Monthly Archives: February 2007

Am I Charging Too Much?

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Dear Gritty VA:

I have been scouting ads and looking for people who are looking for a Virtual Assistant, and I keep coming across ads where people are only willing to pay $12.00 an hour. Is this normal? No one charges $12.00 an hour do they? –MB

I’m curious about the ads you are looking at and where? In my area, Virtual Assistance is still basically an unknown commodity.

Are you really finding ads where business owners are specifically asking for Virtual Assistants? That would be awesome, but I have a feeling that the ads you are seeing are looking for traditional employees.

$12/hr is an employee’s wage, not the rate of an independent contractor. And why are you scouting employment ads instead of networking and building relationships with people who could be clients and referrers?

When introducing people to the idea of Virtual Assistance, the biggest benefits we offer are the cost-effectiveness, the convenience and the high quality skill sets a Virtual Assistant is expected to have.

Employees cost an employer much, much more than their mere hourly rate. And they are making more than just that hourly rate when you figure in benefits such as Social Security, Medicare, unemployment, vacations, sick leave and any other perks offered.

They are paid for being physically present, whether they are productive or not, and we all know that there is all kinds of downtime in a job such as being caught up and having nothing to do, coffee breaks, watercooler chit chat, sick days and vacations.

But all in all, comparing employee wages to an independant professional’s service rates is apples and oranges–two completely different animals. You’ve got to get out of the employee mindset and start thinking like a business owner seeking clients–not employers. Network with people in your target markets. Emphasize the value, benefits, quality and cost-effectiveness of our services.

Set your rates with an eye toward what will profitably sustain your business and provide the income level you desire. I would worry more about your rates being too low because not only does that send a negative message about the quality and level of your services, low rates won’t allow your business to be profitable.

Otherwise, you won’t be in business long, and you’ll be back to the employment ads looking for a J-O-B.

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How Do You Start a Virtual Assistant Business?

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This is the question I get on an almost daily basis.

That’s a huge question, and it’s far too general. It’s really hard to answer because you just can neatly sum something up something like that.

If I were to answer as generally as the question was posed, I would say that you start up a Virtual Assistant business the same way you do any other. You spend months researching, reading and doing your homework. You do a business plan to make sure you are fully aware and conscious of all that is involved.

And you need to be realistic, too. It often takes new Virtual Assistants 12-14 months before they land their first client. The more preparation you do in establishing a firm foundation for your business, the better you are at marketing and networking, the quicker your chances of establishing your client base.

Of course, you first have to have a high level of administrative experience and qualification. Anyone who doesn’t have that, doesn’t have any business taking people’s money. To decide if you are a fit for this profession, here’s an article I wrote a couple years ago: So You Want to Be a Virtual Assistant, huh?

Beyond that, you need to talk to your state and local agencies to find out what they require from you and what your obligations are as a business owner. You may need to get registered, licensed and pay business taxes.

One of the biggest obstacles to Virtual Assistants finding success is the lack of business sense and understanding. So many are stuck in employee mindset, often not even realizing it.

Running a business, any business, is more than just providing the services. You have to know how to deal with clients; you have to know how to devise operations procedures and processes that contribute to the smooth running of the business; you have to understand how profitability works.

As far as general small business information and resources, the Small Business Administration is a great place to start. And my organization, the Virtual Assistance Chamber of Commerce, has lots of information on its pages to help you understand what the Virtual Assistance profession is all about.

My organization also offers low-cost Virtual Assistant business forms. These are the very best forms in our industry, and cover all the concepts involved in working with clients. In and of themselves, they offer some of the best education and information for starting a Virtual Assistant business.

We’ve even got a Virtual Assistant Business Plan template which is probably the single-most important document to get your Virtual Assistant business started.

If you have more specific business questions about starting up, send them to me at word@grittyva.com and I’ll post my answers here (all names are kept strictly confidential and initials are disguised).

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Don't Lead Off with Industry Jargon

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I know you’ve heard this one as many times as I have:

"I’m so tired of telling people I’m a Virtual Assistant and having their eyes glaze over."

That’s because you are using industry jargon instead of telling people what you do and who you do it for.

If you are a Virtual Assistant, you should leading off with something like this:

"I’m an administrative professional who helps small business owners who are struggling to manage everything themselves, but who don’t have the time, space or budget for in-house support. I work in ongoing collaborative parternship with clients to help them grow their business, and be more productive and efficient. I’m one of the ‘Big Three’ experts that all business owners should be partnering with: their attorney, their accountant, and me, their Virtual Assistant."

You tell them what you do, and then give them the term for it at the end.

This kind of explanation also helps distinguish Virtual Assistance from secretarial services, which provide project-oriented, task-based services.

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Having a Grateful Day

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Yesterday I was having yet another one of my grateful days (which happens often). I literally LOVE my life, and constantly marvel at how lucky I am to be able to make a living being my own boss and doing work I love from my stinking cute little office.

I’ve established a foundation in my business in a manner that allows me great freedom and flexibility. Not that there isn’t hard work involved, and sometimes I need to be nose-to-the-grindstone.

The beauty of it is that since I enjoy my work, it’s not work at all. In fact, sometimes, it’s all anyone can do to tear me away from my desk, LOL.

But when it’s important to me to do so, I can step away when I feel like it, take a nap according to my natural rhythms, go on my daily hike, or take off for a little road trip or paddle.

How many people can say they get to life their lives on their own terms like that? The ones who do are very fortunate. And I am fortunate, and wish everyone else could experience that kind of happiness as well.

What spurred my gratefulness this time was talking to a friend and client. He and his wife finally sold their brick and mortar business, and are now embarking on a months-long, extended tour of the country in their RV, all the while continuing their virtual business operations.

There are so many adventures in store, and I’m so excited for them. We were talking about how sad it is that so many people live and die working for "da man," giving up on their dreams of savoring life in whatever way truly makes them feel alive. Perhaps, sometimes, never even daring to have those dreams, all the while slaving away day in and day out in soul-less, mind-numbing jobs that won’t ever give them the opportunity or financial freedom to LIVE!

So, I’m having yet another grateful day and knew that I wanted to share that with you all in my next blog post.

On a related note, one of my way cool VACOC members, Silvia Shields of Just a Phone Call Away, shared this lovely site where you can light a virtual candle and say a prayer for friends or loved ones who might be having difficult times. Check it out:  http://www.gratefulness.org/candles/enter.cfm?l=ENG

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Being of Service

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What does being of service really mean?

So often, I see Virtual Assistants thinking it means being “instant assistants.” They make unrealistic (and ultimately undeliverable) promises of “24 hour” and “on-demand” service.

Being of service–true service–means being able to deliver consistently and dependably at a humanly sustainable pace. Listen, you aren’t going to be of service to anyone running around like a chicken with its head cut off.

And that’s exactly where you’ll end up attempting to be an “instant assistant,” bending over backwards trying to inhumanly meet every constant demand. That thinking lacks foresight, business sense, and just plain doesn’t work.

What does work is being intentional in your business. What does that mean? It means examining your business, bringing every process, system and action to conscious thought, and making sure each contributes to your ability to deliver long-term, value-rich, purposeful service.

Why are you doing things the way you do? What are your systems? How do your processes facilitate your workflow? In the big picture, do they allow you to run a dependable, sustainable practice? Do they contribute to your service and consistent dependability to clients? What systems, policies, processes and flows will? What ineffective policies and processes do you need to say “no” to in order to deliver bigger value and superior long-term service?

Being a great service provider doesn’t mean killing yourself. (And remember, Virtual Assistants, you are not a secretarial service–there’s a big difference.) Being a great solo professional service provider means being a conscious business owner and effective (not instant) manager of your client workload.

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What Do Clients Really Want?

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Professionals!

I can’t tell you how many times I hear from business owners how frustrated they are with Virtual Assistants who don’t “own” their role as the administrative experts.

If you are just sitting around waiting for clients to tell you what to do, you are nothing more than an employee.

Clients who are seeking Virtual Assistants, TRUE Virtual Assistants, don’t want an employee–they want an expert who not only competently executes work and manages projects, but also commands their own business.

Clients want and expect us as the Virtual Assistant administrative experts to guide them, to have some answers and to lead the way by their side toward instilling strong administrative foundations in their business.

I’ll share some comments I received most recently from a business owner:

“I have worked with Virtual Assistants for the past year, but I am not finding the perfect fit for both of us. I am definitely looking for someone who sees me as a client and partner, rather than a paycheck. I need a professional who has the entrepreneurial, pro-active leadership, but I have been attracting Virtual Assistants who still have an employee-follower mentality.

“I don’t mind a short learning curve, but I can’t do the hand-holding past Virtual Assistants have required. I need someone who can basically hit the ground running and start moving some tasks off my plate. Rather than me giving them a checklist and constantly following up to make sure the tasks are done within the deadlines, I would love someone who gives me a list of the things they need from me to get going and checks in to tell me tasks are completed.”

As the founder of the Virtual Assistance Chamber of Commerce, and a practicing Virtual Assistant, I hear this lament from business owners over and over.

Helping Virtual Assistants free themselves from the shackles of employee-mindset and lead them into true business ownership–and true service to clients–is one of the foremost goals of my organization.

I recently shared some of my best kept secrets to Virtual Assistant business ownership and success in my new guide, “Getting and Keeping Clients–The Plan.” (This is GDE-34 in our forms store.)

Getting and keeping clients is really all about knowing how to work with clients and manage expectations. In this guide, I provide you with meaty information and ideas for creating your “Red Carpet Treatment” plan, implementing a system for ramping up with new clients, and establishing your operational strategy that leads to profitability and client satisfaction.

Virtual Assistance is leaving adolescence and entering adulthood as a profession. Will you be left behind?

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You're Not an Employee–So Stop Complying with Resume Requests

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Virtual Assistants, I’ve got a secret to share.

Guess what? You are business owners!

I know, I’m being a facetious, but it never ceases to amaze me that as business owners, many Virtual Assistants continue to market and conduct themselves as if they were potential employees.

Professionals don’t submit resumes to prospective clients. Your website and marketing collateral become your “resume” when you are a business owner. These are the things that demonstrate your knowledge, expertise, communication skills and business sensibility. It’s up to clients to decide to talk with you further in a consultation based on these professional representations of your service–not a resume.

Complying with requests for resumes only serves to reinforce the common misconception among clients that Virtual Assistants are some form of offsite employee. And then you wonder why you are constantly treated like an employee? Stop it!

And Virtual Assistants, stop asking your colleagues for their resumes! If you are looking for someone to outsource or subcontract to, or want to hire your own Virtual Assistant to assist you in your practice, please respect each other as professionals.

You should be going about this process like any other client would be expected to. Do you ask your contractor for a resume? Your attorney? Accountant?

Of course not!

As a consumer of professional services (and as a fellow Virtual Assistant, no less!), you should be doing your own homework like you would when looking to hire any professional. By asking around for referrals. By reading the professional’s website and marketing materials. By paying attention to testimonials and talking with past clients. By scheduling a consultation and asking relevant questions.

Of course, if you are looking to hire an employee, then by all means ask for a resume. (And don’t forget your responsibilities as an employer, like paying all the attendant payroll taxes, agency compliances and expense reimbursements).

Just please stop confusing independent professionals with employees.

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Client Hasn't Paid–Now What Do I Do?

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Dear Gritty VA:

It’s time for me to invoice a client for a project I am working on, and I have not received payment for the previous project yet. How should I handle this? –MM

First, stop all work for this client immediately. Second, you need to have a business heart-to-heart with your client.

But beforehand, do a little self-examination.

Clients will only develop the expectations and habits that we allow them to. Consider how you began working with this client.

Did you have an expectation for a commitment? Or did you just accept project work because you feel you need to offer your services piecemeal in order to entice clients? Do you believe yourself 100% that your service and value stand on their own merits and you deserve to be paid?

Did you clearly communicate to the client your expectations and business policies both verbally and in writing?

Were you confident, direct and assertive in your billing and collection practices? Or did you "train" the client that it is not a priority to pay you on time by not addressing the first late payment immediately, or being vague, indirect or just plain wishy-washy?

Often, we ourselves have as much to do with an issue as the client we at first think is the evil culprit. And recognizing the hand we had in creating the problem has as much to do with the solution as anything else. This is the only way you can learn from it, fix where you went wrong and then institute those improvements in your policies, practices and communications so that you and your clients can work together more happily and cooperatively from that point forward.

Now, about that "coming to Jesus" talk with your client. Be friendly. Be professional. Be polite. There’s no need to be upset, out of control or rude (remember, more than likely, your own past practices may have contributed to the issue at hand). But do be clear and assertive.

Remind them that there is a past due amount. Explain that it is your policy to discontinue work until all past due amounts are paid (which should also be added to your contract if it’s not already). Let them know that you expect payment immediately, and get their commitment to pay you before the end of the day.

If that is not forthcoming, you can have a little relational conversation with them, but do make it clear that no further work will be done until the funds are received in full for the previously invoiced work as well as the current invoice. Reiterate that your end of the bargain was doing the work, and their end is to pay on time. Remind them of whatever late fees or penalties they will incur by not paying immediately (and then follow-through).

Document this conversation and their explanations, and follow it up with an email summarizing what they’ve stated they are going to do and what you have agreed to.

If the payment doesn’t show, be prepared to follow through with whatever you’ve informed them will occur (e.g., work stoppage, materials held in lien, turned over to attorney for collections, etc.).

On another note, this is yet another case study for not working with clients on a pay-as-you-go basis. If you never ask for the commitment, you won’t ever get it. To get it, all you have to do is simply decide that you will only work with retainer clients who are ready to commit to an ongoing relationship and who pay the monthly fee upfront.

You’d be amazed at how well "ask and ye shall receive" works.

If you are a Virtual Assistant who settles for sporadic, occasional project work with clients who aren’t invested in business relationship, that’s what exactly what you’ll get.

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Common Trademark Pitfalls–Revealed!

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Nina Kaufman, one of my favorite legal experts, just came out with another informative article, this time on protecting your intellectual property. Read on…

Common Trademark Pitfalls – Revealed!
By Nina L. Kaufman, Esq.

Picture this: you’re renovating your house (or apartment, for us city dwellers)… and it looks like a bomb just hit it: sawdust and sheetrock shrapnel is everywhere; there are open paint cans and trays and brushes dotted about the dropcloths on the floor; wires and cables snake from the ceiling and along the open baseboards; appliances are ajar and piping is exposed; cracked tile shards carpet the bathrooms and kitchen. You have a 7-month-old infant who is a crawling dynamo. So I ask you: would you leave her alone in the middle of the living room to fend for herself?

Of course not. Dangers abound: glass, dust, sharp objects, poisonous substances, suffocating materials. All are just waiting for Baby to ingest or brush against. It could kill your child. I’d venture a guess that not a single one of you readers would think for a moment of leaving Baby there unprotected (at least I hope not!). You might not even bring her into the house altogether until the renovations were finished. Keeping your child safe from harm is paramount.

Unfortunately, entrepreneurs aren’t always as vigilant in protecting with their own “brain-children,” such as their potential trademarks (you were wondering about the connection, weren’t you!). Creativity is often an intuitive process. The procedures for protecting and enforcing creativity are not. Trademark dreams can evaporate like smoke if you’re not careful. Here are a few samplings of the common pitfalls that can harm your “baby.”

  1. Crossing the street without looking both ways. Many is the company that has paid dearly for consultants, marketing materials, media time, and stationery, only to investigate (belatedly) that their “pride and joy” – their trademark – cannot be protected or enforced. Competitors can use it freely. Entrepreneurs can be so hot to trot about their next great tag line or marketing campaign that they neglect to check whether anyone has done something like it before. The joy of watching your creative “baby” take each step, needs to go hand-in-hand with monitoring each step. Small business owners should ask themselves at each stage of the creative process: (1) can I protect what I am creating? And (2) if so, how? Can you answer these questions?
  2. If you’re not seeking, you’re not finding. Along with their enthusiasm, small business owners can also be egomaniacs. Their belief is so firm that no one in the history of the world has ever come up with such a trademark, that they are blinded to the possibility that one could exist. So they do not conduct a proper search – or any search, for that matter. Just perusing the database of the U.S. Patent and Trademark Office is not enough. Why? The database only covers applications filed and registered with the Trademark Office. Also, because there are infinite permutations of trademarks out there that could be similar so that those searches would not find it. The Trademark Office looks at exact marks and similar marks. If you select a name that is too similar to a competitor’s, you may not only be prevented from registering it, you may open yourself up to a barrage of nasty lawyers’ letters leading to a trademark infringement lawsuit against you. Have you done a complete search?
  3. Relying on domain names alone. As with the Trademark Office database, just checking domain names is insufficient as a search. The “agency” that doles out domain names – the Internet Corporation for Assigned Names and Numbers (ICANN) – has nothing to do with the Trademark Office. The fact that an available domain name matches your desired trademark does not mean that you’ll get the trademark free and clear. Have you checked sources other than GoDaddy?
  4. Having a generic or descriptive mark. One of the significant purposes of a trademark for products (or a service mark for services – same thing) is to distinguish and identify your goods or services from someone else’s. That’s why the Trademark Office looks at both exact trademarks and similar marks. If you use a generic or descriptive mark, there’s little way to distinguish your products. Take “soap.” “Soap” is a generic word. If you tried to market your line of soap by calling it “Soap,” the mark will never be registered. There are millions of different kinds of soap! How is the consumer supposed to identify yours among all others? If your mark merely describes the soap, as in “Lavender Lanolin Soap,” that’s a little better, but still too broad. Jump to Ivory® Soap though and you have a winner. Is your mark sufficiently distinctive?
  5. Not playing watchdog. Many entrepreneurs believe that once the Trademark Office has registered their mark, that’s the end of the game. Wrong!! You have an ongoing obligation to “police” your trademark to make sure no one else is using it in an “infringing” manner. An “infringing manner” includes any unauthorized use of your trademark on the same or similar goods or services to yours. If you don’t monitor this carefully, you may find that you have lost the protection you tried so hard to obtain. The responsibility lies completely on you to take action (that is, bring a lawsuit, if necessary) to stop any “infringing use.” Are you – or is someone on your behalf – on the lookout for infringers?

If your intellectual property is important to you, don’t treat your “baby’s” protection as a do-it-yourself project. As you can see, there are a lot of nuances required for protection and preservation of your trademarks. Be sure to consult with an attorney who is knowledgeable in this field to make sure you avoid the pitfalls!

Copyright © 2006 – 2007 Wise Counsel Press LLC. Nina L. Kaufman, Esq., is a small business attorney and the founder of Wise Counsel Press LLC, which offers easy-to-understand legal strategies and information products that protect small businesses and save them money . . . wisely. To learn more, and to sign up for their FREE how-to articles and FREE audio class, visit http://www.WiseCounselPress.com.

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Zebra Print, Baby!

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Oooo, I finally got my zebra print desk chair! Boy, what an ordeal (don’t ask).

You like? I love it and it’s so comfy.

I’ve got a professional photo shoot in March (since I’ve been receiving more media requests and interviews), and I’m bringing da chair.

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