Archive for the ‘Ideal Clients’ Category

Delete “Self-Employed Worker” from Your Business Vocabulary

Delete "Self-Employed Worker" from Your Business Vocabulary

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

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

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

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

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

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

Dear Danielle: Client Won’t Stop Calling Me Her Assistant

Dear Danielle: Client Won't Stop Calling Me Her Assistant

Dear Danielle:

Hi there! I am looking for your advice on a matter. I quite often will attend meetings or business functions with my clients. They tend to introduce me as their “assistant,” even though I have brought it to their attention that I am not an “assistant.” What would you suggest I have them introduce me as? Or how to go about ensuring it doesn’t continue to happen? —KP

Hi KP 🙂

Good question. It’s one I get a lot from people who are trying to transition away from the “assistant” model to administrative business owner.

The first thing you can do immediately is add a component to your Client Guide and new client orientations that instructs clients on exactly what to call you and how to introduce you to others.

In my own practice, I tell clients to refer to me as their administrator (for short) or Administrative Consultant (for more formal situations).

Next, put together a form letter/email and send it out to all your current clients so everyone is equally informed and updated at the same time and no one is singled out.

The side benefit to this kind of communication is that seeing it come from your business as a general communication helps underscore the fact that they are working with a business, not an employee.

Which leads us back to the original question: what to do about a client who continues to call you this when you have repeatedly asked them not to.

On the one hand, it could be an innocent mistake.

It is sometimes difficult to rid clients of old habits when they’ve been with us awhile. In which case, a heart-to-heart conversation with the client would be in order.

You could start the discussion, for example, with something like this:

“We’ve talked a few times about what I prefer to be called and how I ask my clients to refer to me when introducing me to others. This is something that’s important to me and my business. I’ve noticed that you still call me your assistant in those situations. Is there a reason why? What can I do to help you remember how to introduce me?”

I would very intentionally incorporate use of the words “client” and “business” to help this client understand the nature of the relationship. Because it’s also often the case that they simply haven’t been properly educated about that (which is on us, not them) and so they very innocently, but still mistakenly, may think you are an assistant.

And then listen to what they have to say and work toward a solution.

Of course, if you have a client who doesn’t give a good darn about your feelings and wishes, you have to ask yourself, “Is this a client who respects me? If there’s no mutual respect, is this someone I should be working with?”

Here are some blog posts that expand on this topic further that I think you’ll find helpful:

Dear Danielle: How to You Introduce Yourself to Clients and Prospects?

How to Have Clients Help Promote Your Business

Dear Danielle: This Client Is About to Ask Me to Pose as His Employee

Thanks for the question, KP. Let me know if this was useful to you. 🙂

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Have you ever been in this situation? How did you handle it? Do you think my tips will help you better educate your clients and navigate this in the future?

Are You Feeling the Squeeze?

Are You Feeling the Squeeze?

A question people commonly ask in our business is “What hours do I need to be available for clients?”

They ask this question because they’re still thinking in assistant-mindset.

Here’s the thing:

You’re in business to provide a service. You have (or will have) several clients to take care of.

You simply cannot be instantly available to each and every client at the drop of a hat.

In fact, trying to do so will negatively affect your quality of work and client satisfaction.

You therefore need to understand that in business, when and how you and your clients work together is necessarily going to be very different from when you were an employee filling a position working for one employer.

This is the reason that “full-time” and “part-time” and what time zones you and your clients are in are completely irrelevant.

Instead of hours, what you need is a plan — a system — for managing your workload and requests.

This frees you from being chained to your desk 9-5 and having to be an “instant assistant.”

A system gives you the structure you need to handle everything in a timely manner without being rushed and squeezed and stressed.

It also gives clients a framework they can depend on without forcing you to be at their constant beck-and-call — which, by the way, is a business-killer because as your business grows into a viable income you can live on, that is not a promise you can sustain.

You NEED space to do great work for clients.

In the early years of my practice, I went through all these same growing pains.

I ended up with clients who thought I was their assistant (because, stupidly, that’s what I called myself back then).

Eventually, I had over 10 monthly retainer-paying clients — and I thought I was going to lose my mind.

That’s because those clients expected me to be at their immediate beck-and-call, just like an assistant.

I tried, heroically, to live up to those expectations, right up until the day that I realized how utterly miserable I was and what a mess my business had become.

Instead of doing good work, work that made a difference in my clients’ businesses, I was spending all my time in communications and jumping from fire to fire.

I didn’t have a business I loved, I didn’t have a business that supported my life. I had a business and clients who ran me.

That was not what I had envisioned for myself whatsoever.

That’s when it dawned on me that where I had failed was in not being in charge of my own business; by letting clients decide how things would work in my business (instead of the other way around).

I had let them make the rules by abdicating that authority in my own business.

I had not set any policies, practices or protocols in my business with any intention or forethought whatsoever.

I was under the misinformed delusion that that was what customer service was all about: jumping to attention the instant the client commanded.

I thought all I needed to do was give great service, which at that time to me meant: rush to respond quickly to everyone and get work done as fast as possible.

Oh, what a silly, naive girl I was!

Thank goodness I realized what utter nonsense that thinking was and came to my senses relatively quickly after “only” a few years of suffering.

Good service is so much more than that and involves a much bigger picture.

Many, MANY hard lessons were learned during that unhappy period.

Thankfully, my business survived (most are not so lucky), but not without shaking things up and completely overhauling how things work in it.

I had to get conscious and intentional about what I wanted from my business, how I wanted to work, who I wanted to work with, and what my values were around my work and serving clients (also known as standards).

This helped me then begin to set simple, but clear policies, procedures and protocols for operating my business and working with clients that supported those standards.

It was only then that I was able to begin creating the happier, more joyful, fulfilling business I had always wanted all along and that I enjoy today.

Now, I no longer have to work with so many clients (10 retainer clients was WAY too many, and I was WAY undercharging at that time as well).

I don’t have clients sweating me any longer because now I have a system for how work requests are managed and carried out that gives me the stress-free space I need to do the work well without being crowded.

The best thing is that I have far happier, more satisfied clients now than I ever did when I was trying to be that “instant assistant.”

And because they know exactly how things work upfront (all part of my system), working together is so much easier and more peaceful.

I also have the added benefit that I have a lot more ability to move things around to suit my life.

If something comes up and I decide I need an afternoon off or to take a day off in the middle of the week for something special, my system allows me to do that without my clients experiencing any hiccups.

I share this system I’ve developed in my own practice and have used happily and successfully for over 15 years now with all my clients in my guide: Power Productivity & Practice Management for Administrative Consultants.

If you are early on in your administrative support business, this is the perfect time to put a system like mine in place because it’s easier to on-board new clients in the ways you want than it is to retrain them after they’ve been spoiled by unsustainable practices.

However, even if you’re already established, but are feeling the squeeze and realize that something needs to change in your business, my guide shows you how to transition existing clients into new policies and procedures.

It’s never too late to improve your life and business. 😉

Um, Hello?! Do You LIKE Being Devalued?

Telling people you cost less and that they’ll save money by hiring you is basically TELLING them to devalue you.

It’s a cattle-call to all the worst kinds of clients out there (you know, the cheapskates who want everything for nothing and think nothing you do is good enough).

You might think this is the sexy message it takes to attract attention, but what it gets you is the wrong attention from the wrong kind of clients.

All this talk about saving and lower costs and being affordable and cheaper than an employee, etc., puts people in poverty/scarcity mindset.

But you need for clients to stop clutching the purse strings in order to invest in you and themselves.

So, you’re defeating your purpose by making your marketing message all about the money.

Stop doing that.

Something worth having is worth paying well for. (And clients who pay well are worth having, believe you me. You want that for yourself, don’t you?)

Stop talking about the money, and start talking about all that clients gain from working with you.

My Challenge to You

Start a list of all the ways your clients’ circumstances are improved by working with you, all that they gain, how they benefit.

DO NOT list anything having to do with money or saving it in any way.

The resulting list (which you can keep adding to throughout the life of your business) is what your marketing message should be all about.

(Keep this list in a tool like Workflowy so you can add to it on the fly quickly and easily.)

Better Yet, How Important Is It to YOU?

What Is Important to YOU?

A new colleague posed this question to would-be clients on another forum:

“On a scale of 1-10, one being low and ten being high, how important is it to you to connect on a personal level with your administrative support partner?”

What I want to know is how important is it to YOU to have a personal connection with your clients?

Once you know what kind of clients YOU want, you can focus on attracting the kind of clients who are ideal for you.

A few years ago a colleague came to me seeking help out of a desperate situation in her administrative support business.

She had inherited her business from someone who used others to do the work. So, the clients she also inherited had no personal knowledge or connection with the person(s) who did the work. They just barked orders and expected it to be done.

The problem with that is she came to resent being treated like a robot, like a human vending machine.

Because there was no personal, human connection, these clients treated her poorly, spoke to her disrespectfully, and on top of that, expected everything instantly, and, of course, wanted to pay little or nothing for it.

And there were virtually never any thank-yous or words or gestures of appreciation. That’s what happens when you have an impersonal, transactional relationship with clients: you get treated like a commodity, a human vending machine.

She also didn’t have a business website — and didn’t think she needed one since her practice was already full and she was having difficulty dealing with her current clients as it was.

I explained to her that without a website, she was missing out on the opportunity to humanize her business and fix the very problem she was having.

A website would allow her to put her face and personality on the brand, pre-educate potential clients about how her business works and the kind of clients with whom she was looking to work — thereby presetting expectations and organically prequalifying more ideal client candidates.

You can do the same.

Figure out who would make you most happy working with and gear everything on your website to speak to those types of clients and educate them about who is a fit for you.

This makes for a much happier, more fulfilling business.

You may have to kiss a few frogs before you perfect your client-qualifying criteria. Just don’t think that you have to accept any and every client who comes your way, or that you have to live and die by what clients (think) they want.

YOU get to decide what you want your business to look like and how you want to work with clients and what kind of clients you want to work with. Everything else will fall into place from there.

When you build your business to suit your needs and requisites first, the right clients will follow. You’ll get more ideal clients, and your business will be much more profitable and gratifying.

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How about you? Do you have a business website or are you trying to get by with just a LinkedIn or Facebook account? How much of a personal connection do you prefer with your clients? Have you ever had clients who didn’t treat you like a person?

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?

Your Consultation Will Make You or Break You

Your Consultation Will Make You or Break You

Without a proper consultation process in place, you’re going to lose more clients than you get.

A proper consultation process is one of the ways you demonstrate your competence and professionalism to clients.

When everyone else is lamely giving 15-30 minute consults, a thorough consultation system turns you into a standout and gives you competitive advantage over everyone else.

Plus, if you want more monthly retained clients (where you get paid a higher fee for your ongoing monthly support), you simply must have a much longer, deeper conversation; 15-30 minutes just doesn’t cut it.

A good consultation system helps you set the proper tone for the business relationship moving forward so that clients take you and your business seriously and understand that they’re dealing with a business, not an employee.

It’s also going to instill greater trust and confidence in them by virtue of seeing that you conduct things in a proper business manner. It shows them that you know exactly how to expertly glean from them the info you need to determine how to best help them and where to start. This reassures them that they are dealing with a competent business professional who is going to handle the relationship and work you do for them just as professionally.

A thorough consultation helps you better identify how you can help each potential client and helps you get more of your ideal clients.

So, if you don’t have a consultation system in place, if you’re not sure of yourself when it comes to conducting consultations, if you’ve been lacking confidence and want to walk potential clients more assertively through that initial conversation, be sure to check out my client consultation guide:

Breaking the Ice: Your Complete Step-by-Step System for Confidently Leading the Consultation Conversation and Turning Prospects into Well-Paying Monthly Clients Who Can’t Wait to Work with You.

This is my own proprietary system I’ve developed and honed over 20 years in this business.

In this guide, I’ve packaged my entire step-by-step process for you in an encouraging, easy to follow plan that tells you exactly how to structure the entire process — before, during and after.

My success rate with this system has been out of every 10 clients who go through my consultation process, I have my pick of 8-9 of them wanting to work with me.

And colleagues who have followed my process often tell me how impressed their prospective clients were and how it made all the difference in those clients choosing to work with them.

Knowing how to do something is half the battle. This guide will help increase your confidence ten-fold and take all those nervous jitters that come with not really knowing how to proceed with this all-important conversation.

Reminder to Clients: People Are Not Vending Machines

Reminder to Clients: People Are Not Vending Machines

People need human kindness and appreciation. Remember their dates. Don’t grunt requests at them, as if they aren’t worthy of the extra two seconds of time it takes to speak to them in complete sentences. Say “please” and “thank you.” Human beings are not vending machines.

These thoughts arose from a situation in my personal life, but it’s a good reminder for clients as well.

If you find yourself with a client who exhibits any of these disrespectful behaviors, it’s an indication that they may not understand their role in the relationship (namely, that of client, not employer).

Make sure you don’t leave them any room for misunderstanding that. It’s too important to your success in working together and your own personal happiness in your business.

You set the tone for that by marketing yourself as a strategic support partner and administrative expert, not their assistant.

Dear Danielle: What Are Your Thoughts About this Deadbeat Client?

Dear Danielle: What Are Your Thoughts About this Deadbeat Client?

Dear Danielle:

I recently experienced every startup business owner’s nightmare. One of my clients (a fast talker) was extremely upset because I had to resort to threats of involving my business attorney. It is absolutely outlined and spelled out in all of my contracts. He went off on me, tried to avoid payment, but I did not back down. He refused and did not pay the late fees that are also outlined in my contract as well, then had the audacity to tell me, “I’ve been in business for 35 years and never seen such aggressive payment policies.” I reminded him how I bent all my rules for him from the start in order to accommodate his needs, drastically lowered my pay, and okayed him to pay upon invoice vs. upfront for projects. After he found that I was not going to back down and accept the loss, the funds miraculously appeared in my account. However, he did not pay the late fees he had incurred. He is someone I will always run into as we are associated with the same Chamber. Not only did he insult me countless times, he also left some very rude messages. I stayed calm the entire time and continually reminded him of the contract we had gone over together and signed, and how with any business, his included, no one will render services without payment. My attorney advised me to take the loss for the fees because he eventually paid and to let it go, especially considering how low the amount was from start. Needless to say, after a long disturbing message from client, he says, “We will no longer do business. Don’t call us anymore.” I laughed thinking, he can’t be serious? Surely, he couldn’t have thought there would be any more services after that. Ultimately, I thought about it; he knew I had just begun. What he didn’t know is that I have many years of experience behind me. Just because a business is up and coming, that doesn’t mean you’re illiterate as to how business should flow. I am now considering that he may taint my good name with lies to cover what he has done. What are your thoughts? —Chaunte’

I’m guessing while you are justifiably upset, you may also be feeling a bit beat up and second-guessing yourself, wondering if you were out-of-line in any way.

I don’t know the backstory here and not sure exactly what happened, but if you did work he engaged you to do, you are certainly entitled to be paid.

That said, I call these first clients (the ones we take on when we’re new in business) “practice” clients.

We learn a lot from these initial clients, particularly what we don’t want in our businesses, who we want to avoid working with in the future (a/k/a unideal clients), and what red flags to look for and be conscious of moving forward.

We also have to cut ourselves a little slack when we’re new and forgive our missteps and possible clumsiness.

The good news is that we can learn from these experiences, gain clarity about how to do things differently next time, tweak and adjust our processes and infrastructure accordingly, and improve our finesse.

Since you asked for my thoughts, I’ll share a few in no particular order in the hope that you find some useful ideas…

  1. The first thing I keyed in on was your characterization of this client as being “a fast talker.” This seems like the first red flag you recognized, yet you took him on anyway. It would be worthwhile to do a bit of soul-searching and ask yourself why? If it was clear to you that this client was a bit of a “Slick Willy,” what made you ignore that red flag and not trust your first instincts? Will you ignore your intuition the next time a slick talker approaches you? Is this the kind of client you really want to be working with? If not, what will you do differently next time? What can you put in place that will help you take on more ideal clients and weed out ones who aren’t a fit?
  2. The other related thing that stood out was your mention of how you bent over backwards for this client, gave him discounts and breaks you normally wouldn’t, and stepped over your own policies and self-interests. Why? Because no good ever comes from this. All it does is teach clients how to treat us poorly and take us for granted. So it would be good to ponder and examine what might be going on here as well. What I see happening quite often when we are new in business and don’t yet have a firm frame of reference of our value is that we tend to overcompensate. We don’t think what we offer is enough; we think we need to “prove” ourselves. In fact, this is the worst thing we can indulge in when we’re new because the worst kind of clients smell that neediness and desperation like blood in water. A lot of this clears up as we gain experience in our business and working with clients. But often a person can go out of business before they can gain the insights, professional self-esteem, and confidence to overcome these debilitating tendencies. This is why I always tell people that they can’t afford to work with crappy clients, not for any amount of money — they are business killers and can destroy a person’s morale and confidence in the blink of an eye.
  3. This does not sound like a joyful experience whatsoever. If you have clients you have to threaten with attorneys and legal action, there is something very wrong. Sure, you might be in the right, but do you really want a life and business working with people who are not honorable, that you can’t trust, who disrespect you with nonpayment and cause you anxiety about whether you are going to be stiffed? I’m guessing not. So, one important step to avoid this in your business moving forward is to start two lists: one for all the traits and characteristics of your ideal client and one for all the traits and characteristics of your UN-ideal client. Continue to add to these lists with every new client experience throughout the life of your business. It will be a constant work in progress; the point is that it is one of the very best exercises in getting clear about who you do and don’t want as clients so that you heed red flags and trust your gut in the future. As you consult with new clients, keep those lists handy. They’ll remind you whenever you’re tempted to step over your own standards about who you do and don’t want to work with (and more importantly, why).
  4. Yes, it’s good to have proper contracts with legal language that spells out what the actions and late fees will be if a client doesn’t pay. At the same time, this should always be a very last resort for the very worst-case scenarios. The best course is to avoid working with crappy clients in the first place. The better, more productive, focus is not to underscore every legal point and hammer clients over the head with them, but to improve the ways in which you get clients and how they are educated all along the way. This is why we have a website and steer clients there first so it can pre-educate them and set the proper context. It’s why we have a specific consultation process to further instill proper mindsets and education, as well as determine fit, before we take on clients. It’s why we need to get clear about the business we intend to be in (e.g., do you want to be in the project business where everything is a transaction, or in the business of ongoing administrative support where there is a more personal relationship and where you can charge an upfront retainer?). It’s why we are discerning about the clients we take on and go through specific, intentional steps in on-boarding new clients (e.g., having a Client Guide and conducting a new client orientation with new administrative support clients). It’s why we get clear about our own standards, values and goals and what is important to us in our businesses — so that we can establish the policies, procedures and protocols that support them.
  5. I agree with your attorney. Even though you may be entitled to them, forget about the late fees. It sounds like you got the principle amount. This client is not worth allowing him to suck any more of your precious attention. To continue to let it take up space in your mind is giving energy to the wrong thing, to your detriment. For your own sake, forget about this client and move on.
  6. Deadbeat clients can happen to the best of us, particularly when we’re new. At the same time, it should be mentioned that clients often don’t pay because they aren’t happy with something. Did he give any reasons for why he wasn’t paying? Did you ask him? A lot of times some honest dialogue and meaningful probing can unearth what the real problem is. Barring a client just being a jerk and thinking he can take advantage (which it sounds like this client was), it’s very useful to us to forget about being in the right and make a sincere attempt to see things from the other person’s perspective when an issue crops up (which can happen even in the best client relationships). The insight and feedback we can gain is like gold to our businesses — as long as we make good use of it.  So don’t shy away from direct, honest, respectful dialogue with clients. Don’t be afraid to ask — and hear — what could I do differently? What would make this better for you? You can use it to figure out where your blindspots might be and improve your systems and processes (for them and for you).
  7. One way to avoid deadbeat or otherwise un-ideal clients is to have a website. I noticed you don’t have one yet. While I get that people often want to take on clients before they have a website in place to start making money right away (and there is no shortage of morons out there telling people they don’t need a website to start their business), I would argue that this is a mistake. It is not to your benefit in any way for you to be doing business without a website. In so many ways, your website IS the business. Your website isn’t just a way to market what you have to offer. Its other value to you is that it provides a tool with which you can properly educate clients and set and manage their expectations and mindsets before you ever start working together. This is what will get you more consults with more (and better) clients.  To take on clients without the benefit of a website where you can send them to get informed about how things work in your business, what business you are actually in, who you are looking to work with (and who you’re not), etc., is like charging into battle without a gun. Your website can help you prequalify and attract more of your ideal clients, educate them in the way you need them to be so they enter the relationship with the right expectations and mindsets and understandings (and respect!), and weed out those who are not a good fit for you so your time is not wasted.
  8. It’s important to note that this was a project client, not a retained client where you were providing an ongoing relationship of administrative support. These are two completely different business models. It’s worth getting clear and intentional about which kind of business you want to have because the kind of clients you get, the way you work together, how you get them, how you make your money, and the processes you go through with each are very, very different from each other.
  9. Another way to get more intentional about the business you consciously choose to be in and the kind of clients you want to work with is to choose a target market. A target market is simply a field/industry/profession that you cater your administrative support to (like attorneys or financial advisors or coaches or speakers, etc., etc.). The benefit is that when you know specifically who you’re focusing on, you can get clear (more quickly and easily) about how to craft your solutions, how to market them, and where to find and get clients more quickly and easily. When you have a target market, you don’t have to take on projects with any ol’ client for not enough money. It helps you get more of your ideal clients and provide more ideal solutions designed specifically for them (which allows you to command higher fees).
  10. We always get a do-over. Each and every day is a new chance to learn, improve, do differently, and grow.

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What about you? Have you ever found yourself in a similar situation? How did you resolve it and what did you change moving forward?Save