Wow! I’ve just returned from the IVAA’s 2008 Summit in Charlotte, SC.

What a wonderful Summit. Fabulous speakers, tons of great information and contacts! I met so many people that I recognized just by names in signature blocks. Now I have a face to go with those names.

The speakers were energetic and all had great information to share on marketing, relationship building, contracts, search engine optimization, not to mention the information just passed around by networking with everyone.

The only word I can think of is “energy”. There was lots of energy from the new VAs. Their excitement fueled us all on and in my opinion, brought out the best in all of us. I know my batteries were fully recharged!

Beside the energy factor, the networking was the best. I had the opportunity to reconnect with VAs I’d met before, met VAs I’d never met but only corresponded with via email and I found a few new team members too.

I will definitely be at the 2009 Summit. I can’t wait to see what the line up is!

© 2008 Cheryl K. Callighan, MVA/Coach and owner of eOffice-VirtualAssistants LLC (www.eOffice-virtualAssist.com), has more than 30 years of executive administration and 19 years as the owner of eOffice-Virtual Assistants LLC Contact at Cheryl@eoffice-virtualassist.com.

I was reviewing my “Subcontracting Made Simple” notes yesterday in preparation for a presentation I’m giving next week. It occurred to me that while I discuss the pros and cons of working with a subcontractor I have not mentioned what qualities I look for when I’m hiring a new subcontractor (team members in my VA business).

One item you won’t find on the following list is training. I do not believe in training my subcontractors. I believe that they should come to me fully trained in their respective niches or skill set and ready to accept that first assignment – just like my clients expect of me.

Here are the qualities I consider “must-haves” in hiring and working with a subcontractor:

1. Professionalism

2. Reliable

3. Stable

4. Confident

5. Skilled

6. Committed

7. Team player

8. Experienced

9. Willing to learn

10. Open to suggestions

11. Creative and innovative

12. Proactive

13. Follows directions

14. Asks questions

15. Organized

16. Easy to communicate with

17. Versed in the current technology

This list could be used to identify the type of clients I work best with too!

Because my subcontractors are independents with their own businesses it only makes sense to me that they would possess these qualities and utilize them in their own businesses.

On the flip side what makes a good contractor? Here’s what my subcontractor’s say is important to them:

1. Steady work flow

2. Professional

3. Organized

4. Pays well and on time

5. Sets realistic turnaround

6. Understanding and compassionate

7. Has resources

8. Proactive

9. Excellent reputation

10. Matches subcontractor skills to project

11. Stands up for subcontractors

12. Reliable

13. Communicative

14. Easy to work with

There you have it; a starting point for negotiation from both sides.

Growing your business using subcontractors is really easy to implement but it does take planning. I’ve been on both sides, subcontractor (which is basically what I am to my clients) and contractor. I try to be respectful of both situations. Working with subcontractors for past 15 years has been very rewarding and extremely profitable.

1. Begin each day knowing what you need to accomplish.

This means keeping a to-do list whether paper-based or digital. Have a master list for work and one for your personal life. You could commingle the lists but I suggest that you color code “work” and “personal” to-dos. Use the same color coding on your master calendar too.

2. End each day knowing what you need to do tomorrow.

As you work through your day constantly update your to-do list. When you wrap up your day take a few minutes to create tomorrow’s priority to-do list. You won’t waste time once you’re at your desk wondering or deciding just what you should next. Just grab the list and get started. 

3. Don’t let anyone else manage your time and suck away precious minutes from your day.

Be aware of the time vampires. Those people who call with you business questions that eventually segue into personal chit-chat. Before you pick up the phone check your clock or watch and tell the person on the line you have 5 minutes, how can you help them?

Email can drain minutes or even hours from your day. Set your computer to only download your email 3 times a day, first thing in the morning, mid-day and just before you leave for the day. Employ the features in Outlook (or whatever email and contact manager you use) to file incoming email in the appropriate folders so you know what to look it first and what can wait. Always utilize technology to serve you.

4. Ensure sufficient energy.

Be kind to yourself and take good care of your body. The standards of enough sleep, healthy food and exercise cannot be overlooked. During your day get up at least once per hour and stretch or take a short walk for 10 minutes. Remember to make smart choices and drink water instead soft drinks or coffee.

5. Don’t procrastinate, just do it.

We all procrastinate. The bottom line is if it’s on your to-do list then it has to be done. Just do it and move on. Big, small, simple, complex, easy or hard, most likely the task is not going to change if you ignore it. Just do it.

6. Plan for uninterrupted concentration.

Plan at least 90 minutes of uninterrupted time each day, perhaps even twice a day to really concentrate on getting priority projects done. No phones, no email, no faxes, no interruptions and no multi-tasking. Just you and your project. Once your 90 minutes is up, get up and stretch and move around. You’ll be surprised just how much you can accomplish in 90 minutes.

7. Organize and declutter.

Organization goes along way towards time management. You don’t need to spend your precious time looking for things – pens, files, paper, sticky notes. This extends beyond your physical office and to the digital world of your computer too. Take time, even 90 minutes of your uninterrupted time, and organize your office and your computer filing system.

- Put away the stuff that accumulates on your desk that you don’t use daily.

- File anything you’re not working on in the immediately future – say 24 hours.

- Stock up on the things you need, paper, pens, staples, paperclips, etc.

- Archive old and useless files on your computer and reorganize what’s left. Bring your physical filing system to your computer. Mirrored filing systems make easier to remember where things “should” be.

By Karen L. Reddick, MVA

With the virtual assistance industry being one of the fastest growing administrative services on the internet, many people are ready to jump on this well-reputed band wagon. But can you just wake up one day and say, “Today, I’m going to become a virtual assistant”? Sure you can, but will you be successful? Probably not. One thing is certain; you should have at least three to five years of administrative experience, preferably working with top-level executives, before even considering a career as a Virtual Assistant (VA). Here are 15 other crucial steps to think about before, during and after starting your virtual assistant business.

1)      Research, research, research! What do other VAs offer? Pricing? Certifications? Memberships? Take the time to research other virtual assistant web sites. Make notes of what you like and dislike. Mimic (but not copy) what appeals to you.

2)      Get a web site - I hope it goes without saying, that you will need a website. It doesn’t have to be flashy. Simple, professional-looking, with benefit-oriented copy wins out over bells & whistles every time.

3)      Network - Join, at the very least, three virtual or face-to-face networking groups. No one will know you are “open for business” if you don’t tell them. Google networking groups in your immediate area as well as worldwide.

4)      Be excellent at what you do - Not mediocre, not halfway, but excellent. The VA industry continues to grow and there is a lot of competition out there; you have to do or be something above the rest.

5)      Get certified - There are several virtual assistant training and certification programs available. Take whatever steps you need to get some type of VA certification under your belt and stand one step above the crowd.

6)      Define your services - Do you provide a niche or special services, or do you prefer to be open and a generalist? (Examples of niche services would be: bookkeeping, graphics, web design, transcription, writing/editing.) Choose what you do best and then market to clients in that group.

7)      Before you take the leap - Purchase all the needed equipment and software upgrades you’ll need to run a professional office, which would include a high-quality all-in-one fax/printer/scanner/copier, extra phone lines, high-speed internet access, domain name and website.

8.)      Think virtually - Everything you do now will be technology based. The computer will become your best friend. All of your correspondence will be done via phone and email. Make sure your computer skills are top-notch. Learn asmuch as you can about the latest technology and continue to stay abreast of what’s hot in your target market.

9)      Market like a prospective client - When building your business, think like a client. What would you want in a VA? Then offer these skills and benefits.

10)  Read, read, read! - This is right up there with research, research, research. There are an abundance of “How-to” books on starting your virtual assistant business. If you can find free advice, all the better, but invest in a few quality books and learn all you can before you land that first client.

11)  Get some training - If you want to do it right, set aside a few extra dollars to work with a coach or take classes at an online virtual assistant university or community college.

12)  Be patient - It will take, at the very least, four to six months of networking and marketing before you will land your first client.

13)  One word: Referrals - Word of mouth and referrals are what make your company grow. Doing quality work with a strong business ethic will get you referrals over and over again.

14)  How do we contact you? - Your contact information should be listed on everything. Business cards, website, email signature, blog. Every time you send out any type of communication, always be sure to have all of your contact information easy to find and read.

15)  Once you do land a client - Communicate. Remember, your clients cannot see you sitting at your desk. A two-second email reply to clients’ inquiries can make all the difference in creating trust in their minds, which will put them at ease and instill the necessary competence it takes for success.

© 2006 Karen L. Reddick, MVA, author of the A-Z Guide: The Best Ways To Work With A VA, has more than 30 years of administrative experience, the last five as a successful virtual assistant, and runs V-And-E­Services providing virtual assistance and editorial services to authors, writers and small businesses. Contact Karen@VAndEServices.com. www.VAndEServices.com

As the old saying goes “Time flies when you’re having fun!” I honestly cannot believe it’s been 18 years since I started my business. But when I look at my son who was 2 when I began this adventure and see that he’s just turned 20 I’m amazed! Time if truly flying by!  

This Wednesday, August 15^th is my 18 year anniversary of being self-employed. This is the longest I’ve ever been employed! This is the third longest I’ve done anything, third to being a mom, 36 years, and being married, 34 years.  

I can say I’ve truly seen the evolution in the business world in the last 18 years. From a home-based secretarial service business with local clients to a virtual assistant team model with clients and team members coast-to-coast, truly amazing. When I think about clients or team members now the only “location” of consequence is their time zone!  

Technology has come along way in making my business easier and so much more productive. I started my business with a word-processing typewriter, honest. Then “advanced” to a dual 5 ¼” floppy drive computer with dot matrix printer (only slightly quieter than a pneumatic nail gun!). Now my office has two desktops, a laptop and a shared wireless network. Still amazed.  

I’ve watched my revenue continue to grow every year, not because my client base has grown but because of the number of services I can now offer. Actually about three or four years ago I cut my client list from 28 down to 14. Most of the clients I let go were very small and couldn’t generate the income I wanted and needed. Today I’m back up to 18 clients and my income continues to grow. I love the fact that I can be selective in my choice of clients! Something I never thought I would or could do 18 years ago.  

My advice to new VAs, build a strong business foundation, set up your business correctly from the start, make sure you’re working legally in your state, speak with a CPA to get the best advice, keep your records up to date and accurate, don’t mix business and personal monies, have a separate room for your office with a separate phone line, buy the best equipment you can afford, have the skills necessary to compete in this industry (there are a lot of outstanding professionals in the VA industry today), and always make time for marketing your business and for professional development. There’s always room for improvement!  

One last thing, don’t be afraid to ask questions! There’s no such thing as a stupid question, only stupid answers! VAs are very willing to share their knowledge. Use that sharing attitude to help you build a business that is successful and one that you can be proud of.  

© 2007 Cheryl K. Callighan, MVA/Coach and owner of the University of Virtual Assistants (www.uofvas.com), has more than 30 years of executive administration and 17 years as the owner of eOffice-Virtual Assistants LLC (www.eoffice-virtualassist.com). Contact Cheryl@uofvas.com or Cheryl@eoffice-virtualassist.com.  

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By Cheryl Callighan, MVA, Mentor/Coach 

The title of this blog post came to mind after reading several posts on the virtual assistant list serves. It appeared to me that many of the newer virtual assistants were having problems in two areas: 1) taking responsibility for their virtual assistant business and 2) setting boundaries with clients. 

Those of you that know me know I’m an ardent fan of Jack Canfield and his book The Success Principles. I’ve taught The Success Principles and have had numerous people tell me “This changed my life!”  

Well, Success Principle No. 1 is “Be Responsible.” This one principle alone has changed my life and my business. I no longer look for excuses, blame anyone or anything else for the outcomes of my choices nor do I complain. I try to make smart choices in my business and in my life. If the outcome is not what I was hoping for I examine my choice and my reaction to the event. I strive to learn from my mistakes.  

Being responsible as it applies to my business and how I interact with my clients means no excuses, no blaming anyone or anything and no complaining. Simply find a solution, make the right choices and provide excellent services and work products.  

I take complete responsibility for telling my clients about fees, terms, communication style, etc. I take responsibility for getting all the details of a project, getting an actual, not arbitrary deadline, and I get it in writing. My clients are aware that any changes or deviations from the original project scope means additional time and fees.  

Most importantly, all clients sign a contract and we review the terms in person over the phone. No contract, no work. Plain and simple.  

My team members all have contracts as well. Their contracts spell out their services, fees and payment terms. Both contracts have a clause that allows either party to terminate the contract with 30 days written notice.  

As for boundaries especially with clients, most of these are laid out in my contract but I specifically review my hours and communication style with each client. Clients are aware of my regular business hours and how I prefer to communicate even before they sign a contract. Urgent or complex issues deserve a phone call, day-to-day tasks or updates work well with email and I don’t use IM with my clients, it’s too disruptive for my work flow.  

I do not work evenings, weekends or holidays period. I have my boundaries for family time as well and I stick to them. While my youngest son is going to be 20 this month (no kids at home!) I now have grandchildren that I spend time with regularly.  

The bottom line is to take responsibility for all aspects of your business from setting your fees, setting your hours, getting detailed information on each project and establishing boundaries for your business operation. These few things will go along way in avoiding conflicts with your clients, your family and help to smooth out your daily business operation through less stress for you.  

Take time to identify just how you want your business to run, what you expect from your clients and what they can expect from you. No one will be disappointed and your clients will respect your business just as much as you do.    

© 2007 Cheryl K. Callighan, MVA, owner of eOffice-Virtual Assistants LLC providing administrative and secretarial services to small businesses and entrepreneurs and the University of Virtual Assistants where she assists new virtual assistants through online training. She has over 30+ years of administrative experience and 18 years as a virtual assistant. Contact: Cheryl@eOffice-VirtualAssist.com * Cheryl@UofVAs.com. Websites: www.eOffice-VirtualAssist.com * www.UofVAs.com.

By Cheryl Callighan, MVA, Mentor/Coach 

We’ve all experienced the occasional “bad apple” client. She takes up a great deal of your time and adds very little to the bottom line. You’ve tried to rehabilitate her, offering ways to improve the relationship. But instead the problems keep piling up.  

It may be time to “fire” this client. 

It makes good business sense to fire clients whose emotional and professional toll on you and your business is no longer worth whatever revenue they generate. But it’s important to do it right. Your actions should leave the door open to doing business with them in the future and prevent them from disparaging you to others. Here are some suggestions to make the process less painful for all parties:  

Be honest with the client. Explain that you no longer supply the level of service she demands and that it would be best for her to seek another provider.  

Raise your fees. A much higher price tag may discourage a continued relationship. If not, at least you will be compensated for your higher level of service.  

Don’t renew expiring contracts. Let the natural course of the relationship run out. You may want to give the client a heads-up before the contract expires.  

Use escape options. If you operate under a contractual agreement, use the escape clause – the one that lets either party out with written notice. 

Be sure to talk to your subcontractors about your decision. Insufficient communication may lead to unfounded rumors that could disrupt business. Your subcontractors may be concerned about how releasing this client will impact the company and their own stability. Explain the situation and reassure then that the company and their positions remain secure.

© 2007 Cheryl K. Callighan, MVA, owner of eOffice-Virtual Assistants LLC providing administrative and secretarial services to small businesses and entrepreneurs and the University of Virtual Assistants where she assists new virtual assistants through online training. She has over 30+ years of administrative experience and 18 years as a virtual assistant. Contact: Cheryl@eOffice-VirtualAssist.com * Cheryl@UofVAs.com. Websites: www.eOffice-VirtualAssist.com * www.UofVAs.com.

1.         Time Zone.