Category: People & Relationships

This article is by our guest writer Diana Ennen, who is also the Author of Virtual Assistant: The Series, Become a Highly Successful, Sought After VA, & The Corel Word Perfect Office Ready Virtual Assistant Solution Pack. She also owns a website: http://www.virtualwordpublishing.com

Whether just starting a virtual assisting business or having been in business for years, it’s important to always remember that the initial impression you leave with potential clients is critical. Often it can be the determining factor in whether you get the client or not.
The key is portraying confidence, whether it’s corresponding back to an e-mail, on the phone, or in person. You need to reassure these clients that if they trust you with their work, you won’t let them down. In fact, they’ll be amazed just how good of a job you do!
With your VA business you will either be responding to a client via e-mail, phone, or in person. Here are a few tips for each:
E-mail — Keep your reply short and to the point. No client wants to read through paragraphs of text to get to the bottom line. Be friendly, yet professional. Provide all the needed information they requested and any other information you believe would be relevant. Use a signature line that provides all your contact information. Toot your horn a little. Include a paragraph that sings praises of your business and how you can help their business.
Phone – Always answer the phone in a professional, cheerful manner. Use Caller ID so that you know who’s calling before you pick up the phone. This give you advance notice of what demeanor you need. Don’t talk excessively. Keep in mind that most clients are busy and appreciate short, to-the-point conversations. Always have the information you need to relay to a client at hand. Be firm on your rates and business practices. Don’t sound hurried. If you are working on a deadline, let your answering machine get it and call them back when you are more relaxed.
In Person – Dress the part. Not only does this make you feel more confident, but it conveys to them that they are dealing with a fellow professional. Be enthusiastic about your business and let them know that you want their business. Show interest and knowledge of their business. Have the right tools with you and close at hand. You don’t want to have to look for a pen or your business cards. Have something such as a portfolio for them to keep that describes your business. This enables them to remember you after the appointment and also gives them an additional opportunity to check out the services you offer.
The ability to create a good first impression is a valuable asset for a virtual assistant and one that enables a business to grow. However, another valuable asset is being able to learn from your mistakes. After the interview if it didn’t go well analyze what you could do better the next time and then do it. Mastering these first impressions can take some time, but the reward is a thriving business that you can be proud of.

Four years ago this month, Solo-E hired its first contractors: 3 fabulous VAs. Between them they handled the details of hundreds of items of content for the website, scores of newsletters and uncounted correspondence with subscribers and clients. Two of them still work for me (the third took time off with her third child and is now pursuing a career in financial planning!)

Having a long and successful working relationship with a team of contractors is somewhat of an anomaly among solo entrepreneurs. In many ways I’ve been very fortunate to have such talented and caring people working for me. But I also recognize some critical pieces of making it work that can be planned for – because it’s not just luck!

Part I: Setting up the relationship

1. Hire people that are a good fit for you. Seems obvious, but sometimes our criteria can hinge too much on things like cost and not enough on “can I see myself working well with this person?” Establish upfront what is important to you – consider skills, work habits, communication style, friendliness, etc. – make a list and use it when interviewing and making your hiring decision.

2. Establish written expectations on both sides. Do you expect emails answered in 4 hours or 48? Want a weekly update? Not interested in chit-chat? You may have talked about these things in the interview, but getting them down on paper gives you both something to refer back to. And this should be a two-way street: what are their expectations? Do they need to hear from you when they are doing a good job? Is it ok to contact them on the weekend?

3. Keep the lines of communication open. Talk ahead of time about the best way to let each other know when things aren’t working (even better, put it in writing so you don’t forget). Think about how you best receive feedback – on the phone, via email, scheduled ahead of time or on the spur of the moment, etc.

4. Life happens. If you work with another solo entrepreneur for any length of time, it’s likely that one of you will face at least one personal issue that takes you away from the business at hand for some period of time. These issues can be difficult to talk about.illness, depression, family issues, death. But not telling the other person will leave them frustrated because things aren’t getting done and they don’t know why. Most people are very understanding and willing to accommodate changes in deadlines, leaves of absence, etc., but you have to communicate first. Talking about “what would we do if” ahead of time may help.

5. Show me the money (plan). This is one place to be absolutely crystal-clear. How often are invoices sent, how much detail do you need to see, what are the payment terms, how do they want to be paid. Do they want a minimum monthly commitment? Do you want to set a monthly maximum? What about referral agreements, profit-sharing, etc.

Part II: Building and Strengthening the Relationship Over Time

6. Pay on time! If the terms say pay within 10 days – why not pay in five? Your support team is the lifeblood of your business – what better way to let them know you appreciate and value their contribution?

7. Put away the fine-tooth comb. If you’ve done a good job of hiring a team member, you don’t need to fuss over how many hours for this or that. If you don’t trust them, you shouldn’t have hired them.

8. Always say please and thank you. One of my earliest lessons in business – treat everyone with respect. They may be contractors but they aren’t your minions! I take time to go over every email before I send it to make sure I’ve said please, and I send a quick thank-you when the task is completed.

9. Let them know you appreciate them. Send a note when they’ve completed a big project for you, or a small gift on a special occasion. Celebrate company milestones by thanking them with a card. Be creative! Sometimes it’s fun just to let them know you appreciate them, with no particular occasion attached.

10. Encourage team input. They know your business and clients perhaps better than you do! Ask them for input when you are considering a strategic change. Encourage them to offer unsolicited suggestions to improve processes, etc. – and implement them when they make sense! This also goes two ways – if you share with the team your vision for the business, your strategic goals, etc., they will be better equipped to execute the plan with you.

11. Bonus: Let my people grow! If you are like most solo entrepreneurs you are a life-long learner – and so probably are the members of your team. Give them opportunities to take on new tasks. Encourage them to make decisions and take action without asking your input (set the boundaries for this so they know when you do want to be consulted.) Ask them what they’d like to learn, and teach them new skills. You may be surprised how much better they will be at certain things than you are!

Building a great support team takes time, effort, and caring – but you will be rewarded many times over!

About.com Entrepreneurs: Have you ever been fired by a client? It’s painful, embarrassing and even a bit depressing when it happens. It can completely throw your confidence as an entrepreneur.
And yet, it may be the best thing in the world for both you and your client.
But why let it get to the point that they have to fire you? Don’t you want to be the one in charge of the relationship? Don’t you want to end it on your own terms, as much as possible?
While you may feel like you really have to hang on to the client, whether for your own cash flow or out of your sense of commitment, there are several signs that it may be time to terminate the client relationship.
In some cases, the problem really is with the client, and you should just fire them:
The client is a jerk.
Life’s too short. Dealing with jerks is stressful, and if you’re stressed, not only will it affect your mental and physical well-being — it will also affect your ability to serve your other customers well. It will affect your relationships with employees and business partners. And if they’re that difficult, odds are that they’re not going to be a good referral source for you anyway — they may even be a liability.
The client drains all your time.
You may have heard of the Pareto Principle, aka “The 80/20 rule”. In this context, it’s the idea that 80% of your profits come from 20% of your customers, while 20% of your profits come from 80% of your customers. Now I’m not suggesting you should drop your smallest clients, just the least profitable ones. Sometimes it’s difficult clients, but sometimes it’s the nicest ones — the ones who can talk you into doing just a little bit more, then a little more, then more, and so on. Scope creep! Try to draw the line with your client, but if it continues, you may have to cut them off.
7 Signs It’s Time to Drop a Client [About.com Entrepreneurs]

Does just the mention of the word ‘spreadsheet’ cause your mouth to go dry? Do you immediately think of sums, formulae, and figures?
Well fear not any more — I’m here to tell you that spreadsheets aren’t just for sums!

I’m going to share with you my favorite top five tips on how you can use spreadsheets in your every day business to help you keep organized and on top of your work – and there isn’t a formula in sight!

No.1 ‘To Do’ List

How do you manage your day-to-day tasks? Do you have a notebook for your To Do lists and cross out each one as you go along? Or do you have little yellow post-its stuck all over the place? Is this really the best way of managing your daily tasks?

Spreadsheets are a great way for you to organise your To Do list. Set up headings in the first row and add your tasks below. You can then sort your list by any column that you choose, making it an interactive To Do list. And best of all, your list is contained in one place.

Create a shortcut to your To Do list and place it on your desktop so that you can access it easily, or just keep it open and minimise your screen each time you’re not using it.

No.2 Log Registration/Password Data

Another great way to use spreadsheets is to keep track of all those websites that you’ve registered at, and need to insert a username and password in order to gain access to.

Even though I try and keep to the same username/password I sometimes find that a website will require you to insert your username or password in a certain way, with digits as well as letters, or a minimum of six characters etc. etc. and then it starts to get confusing remembering which username/password for which site!

Set up a spreadsheet to track key data, and keep tabs on this crucial information in one easy-to-use place. As your list starts to get longer, you can also sort your data into alphabetical order, making it even easier to find your registration details.

No.3 Create a Simple Mailing Database

Another great use for a spreadsheet is to set up a simple mailing database. Perhaps you’ve researched a target market and want to send them a mailing. By creating a spreadsheet to input their name, address, phone number, email address, and website you can easily keep a track of your data.

You can also use this data to carry out a mail merge via Word. Create active hyperlinks for the email and website addresses and you can email or visit their website directly from your spreadsheet.

And if you add an additional column for ‘Responses’ you can simply monitor your success rate too!

No.4 Track Potential Clients and Follow-ups

If you regularly have enquiries from potential clients, whether they’re phone calls or directly via your website, you can set up a spreadsheet to track this data. You can see where your enquiries are coming from, which method of marketing is the most effective, and if the prospect turned into a client.

You can also add an additional column for ‘Follow-up Date’ and perform a sort on this column so that you know who to follow up with and when!

No.5 Monitor a Project/Activity Planning

Because spreadsheets also accept date formats they are a great way to track projects or plan activities. You can easily use autofill to create a date timeline too. Use the column headings for your dates, and the rows for your activities.

As you work along the timeline, you can hide the columns with past dates, showing only those columns for current and future dates. And if you want to be really creative, use different colours for the cells to represent different activities.

There are so many more projects that you could use a spreadsheet for that don’t require you to input complicated formulae. When I was compiling this list for you, I thought of twice as many again, all of which would help you to organise your day-to-day business activities.

“Wisdom is the integration of thought and analysis based on accumulated
experience.” Elkhonon Goldberg “The Wisdom Paradox”
Improvement starts with acceptance that a business doesn’t have to be
sick in order to get better.
Some years ago the CEO of a 3rd generation manufacturing company asked
that I conduct an evaluation of his credit operation. The company was
expanding into Europe and with the expansion came greater demands on
the ability to extend credit and cash flow. Following breakfast at my hotel
the CEO and I drove out to the factory and administrative offices. On the
drive out the CEO continued the story he’d started over breakfast. His
grandfather and father had built the business and now he and his brother,
who was the VP of sales, were trying to take the company to the next
level in growth.
We parked in the back of the building and as we walked through the
production area on the way to the administrative offices, we must have
passed by at least 20 production people…and there was silence. Not one
of the employees we encountered said good morning, hello boss or even
nodded…and neither did the CEO.
We met with the CFO, the Credit Manager, the Customer Service
Manager, and the A/R and A/P Managers…all women. The brother?,
he’d stuck his head into the room and then disappeared.
I’d ask a question of the group and as one of the women would start to
answer the CEO would butt in…soon the women shut up and the only
voices heard were mine and the CEO’s. After I broke up the meeting I
went to each member of the group individually to ask my questions.
On the way to the airport the CEO and I stopped for lunch and he wanted
to know what I thought needed to be done. I told him that his people were
approaching credit and A/R management in an old an out of date risk
management way…like many other companies. I told him that I had an
associate who in a week’s time could train his staff on our “profit ”
approach and that he could help organize and document the knowledge
needed to ensure proper implementation.
The company president asked why I wouldn’t be doing the training, and I
said to him, “I don’t like you.”
The man was shocked. “Why don’t you like me?”, he asked. I was hoping
he’d ask and I said to him, “All the production people we passed were
brown or black and you didn’t greet any of them and on their part they
looked away from us. All the people in the front office are white and every
time one of the women in our meeting tried to say something you cut them
off as if what they had to say was of no value.” I went on, “I don’t have to
look at any numbers to know that you have a high absentee and turn over
rate. Morale is bad because the employees don’t like you and that leads to
poor productivity and poor work quality. If you want to expand to Europe
you better know that those folks expect quality.”
All was quiet for a few minutes and I wasn’t sure if I was going to have to
catch a taxi to the airport, and then he said, “You’re right , we keep retraining
new people and we’ve had a big problem with quality and with employees
stealing from us. My father and grandfather were loved by the employees
and they would do anything for them but neither my brother nor I seem to
have that ability.” We drove to the airport in silence.
In my follow up report I suggested to the CEO that he and his brother find
themselves a GM (general manager) who liked people and wanted to be
liked in return. To his credit they found such a person and things got better,
he also had my associate out for the week.
The Point
Great Customer Service starts with great Employee Relationship Management.
It Will Make You or Break You
Marvin Minsky in his book , “Society of Mind” says that the human mind is
made up of thousands of learned agents/programs none of which on their own
define the mind, but collectively they make up the mind. Every business and
organization , including government, is a collection of people and none on their
own, including the CEO, define the organization but collectively they are the
company/organization.

Three Areas of Relationship Management
1. Employees. The highest priority is good relations with employees
because if they are unhappy your customers better look out. An
old friend once said to me, “If mama ain’t happy no one’s happy.”
2. Vendors/Suppliers. Vendors are critical to your success and if you
disrespect and abuse them they’ll get even, and the word (buzz) will
get out on your company and then others will demand a higher price
to work with you,… if they‘ll work with you at all.
3. Customers. You might be able to get away with abusing consumers
because so many businesses do, because they have short memories
and because there’s a lot of them and more on the way. Business/
commercial customers are fewer in number and they have generational
memory. Get on the wrong side of a business customer and you find
that long after the reason is forgotten the bad taste lingers on.
In Closing
In human society all real meaningful change comes from the masses.
Institutions fight change even if it’s an improvement. James Russell Lowell
wrote, “He who is firmly seated in authority soon learns to think security
(their own) and not progress.”
In a business change must come from the management team. Business
managers need to take time to seek out improvement or they’ll get lost in
the day to day details.
It’s up to the top managers to be leaders and set the example of what great
relationship management looks like, sounds like and feels like…and if they
can’t do it they need to get help.
Abe WalkingBear Sanchez is an International Speaker / Trainer / Consultant on the subject of cash flow / sales enhancement and business knowledge organization and use. Founder and President of www.armg-usa.com, WalkingBear has authored hundreds of business articles, has worked with numerous companies in a wide range of industries since 1982 and has spoken at many venues including the Shakespeare Globe Theater in London.