’s crazy!

Who wants to live a life as a business owner and independent professional being held hostage to their phone, desk and clients?

There isn’t a single other solo profession out there that tells its denizens they have to operate like that in order to be of value or service.

You only put yourself in that cage if you believe there is no other way to operate or be of service and value.

Your value isn’t in doing everything for clients. Your value isn’t in being an “instant assistant” and being at their beck-and-call day in and day out.

Your value isn’t how much you do, it’s how much what you do selectively for clients helps them grow, move forward and keep their businesses humming along smoothly.

None of that inherently requires you to be in daily contact or to take on the whole kit and kaboodle to do that. You can be of tremendous value and service taking on just a very specific cross-section of the administrative load that clients carry.

I’m also not sure what makes people think that you can’t have a close, personal, connected relationship with clients without being at their on-demand beck and call day in and day out.

Attorneys do it. Accountants do it. Millions of other solo practitioners have real, meaningful, exceptionally trusting and connected relationships with their clients without being joined at the hip on a daily basis. And so can you.

The trick is to:

  1. Establish policies, systems and processes that give you lots of room to move around and not be at the beck and call of clients, and
  2. Only take on clients and work that are the best fit for those policies, systems and processes.

Part of putting order to chaos and managing client expectations is setting up a system and a promise for how things work consistently and reliably so that clients know what to expect ahead of time, each and every time.

Don’t create expectations that will fence you in and that you can’t sustain. You want to set expectations that you can realistically, consistently and reliably live up to. It’s really as simple as that.

And setting those expectations does not have anything to do with nor require you to be under any client’s thumb on a daily basis.

This is what allows you to build freedom, flexibility and space in your practice which in turns truly does serve clients much better.

By taking even just a few specific tasks or areas of work off their plate, you are allowing them to grow their business, move forward and get things done. That isn’t dependent on whether they hear from you each day or not. It’s all in how YOU decide what expectations to set and how YOU want things to work in your business. You can do all of that without being forced to be at your desk, in your office, each and every cotton-picking minute of every day under the thumb of clients.

Let me tell you how I do that in my practice:

First, when I consult with clients, one of the things I discuss with them is the nature of the relationship. I need to make sure they are 100% clear that they are not hiring an employee, that they are hiring an independent professional no different than if they were hiring an attorney or accountant (which is exactly how I want them to view the relationship and how we’ll be working together). I point out that how and when we work together and my availability to them will necessarily be different than working with an employee.

So, that’s setting expectation #1—making sure the client understands the nature of the relationship, how it’s going to work and how it’s not going to work (i.e., I’m not going to be their secretaryor personal assistant sitting outside your door only virtually).

Next, for setting expectation #2, I talk about how our communications will work. They are free to email any time of day or night, but I let them know upfront what my formal business hours and days are (so that they respect this as a business relationship and don’t expect that I’m going to be dealing with anything outside those times or on days that I am closed) and when to expect a reply.

I promise that they’ll get a response to every communication they send me within 24 business hours, even if it’s just a “received” or “gotcha” or “will do.”

And then I follow-through on that promise. That way they aren’t left scratching their heads wondering if I got the message and it keeps the line of communication flowing. It’s that kind of consistency that grows trust.

I explain that all work requests must be in sent via email because that is the sytem which best allows me to track and prioritize and schedule things. They can use whatever tools they need to in order to submit their requests as long as they result in an email in my IN box.

And if a client doesn’t like any of that, if he or she doesn’t care to communicate by email and prefers another method? They’re not a fit and I don’t work with them. Simple as that.

You gotta stop investing so much in clients who can’t go with your flow. Work with and focus only on those who can.

For setting expectations #3, I explain my 3/7 guide. My 3/7 guide is how I set their expectations with regard to turnaround time.  Within that framework, simple tasks that can be accomplished easily are done within a 3-day turnaround.

Most often, things are done far more quickly than that, but I don’t want clients to start expecting that I’m going to instantly respond to each and every thing immediately. That’s not an expectatation that anyone can promise and deliver consistently, and I don’t want to live or work that way. It’s a recipe for unhappiness and unsustainable promises.

The “7″ part of my guide is for larger, more complex or ongoing projects and work. This is where the client and I regroup every 7 days at our regularly scheduled weekly one-hour meeting. During this meeting, I give them status updates, we talk about progress, new goals, brainstorm, you name it. Sometimes we just shoot the breeze.

I think it’s important to note that I only do client meetings on the same day each week. I don’t hold them willy-nilly throughout the week. Like any other professional, this is how I’ve decided it works in my business.

My business, my schedule. It gives me the time I need to focus on client work the rest of the week without interruption to my concentration, and gives me the space I need to move around as I need to in order to stay energized.

This system gives clients a tangible, reliable idea of how things will work consistently.

It manages their expectations in a way that leaves me great freedom and space to enjoy my work, enjoy them, and get things done far better than I ever could working lucy-goosey at the whim of clients.

And I end up serving them far better in the process. That constancy, that reliability and predictability is what gains their great trust—all without being joined at the hip.

Throughout this process, clients and I are having all kinds of fun, productive and effective email communications. There isn’t any lack of connectedness, and they don’t get all up in arms if they don’t hear from me for a day or two because they already know how things work in my business.

In other words, they know what to expect. And when they know what to expect upfront, you don’t have to inform them of your every move, every second of every day.

This is what the business concept of “managing expectations” is about. When you set things up like this, you CAN “disappear” for a day or two with ease without any client notification or upset. I do it all the time!

If you need help understanding what setting expectations is really about and how to do that in your own practice, please post your questions in the comments below.

And if you want to learn how to employ my complete practice management and business set-up systems to live a similar lifestyle, I’ve got it all written out for you in my guide, Power Productivity and Business Management for Administrative Consultants.

I’m absolutely happy to help in this area because I think it’s a great disservice to let those in our industry continue to think they have to operate like employees in order to be of value and service, which deprives them of the freedom and flexibility they could enjoy that every other business owner dreams of.

Find an Administrative Consultant Who Specializes in YOU

Administrative Consultants are administrative experts. They are in the business of providing ongoing, right-hand administrative support to business owners who don’t have the time or space for employees.

They’re the perfect alternative to employees for those folks, and since they are also consultants in their own right, they bring a whole other level of business knowledge and administrative know-how to their clients that you just don’t find in an employee.

Different Administrative Consultants focus on supporting different target markets.

For example, there are those who specialize in supporting authors, speakers and others speak, write and publish books.

Others who have the experience and special paralegal training are in business to support attorneys.

There are those who specialize in supporting coaches while others focus on the real estate industry or financial planners.

Wherever there is a specific field/industry/profession, chances are there is at least one Administrative Consultant who caters her administrative support exclusively for that group.

There are so many advantages to working with an Administrative Consultant who specializes in supporting your industry/profession.

For one thing, she comes to the table with a ready understanding of the unique aspects of your field, how things work, and what your singular goals and obstacles are.

She makes it her business to learn specifically about your particular field so that she knows the work inside and out and can structure her offerings to best suit your unique support needs.

She becomes an expert at the special software and tools used to get that work done and can advise you on your best options.

Need an example? Let’s take real estate.

A real estate agent is going to have many areas of highly specialized administrative work that just aren’t going to be done in any other kinds of business.

Much of the work requires specialized skills and knowledge to perform it which means not just anyone can do it without specific training and understanding.

But an Administrative Consultant who focuses on support the real estate profession specializes in that work. She gets to know it exclusively and better than any other kind of Administrative Consultant out there.

In another example, there are a million different practice areas that attorneys specialize in.

One area of law may have a high level of litigation whereas another may not entail any at all.

The work can be vastly different from one practice area to the next. That’s why, if you’re an attorney, you want to find an Administrative Consultant who specializes in your particular practice area. When you do, you will increase your efficiency two or three times over, be able to work with more clients, and have more time available all the way around to use in any way you see fit.

You get the same kind of difference between, say, a consulting or professional services business, and a business that is retail or sales-based. They are completely different business models that are going to have very different objectives, operations and administrative work involved.

An Administrative Consultant who specializes in a specific target market is going to have a greater, in-depth level of understanding, knowledge, and specific skills needed to best care for clients within that field.

So if you’re between Administrative Consultants or just beginning to seek out your first Administrative Consultant, look for one who specializes in your industry. It will make ramping up and working together that much more effortless and beneficial to your business.

RESOURCE: The ACA Administrative Consultant Directory allows you to search specifically by target market. Check out our Administrative Consultants (all of whom have been screened to meet our standards of competence and excellence) at the ACA Directory.

ABOUT THE AUTHOR: Danielle Keister is a business advisor, innovator and thought leader in the Administrative Consulting profession. A business veteran of 12+ years, her logical, no-nonsense approach to business development has gained her recognition as one of the leaders in the field. Her business acumen is a hot commodity among industry peers who regularly consult her. She loves what she does and is passionate about sharing her knowledge and know-how with the world. She’s all about inspiring others to reach for their highest excellence. When not taking care of clients in her own administrative support practice, she’s busy leading the Administrative Consultants Association. 

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