I recently asked colleagues how they, their families, and their businesses were faring during these difficult, unprecedented times.
I offered that there may also be some increased opportunity in all this. In response, a few folks were concerned about how to market without seeming opportunistic.
It’s always interesting to me when people worry about “taking advantage of the situation.”
It hints at the apology women are always making for being in business, and the apology society in general makes for wanting to be paid for the helpful and valuable services they provide to those who need them.
But let me ask you this: If you are in this to help people, how is that taking advantage of them?
Are you lying? Are you cheating? Are you stealing?
I’m assuming your answer is no to all these.
Then why on earth are you apologizing for being in business and wanting to provide good, honest work that HELPS people?
This hints at the deep-seated money issues we have and the work we must continue to do around our money issues and professional self-esteem.
Because here is what I can tell you for sure:
People who have always been running online businesses are the least impacted right now during this pandemic. For many/most, it is business as usual. They are still working with clients, creating output, and providing value. And those folks STILL want and need administrative support no matter what. Your support is the backbone of their business, the infrastructure that holds it together and keeps things humming along, running smoothly, and moving forward for them!
There is an untold number of businesses RIGHT NOW who are looking to radically adapt to more online ways of working with clients and creating even more opportunities to help more people that don’t require face-to-face work and interaction (other than video conferencing perhaps). THEY NEED YOUR HELP AND INSIGHT NOW MORE THAN EVER!
It is not taking advantage by being ready and available to help those folks who are seeking support in these ways!
They are lost. They don’t necessarily know what they need or how to find or perhaps even articulate the kind of help they need. They may be overwhelmed with the situation right now and going in circles about where to even start.
This is an opportunity to be of service to them, a guiding light.
That is why it is always your job to know not only what they want, but what they need; to make yourself visible for them; to explain and illustrate some of the many ways you can help them; and to let them know you are out here, ready and poised to HELP them get through this and create an even better business than they had before.
You are not a taker by being in business. You are a giver!
Remember that and it will change your perspective and how you present what you have to offer.
Love to you all! This is not a bed of roses, but we WILL get through this and it is an opportunity for growth for all of us.
Recently, a colleague shared an excellent article about saying no to unnecessary meetings and respecting our own time more overall. (You can read the full article here.)
I definitely share the author’s sentiments and have written versions of the same message myself many times over the years. (This, for example.)
It’s so important to remember that as service providers, we are running businesses. We are not gophers for clients to do with as they please.
In fact, we have a duty to protect and preserve our important business resources (e.g., our time and energy) and use them most efficiently and effectively so that we can continue to help clients and do our best work for them. A business won’t survive otherwise.
As such, it is up to us to set our own policies and expectations in clients around how and when meetings work as well as what the communication protocols shall be.
Those aren’t things that are up to clients to dictate, and they should not be expecting that as a matter of course.
It reminded me of the time I ran across someone who was very young (no work, business, or life experience to speak of) and brand new in our industry whose first client had her attending all “team” meetings by phone every single morning.
At the time, she defended it and could not be convinced otherwise that it was not her role as a business owner to have clients require her to attend their regular, daily internal meetings.
Eventually she wised up and learned (the hard way) that business owners are not employees, and it most certainly is not any client’s place to “require” you to do anything. 😉
I was also reminded of one of my early clients whose belief that “the customer is always right” was killing her. She came to dread working with her clients because of this unhealthy belief system, and it was creating an existential crisis in her life.
How could she make her living if she was beginning to hate dealing with her clients? She loved her work, just not everything they were “requiring” her to do, particularly when it came to endless meetings.
She was a solopreneur making over $1 million a year. That’s not the kind of money that’s easy to walk away from, but at the same time, her clients were running her ragged and she was miserable. Something had to give.
So I thought I would share the story of how I helped her shed this mindset and the steps we took to turn things around in her business so she could enjoy working with her clients again and not quit her business.
It’s a good example of how we, as Administrative Consultants, are so often in a position to guide and advise clients as a natural extension of our administrative support, expertise, and experience.
Perhaps it will inspire some ideas in your own Administrative Consulting practice on how you can further help clients.
This client was a high-end gala designer who conceptualized, produced, and executed the theme and experience of major fundraising events (think multi-million dollar budgets for $5,000+ a plate balls).
One of the pitfalls of her business was that she was constantly being sucked into endless group meetings with the local boards/committees of these events, sometimes two or more times a week.
And she absolutely hated it.
These meetings were such an unnecessary time-suck and complete waste of productive time.
They ate up far more in travel time and preparation than the meetings themselves, which would sometimes last over two hours.
And more often than she’d prefer, they turned out to be merely bickering sessions between board/committee members who couldn’t agree on anything. What did they need her there for?
Worst of all, attending all these meetings utterly stifled her creative energy—the very thing she was paid big bucks for!
This client was amazing at what she did. It’s a unique form of art in and of itself.
But while she knew what she was doing when it came to her talent, she had no previous business experience or training so dealing with clients, setting boundaries, and managing expectations was all new territory for her.
Since she had no frame of reference, she just assumed, like a lot of new business owners do, that the “customer is always right” and whatever they want or ask is how she should be doing things.
One day as she was getting ready and lamenting to me over the phone about having to go to yet another one of these dreaded “dog-and-pony shows” as she referred to them, I asked her, “So why do you keep going? Do you realize you can say “no” to these meetings? YOU are the artist, not their employee. If they want to work with you, they need to conform to how YOUR service works, not the other way around.”
This was an epiphany to her!
She was this amazing, sought-after designer, and it had never once occurred to her that she could refuse to indulge in these endless, ridiculous wastes of her time; that it was, in fact, imperative for her to do so from that moment forward or she wouldn’t be any good to anyone, least of all herself.
How could she do her best work for these clients if she allowed them to deplete her?
And if she didn’t put her foot down and start respecting her own time and energy, they certainly weren’t going to either.
Having done this in my own business and having helped a couple other clients by that time in this area as well, I outlined some of the things that could be done that would make a dramatic, positive difference in her business and how she worked with clients.
She resolved right then and there that she simply could not go on as she had been and asked me to help her.
First, since this was project-based work above, beyond, and different from (i.e., not included in) the monthly retainer she paid for my administrative support, I determined an upfront monthly flat fee for my consulting services. I estimated that we would need 3-4 months to fully implement everything.
Through a series of weekly phone calls, we explored and documented the specific issues she wasn’t happy with in her business. During these calls I provided suggestions and helped her see how we could rectify the issues she was experiencing by clearly identifying her standards (e.g., what values were important to her around money, work, clients; what she wanted for her business, for herself, and for her clients) and then implementing policies and procedures and creating tools that worked in support of those standards.
Our work together involved:
Making a list of the problem issues that were making her miserable and inhibited her creative flow.
Creating a picture on paper of what she wanted her business to look like, how she ideally wanted things work.
Formalizing her standards and values around these things on paper.
Helping her visualize and map out her client and creative processes and the practical steps involved, and charting this out on paper.
Fleshing out and formalizing new and improved policies and procedures and incorporating them into her client contract.
Creating a “client bible” (a/k/a Client Guide) that shared with clients her values around the whole client experience and preserving her time and creative energy with smart policies and procedures so she could do her best work for them. This guide worked as a tool that further educated and informed clients and set and managed their expectations about how she worked with clients, her communication protocols, the different stages of her design process, the specific kind and number of meetings that would be involved in her process, as well as what was expected from the clients themselves. For example, with regard to the dreaded meetings, the new protocol that I suggested and she agreed would be perfect was that beyond the initial consultation or two, she did not work or meet directly with boards or committees once she was engaged. She required clients to appoint one to three people that she would be working directly with from that point forward, with one of those people being her primary contact and liaison. This required boards and committees to work out their ideas and disagreements among themselves first on their own dime. This saved her a lot of angst and was a much more efficient and effective process for all involved.
Besides needing to stop the cycle of endless meetings she had allowed her clients to expect, we also identified that how and when they were expecting to communicate with her the rest of the time (i.e., ringing her any time of day and night!) was another one of her problem areas.
Here again, she had the misguided and detrimental belief that she had to be constantly accessible to clients on demand. She thought it would make them “like” and appreciate her more.
But being too available, she realized, was backfiring and actually had the opposite effect of causing them to have no respect or regard for her, which definitely was not her intention.
We set that right by establishing formal communication standards, policies, and protocols that clearly informed clients about her client hours and what forms of communication were acceptable and when.
This was something she hadn’t done before whatsoever!
Going through this process helped her see even more clearly how she was not respecting her own time and value and, therefore, clients weren’t either.
She realized where she was being too informal when it came to certain polite boundaries, and too lax in charging for other things, as well as simply not charging more profitably overall.
It helped her see where she could be charging higher fees and more intentional in how she worked with clients and doing things in a way that worked with HER creative process.
Toward the end of this realigning/re-centering process, we identified areas where my monthly administrative support could be further utilized to help ease even more of her burdens.
For example, with the newly identified and mapped out client-onboarding process we put together, we could clearly see steps that I could take on for her that would free up more of her time and attention such as the contract-signing and payment process, dissemination of the client guide, answering initial client emails and questions, and setting up and administering client files and accounts.
(This increased workload, of course, warranted an increase in my monthly administrative support fee.)
By engaging in the effort to change what wasn’t working for her, she took a stand for:
her own self-care,
doing work that was up to her professional and artistic standards, and
what she needed from clients in order to accomplish those objectives.
She learned that by setting clear boundaries and parameters, she wasn’t saying no to clients (something she was extremely averse to doing previously), she was actually saying yes to providing them with the best experience and outcomes possible.
When clients had a better understanding of the boundaries and protocols expected, they became much easier and happier to work with, and were much happier with her and what she created for them.
The consequence of our work together was literally life-changing for her:
She realized that “being nice” and forever agreeable to meeting after meeting was not benefiting her or her clients.
She hadn’t realized before that clients only had meeting after meeting because they didn’t know any better either. Her taking charge of her own business and processes gave them the leadership and guidance they needed (and unknowingly craved) from her as the professional in the relationship. The happy, unexpected byproduct was that they saved themselves all that wasted time and energy as well.
By better respecting her own time, it helped her also gain more respect for the value of what she created for clients.
She ended up having more time to take on more ideal projects and do even better work for the clients she served.
She increased her fees and kept better account of work and value for which she should be charging.
Because she wasn’t stuck in endless meetings any longer, she had more time to go on the soul-enriching trips around the world that fed her creativity which, in turn, benefited her clients.
And, perhaps most importantly, her joy and happiness returned which further fueled her creativity and excitement for the work.
I hope this helps you see how you, as the person who provides your clients with administrative support and expertise, are in such a perfect position to also be of help to them in improving and growing their businesses.
I have worked with and observed far too often consultants who simply don’t have the administrative skill and expertise to execute their ideas for clients (much less had anyone like you who could help them do that, hint hint).
As someone who is intimately involved in and familiar with your clients’ businesses, you can be so much more effective in not only sharing advice and ideas for improvements, but also implementing those changes and incorporating them into the administration of the business overall.
It’s why we are Administrative + Consultants. 😉
I have a LOT more to teach you on this.
When you learn how to do all these things in your own business, you can also do them for your clients.
One blog post isn’t going to do it, though; it’s just not an adequate medium for that kind of learning.
My best advice is always to get my entire system because each piece is an integral part of the overall picture. You can’t fully learn one area with the absence of the others.
If you are only able to start with one piece, however, my Pricing & Packaging Guide will show you how to understand and map out different work and revenue streams in your business and how to present and provide that kind of additional support to your clients (and how to make more money yourself doing it!).
Any questions, shoot me an email. I’m always happy to help where I can. 🙂
Self-care is a big theme in my life this year due to having to manage the care of my elderly father for the past five years who has Parkinson’s Disease and Lewy Bodies dementia, on top of trying to manage my business and client work and have some semblance of personal life left.
Life happens, and you will thank yourself to the moon and back for putting smart policies and processes in place now that honor your boundaries, standards, and needs in your business.
Along that vein, choosing clients well plays a huge role in taking good care of yourself, your business, even your other clients—because one bad client causes a host of problems not only for you, but for them as well, in all kinds of direct and indirect ways.
One of the traits to look for in your ideal clients is that they are easy to work with. Clients who are easy to work with are amenable to your systems and processes (because those are what allow you to work well together successfully), and open to doing things in new and different ways than they may be used to doing them on their own.
This, therefore, is a vital topic to address in your consultations if you are seeking to connect with the best-fitting clients possible.
You could frame the question something like this:
“Similar to how you have certain ways of doing things in your business, I also have specific methods, protocols, and systems in place that allow me to best manage my various client workloads and create optimum efficiency. Any new clients I accept onto my roster need to be amenable with these methods and systems and open to some new ways of doing things in order for us to work together effectively. For example, I may need you to adopt a certain format for email subject lines and be consistent about that. Is this something you feel you can do and are open to?”
Something like this will open up an exploratory conversation that can also give you some good indications as to how easy or difficult a prospective client may be to work with.
If they think they are too important, “too busy” to pay attention to details like that, or if they are otherwise resistant or dismissive of what you need from them, that is a red flag you should heed.
They need to understand that in order to work together and for the relationship to work, there are simply some things you are going to need from them in order to do your best work and run a sane and happy practice (which benefits everyone).
If they can’t fulfill that end of the bargain, those are people you should think twice about taking on.
Clients who make you pull your hair out are just not worth the headaches they create in your business and your life.
PS: Implementing a thorough, well-thought out consultation process is one of the BEST things you can ever do for yourself and your business as it will help you get more ideal clients who say YES! to working with you and weed any with whom you don’t wish to work.
I came across this quote on Facebook somewhere quite serendipitously right when I needed to hear it most.
It’s addressed to creatives, but you can swap “artist” for “Administrative Consultant” or “business owner” and the wisdom still applies.
It is one thing after another caring for my dad. Every time I think I will finally get a breather and be able to focus on my life and business, some fresh new rabbit hole opens up and there I go tumbling down.
And a huge part of the problem is me.
For some reason, I have this idea that I can’t rest when it comes to him, that I have to do everything RIGHT. THIS. SECOND.
And some of it is warranted. When you are dealing with a sick family member, there are things you simply have to take care of immediately, not when you feel like it.
But a lot of it is simply because I have allowed a negative mindset to form in my head where I am always waiting for (expecting) the worst so I have to hurry and get as much done as possible before the next catastrophe hits.
It doesn’t help when there are outside influences and pressures, people who don’t have any of the burden or responsibility giving you their “helpful” two cents and otherwise second-guessing you constantly.
It takes constant practice for me to let go and remind myself that I can’t do everything for him and I HAVE to take care of ME, too! Because if I don’t, I won’t be any good to him or anyone else at all.
I have far less trouble with these boundaries in my business because I had a lot of years to figure out and erect those boundaries.
However, I’m finding that the bad habits I have developed when it comes to caring for my dad while neglecting myself have trickled into my business in sneaky ways as well.
For example, I am always wanting to get my dad’s stuff taken care of right away because I want to keep clear as much space as I can before something new piles up on my plate.
And because I don’t want my client work to get backed-up when some new unforeseen disaster erupts with my dad down the road, I find myself doing the same thing in my business, to the point that I have actually done work the same day it is received.
And that is sacrilege according to my own rules because it creates an endless cycle of unsustainable pace and expectations in clients.
So I am having to do a lot of self-work these days on not stepping over my own business boundaries and standards.
You can’t have a life if you are constantly responding to clients instantly.
It’s a system for managing client work that helps preserve your boundaries and sanity in your business while setting and managing client expectations around those standards at the same time.
All of this is a reminder that it takes discipline in honoring our standards and boundaries and constant practice and vigilance.
If you find yourself backsliding into unproductive, unsustainable ways, you have to give yourself a little kick to get back into gear because you and your business (and your clients, ultimately) will pay for it otherwise.
How about you? How is your self-care going? Are you finding any bad habits slipping into your business? How do you preserve self-care in your business and maintain boundaries?
Not sure where I first came across this quote, but it’s a sentiment that always bear repeating.
To an extent, value is relative. Which is why it’s important to work with the right, well-chosen clients, clients who need what you have to offer and will therefore appreciate (i.e., value) it more highly.
That said, at a fundamental level, if you don’t value what you have to offer (and price it accordingly), no one else will either.
Does this resonate with you? I’d love to hear why.
Happy New Year! I hope all your dreams will be actualized in 2019! My question relates to raising rates with current clients and if there a formula to follow. In the past I have used the script you provided in your blog post Raising Your Rates, and I must say it has worked like a charm. I love all the advice you provide on the blog in this category, especially about not letting fear get the best of you when you offer high quality service. Over the last couple of years, I have restructured my administrative consulting business. I offer a core service in two niche markets. During this time, I have retained five clients and have had great success. With each new client,I have incrementally raised my rates. This gets me to my question: The first client I retained almost two years ago is THRILLED with my service. Not only did I meet the contractual obligations, but went above and beyond. I really hit the ball out of the park with this client. They are often singing the praises about my administrative consulting firm. Since their two-year anniversary is approaching, I was planning on raising their rates. Is there standard protocol to follow (like tipping a server at a restaurant)? I thought I would raise my rates (REMOVED)%. This is a number I picked because when I see a vendor, utility, or dental plan increase by this amount, I think, “that’s fair,” but any higher, I feel like I am being taken advantage of. Next, I looked up the cost of living increase on Google. It is 3% each year for 2017 and 2018. That makes me wonder, would I be undercutting myself with a (REMOVED)% raise and should I increase to (REMOVED) %? Vacillating to the other end of the spectrum, I am obsessed with client satisfaction. I don’t want to raise the rate so high they feel taken advantage of. We have a dynamic relationship. Would seeing the numbers help? The client’s current retainer is $(REMOVED)/month. As I solicit new clients, they will pay $(REMOVED)/month for this service. However, I am not ready to lose this client. I truly value your guidance in this situation. Thanks again for all you do for our community! —Name Withheld for Privacy
Thank you, and happy new year to you as well! And thanks for the great question which I’ve been chomping at the bit to answer for you.
First, congratulations on your well-earned growth and success. That is absolutely wonderful to hear!
I also want to let you know that I am keeping your name anonymous and removed certain info from your question for reasons I will explain below.
The short, quick answer is that there is no formula for raising your fees. I know people love to be given formulas, but it’s not that simple.
It’s also highly illegal for members of a profession/industry to discuss rates or setting standards or minimums or formulas when it comes to pricing as these things violate antitrust laws. Those kind of conversations constitute what is termed “collusion.”
The state and federal agencies that oversee these laws take violations very seriously so we never want to run afoul of them.
It doesn’t matter how big or small a business is, whether they are sole proprietors or big corporations, or how much money they make, we are all subject to these laws.
As they will tell you: ignorance is not a defense. This means you can be prosecuted for violations whether you were aware or not.
How has your work helped them advance, grow and improve in their business? What goals has it helped them achieve or get closer to? How much more time and freedom do they have since working with you?
When it’s time to raise your rates, be thinking along these lines and taking note of them, not just how much your workload may have increased, although that is certainly relevant as well.
People know that when they get more, they pay more. The benefit of connecting what they have gained by working with you, however, is that it helps keep them in a positive mindset toward fee increases, particularly when they are increased for more abstract reasons (such as cost of living) and not necessarily increased workload.
How you determine your fee increases and how much to increase them by is entirely up to you. There is no right or wrong way to do it.
I’m concerned that you have one-price-for-all.
If you are providing administrative support, you are providing a variety of tasks, functions, and roles for each client, each of whom is unique and whose support areas, needs, levels, and objectives are all going to be different from the next client.
When you are providing a value-based service, there shouldn’t be anything cookie-cutter about your pricing. Each client’s needs and support plan should be evaluated and determined on an individual basis. This is something I show people how to do in my Value-Based Pricing Guide.
It doesn’t tell you what to charge or give you a formula. It will show you what factors to take into account, how to identify/categorize support plan areas and set parameters and boundaries, and give you as systematic an approach as you can get for determining your pricing around your support plans that is fair and profitable for both you and your clients.
Capture their “before” picture at the start of every new client relationship.
When you consult with potential clients and onboard new ones, be sure to include a step where you obtain as complete a picture as you can of their current challenges, difficulties, pain points, and obstacles, as well as their desired objectives and outcomes BEFORE you start working together.
(If anyone reading this doesn’t have a consultation process in place, you NEED one now! Get my Consultation Guide for an easy, step-by-step plan that shows you exactly what to do before, during and after.)
Not only does this help you create case studies/stories for your website, it’s also incredibly useful insight to have when it’s time to raise your fees.
By better identifying what each client actually values and what they’re trying to accomplish through your work together, you can use that information to set benchmarks and emphasize those accomplishments.
They also inspire clients by helping them remember what life was like before they had your support and how far they have come and what a smart decision they made in choosing you.
This is something else that is useful when presenting fee increases as it can help you connect the dots from your work directly to what the client’s values, goals and objectives are.
I recommend getting client feedback at least every year for established clients, and more frequently (e.g., every three to six months) for new clients.
One caution, though: Don’t raise fees at the same time of year that you survey clients for their feedback and suggestions. Do these two things at different times of the year.
Similarly, if you have my Value-Based Pricing Guide, you know that I also recommend reviewing every client’s support plan at regular intervals.
For new clients, you are going to do this more frequently because there is a lot of ramping up and getting to know the work and each other and fine-tuning of things in that first year of working together.
For them, I suggest reviewing their support plan internally every two to three months initially in that first year.
You want to make sure you are honoring the parameters you both agreed to and identifying any scope creep that you have not have taken in account and then adjusting accordingly at the next fee increase.
With established clients, you may decide that an annual support plan review is sufficient for your purposes.
Keep clients informed upfront all along the way with plenty of notice.
Let new clients know that there may be a period of adjustment in the first months/year of working together and that you will be reviewing their support plan every so many weeks or months.
If there are areas that have been or need to be added on or increased (or been eliminated or significantly decreased, for that matter), let them know that the fee they pay may be affected.
And let established clients know that their support plans are reviewed regularly as well (e.g., annually or every six months).
The key is to inform all clients upfront that their support plans are reviewed at specific intervals and that there will be periodic fee increases as you deem necessary or appropriate
You want them to understand that what they pay is relative to the support areas and parameters you have agreed to, and as those change and evolve or increase, you will be examining them and adjusting pricing accordingly.
At a very basic level, all I can say is this: You know your clients. You know what you do for them. You know when you feel like you are doing more than what you are charging for. You know how they are benefiting from your work. And you know when it’s time for raise fees for the profitability of your business and in keeping with the value you are providing.
When you start to feel those nigglings, that is always the correct time to review and adjust.
Always be reviewing and evaluating internally, and then on whatever regular schedule that you determine, implement your fee increases.
Let’s say you like to go through your annual feedback process with clients around May or June when business generally tends to slow down somewhat for everyone and they have more time to reflect.
You could then time your annual fee increases for January.
Whenever you time these events, I suggest you always give clients 30-60 days’ notice of any support plan adjustments/fee increases.
This gets them used to the idea, gives them time to ask any questions they have, and ensures no one is surprised or caught off guard. That’s the only thing that would really create ill will.
By giving courteous notice, it’s only going to help you adjust things in the best way possible for both you and each of your clients.
The bottom-line: Never surprise clients with things coming out of left field.
Everyone appreciates a heads-up so they can plan and budget accordingly, and your fee increases will be far more well-received.
I’m a student who has been assigned to research a startup business. As a business administration major, this is something that interests me, so it is more than assignment. Does a company such as this allow for expansion from being one person to expanding with several employees? Thank you for your time. —RT
Thanks for the question.
A person can create any kind of business they wish. That should go without saying. However, Administrative Consulting is a solopreneur business model, not a “team” or “staffing” one. That’s because the primary value being imparted is the personal one-on-one relationship.
People running this kind of business are not interested in managing employees and all the attendant problems and responsibilities that come with that much less creating a company the size of which inherently requires employees.
Administrative Consulting is a deeply personal and collaborative one-to-one relationship with clients. It’s ideal for people who are interested in a boutique-sized solo business working directly in one-on-one relationships with just a handful of (ideally, well-paying) clients.
You don’t need employees to do that and it would actually make things more unnecessarily complicated, disjointed, and expensive while reducing profit margins.
This is not the kind of business for people who want to turn the work into an assembly line. That is completely opposite to the value that is created when working together in a long-term, ongoing, one-on-relationship with clients.
That said, I have always advocated the idea that being solo doesn’t mean you do literally everything yourself. It simply means that YOU are the product; it’s your unique combination of skills, talent, experience, insights, and know-how that your clients are “buying,” so to speak.
However, in the same way that clients partner with us for administrative support, an Administrative Consultant can and should have her own Administrative Consultant to support her behind the scenes as well, along with having relationships with her own accountant, bookkeeper, business attorney, web designer/programmer, etc.
Most of us also belong to networks of colleagues we can refer to on those occasions when we may need or want to bring in an extra hand or two. But those are incidental instances and provided by people who run their own independent businesses and are not employees.
This kind of business and relationship doesn’t need a lot of chefs dipping their fingers in and ruining the stew, if you understand my analogy. It just needs the leverage of a few key relationships to be successful.
I always say this as well: Anyone who can make it as a solopreneur is better poised to succeed in any larger future business incarnation. Because if you can’t do it as a solopreneur, being bigger is not going to help anything.
This year, I’ve been focused on removing anything in my life that is a PIA, that rubs the wrong way, that no longer serves my interests. My self-care demands it.
After caring for a sick parent, I have zero time and energy for any kind of BS. It’s always a good time for you to be thinking about this, too.
Identifying and weeding out bad clients is an exercise in self-care and making your business sustainable and profitable.
For a while now, I’ve been observing the results of someone working with what I would deem a bad client.
The situation has gone from bad, to very bad, to really, REALLY bad.
For the life of me, I have never understood what they see in this client, what could possibly be worth all the hair-pulling problems and extra work, annoyance, and difficulty this bad client causes.
Now the chickens are coming home to roost, and it emphasizes the cold hard truths I and others have always expounded on when it comes to taking on un-ideal clients: DON’T DO IT!
You may see the prospect of big financial returns, but I guarantee you, it is nearly never worth all the time, trouble, and energy it costs you in the end (and that’s IF you ever do see the kind of money you thought they represented).
Bad clients are FAR more work than they are ever worth.
Bad clients like to make grandiose claims and big promises that almost never come to fruition.
IF they do hit it big (that’s a big IF), bad clients easily/conveniently forget the promises they made to you when they needed your help.
Bad clients are hopelessly, endlessly disorganized. They resist and make difficult any and all attempts by you to create some semblance of order, making it next to impossible to work with them.
Bad clients live in a constant state of chaos, and their chaos becomes your chaos.
Bad clients like to keep everything in their head. They don’t listen when you remind them that they are no longer working alone and thus, there simply MUST be systems put in place for working together.
Bad clients are always late. They do everything at the very last minute, leaving you little to no time to do a proper/thorough job. They expect you to then drop everything and deal with the consequences.
Bad clients create 10 more problems for every one that you solve. Instead of getting more efficient and organized, they only get worse. They make everything more difficult than it has to be.
Bad clients are arrogant. They always think they are smarter and know more than everyone else. They brush off your advice, recommendations, and suggestions (even when they have solicited you for them!). When they do take a suggestion you have offered, they act like they thought of it themselves.
Bad clients are constantly cutting corners and playing stupid games, thinking they can outwit the law, the system, the “man.” This nearly always ends in disaster and only causes more work and headaches for everyone involved. (TIP: It is FAR more work and difficulty trying to cut corners and game things than it is to simply do things correctly, honestly, in the first place. As Judge Marilyn Milan says, “The cheap comes out expensive.)
Bad clients are sloppy and pig-headed. They will cut their nose to spite their face, spend $10 to save a penny. They’re always trying to take shortcuts and think properly dotting their i’s and crossing their t’s is for sissies. This creates a house of cards that ends up biting them in the ass one way or another. There is a reason there are commonly accepted standards of business practice. Anyone who shrugs them off as unimportant is a huckster, not a proper businessperson.
Bad clients are petty and selfish. They withhold praise, rarely express appreciation, and are always devaluing others and looking to take advantage whenever possible. They want ALL the credit and will steal it even when it’s not theirs to be taken or given. The only person they value and think about is themselves.
Bad clients are greedy. They think the ends always justify the means. Ethics and integrity are afterthoughts (if they are considered at all). It’s one harebrained, questionable scheme after another with them.
The problems that bad clients cause spill over into your other client relationships.
Bad clients cause your work quality to suffer all the way around. They are so needy and demanding and their work, in turn, so arduous and time-consuming, it unfairly deprives your other, more ideal (and easier to work with) clients from your equal time, attention and best efforts.
Bad clients want everything for nothing. They will gladly pay you tomorrow for a hamburger today (and tomorrow never comes soon). You can’t pay your bills with IOUs.
Bad clients think everything they do is worth millions and everything you do is worth pennies. That is to say, they devalue, demoralize, and degrade (in turn, eroding your confidence) and don’t appreciate all that you do for them.
Bad clients constantly pay late, if at all. They’re always making excuses and trying to string you along. (Of course, you have some culpability here. It’s up to you to put your foot down the first time this happens and to fire the ass of anyone who continues to disrespect you in this way.)
Bad clients ruin all the good work you have done for them on their behalf. For every gain you make, they do something that causes twenty steps back.
Their poor integrity can besmirch YOUR reputation and integrity. God forbid you should rely on them for referrals; you’ll just get more of the same type of bad client.
Bad clients never take responsibility for their poor habits and practices and are the first to blame YOU for the problems they caused/brought on themselves.
Bad clients are also the first to report you to the BBB or the bar or whatever governing/overseeing agencies you are accountable to. They are incapable of taking responsibility for the problems and conditions they themselves create.
Bad clients cannot be saved from themselves and will bring you down with them. Bad clients who don’t run their businesses properly or ethically can be and often are sued. And guess who can get dragged into that mess whether they like it or not? Yeah, you and everyone else who has worked with them.
Bad clients are the quickest path to poor health, stress, overwhelm, and burnout.
Never take on any client just for the money. I can’t emphasize this enough!
There must be a fit. You have to genuinely like them and what they do (and vice versa).
They must be honest and ethical and do things in a way you can respect.
They must treat you with dignity, honor, and respect.
And they have to be willing to let you do what you do without making it more difficult. If not, you have nothing to discuss and there can be no relationship.