The Virtual Wire

More professional development?

As a virtual assistant trained through AssistU (I graduated in June 2002), I knew that I wanted (someday) to become a CPVA. I took the plunge and did my CPVA certification in May of 2007 (and passed--woo hoo).  When I first applied for the CPVA certification I didn't do it because I thought certification was required. I did it for me (I love big accomplishments to push  me) and for access to the clients that go through the registry that are looking for CPVAs and above. I knew I wanted access to those types of potential clients that were looking for a higher level VA.

Since the certification is only good for a certain period of time, my renewal period is NOW. I must say I have been hemming and hawing about whether I should go through the process. I worked really hard obtaining my certification in the first place and I have ultimately decided to go ahead and renew.

When I passed the initial certification, I did investigate what I needed to recertify when the time came and boy am I glad I did that. There are a lot of requirements (nothing too daunting) but I knew about them and I have been documenting the things necessary for the renewal since then. If you are curious about what you need for your CPVA certification, click here. If you aren't a member of AssistU, click here for more info.

So that gets me to the professional development part of this post. You must have the following to recertify (among other things) according to AssistU:

• Professional Development - 1 instance of professional development
• Evidence of 10 new skills learned or acquired during the recertification period.
• Evidence of 10 practice upgrades completed during the recertification period. 

So not only did I upgrade my practice by becoming a CPVA, but I had to continue that process to be eligible for recertification. No resting on your laurels around here! For my professional development I joined a high level mastermind group, coached with Stacy Brice, attended several 3-day workshops and took some online classes (way more than what was required, but that is just me).

The new skills just happened because of the professional development I took and the practice upgrades resulted from the new skills!

Now since I planned ahead so well, all I have to do is get my testimonials, fill out the forms and pay my fee! Oh, and hopefully get approved for recertification. I am not too worried but you never know!

So think about becoming a CPVA (or CMVA) and taking your practice to the next level. My practice has been consistently full since becoming a CPVA and I have raised my rates several times to where I have one of the highest rates in the industry.

Come on, take the plunge--what do you have to lose? And what do you have to gain?

Sharing a load’a knowledge

Yes typical British slang, which is usually used when people are talking about money, i.e. “I’ve got a load’a dosh” translates into “I’ve got a lot of money.” I know I am being silly, but I just felt like it today.  

This title signifies how I feel this month, especially after the sort of year I have had. In 2009 I invested in a fair amount of training, some still to be completed, and so I started 2010 feeling completely full to the brim with knowledge and now my task is to disseminate this to my clients. 

Continuing in the theme I started last week, looking at my client experience, I also realised that part of this which straddles both strategy and implementation for my business is to work out how I would cohesively share my knowledge as my bank of experience grows. 

Part of this will be solved through my monthly newsletter, and simply the work that I do, but more from a client experience I also realised that I need to improve or establish my business processes so that my clients can truly benefit from all what I have know and how I can help them grow their businesses. It is quite pointless for my client to ask me about a marketing funnel, without me having some sort of process that might help them create or review their own marketing funnel – do you get my drift? 

So I intend to create or develop some questionnaires for my business around some of the more common and basic business building activities like: 

1. Building a website - I use a form which I purchased from VACOC - it doesn't appear to be there now but contact Danielle Keister and maybe she provide it for you.
2. Delving into and developing a social networking strategy 
3. Bio, keyword and business description exercise 

This is just a few that came to mind. Just ways for me to share my “load’a knowledge.” Want to share how you express your knowledge?

A wish for the microbusiness and small business worlds

My wish today:  I wish for microbusinesses and small businesses to experience greater growth and an ever-increasing level of strength and success.

In an economic and political climate that seems to offer little encouragement for such enterprises, and with many in decline as a result, it is my wish to see that change in 2010.

As a microbusiness owner serving clients who are themselves small business owners, this theme touches very close to home. At times, it can feel a bit like a lone star in the vast universe.

I don't intend to evaluate, analyze or debate the "whys, hows, and what ifs" here in this post.  There are a host of credible experts working diligently to make the voice of the small business world heard.  I do hope (another wish?) their work succeeds so constructive solutions can be found and quickly implemented. Anyone listening? Anyone at all?

Advice vs. commands

I've had numerous discussions recently concerning the differences between advising and telling (or commanding). It caused me to think of how I couched, presented, and packaged what I said back in my Corporate Canada days versus what I do now as a virtual assistant.

My ruminations caused me to think about the military, chain-of-command method: when Number One suggests something to her/his Commander, s/he is doing just that: suggesting. S/he, after all, is not the one giving the orders (nor the one associated with and paid for making decisions).

Back when I worked as an employee, I used to get frustrated at times when my boss wouldn't follow, heed, or even sometimes listen to what I had to say. There was some degree of sense in my advice ... I was my boss' ear to the ground, knew the word on the street, and so forth. What I didn't wrap my head around until I'd been an executive assistant a few times was a simple fact: I was advising or suggesting or causing an awareness of things. It was not required that my boss followed or acted on such advice. And more importantly, it was a bitter pill to swallow to know that corporate environments didn't often extend trust to, or even allow equal participation from their admins. It was rarely encouraged.

A good virtual assistant, on the other hand, understands perfectly how to present her (or in my case, his) information. And s/he usually feels comfortable in doing so. S/he is made to feel comfortable (whether or not s/he has that built in from the get go). The two main differences here are that a VA partners with their clients, and that their clients trust--and yes, WANT--them to make some of the judgement calls. As a VA, I understand (and want) my clients to have final sway over important decisions about their businesses. But it's an amazing, and gratifying thing when clients do follow and trust my advice and/or when they trust me enough to make some of the judgement calls.

In the VA world, a client understands that a VA does actually know some things and understands that the VA has put her/himself in the position to be an equal partner in their (the client's) successes.

When you are valued, your self-value follows. In most cases, a good VA knows her value already, and takes that to each and every client with her. The rest--mutual admiration, good advice and good counsel all the way around, and more--follows naturally!

Deadline fast approaching ... be counted in the 2009 VA Survey

I wanted my voice to be included in the 2009 VA Survey, so I took the survey a few weeks ago.  I'm curious to see the results, which, by the way, are only available to those who participate.  I wrote about it here already, I know.  I feel it's an important tool for the industry at large and deserves another mention. 

Composed and sponsored by the VACOC, here's an excerpt from their Web site page:

Each year, the VACOC conducts an industry-wide survey with the purpose of taking a representative, group snap-shot of those who are in the business of providing ongoing administrative support. Virtual Assistants who participate get the survey results report absolutely free!

The theme for this year's survey is social networking. Our goal is to have 1,000 participants by September 30. If we haven't met our target by that date, we plan on leaving the survey open a bit longer.

Don't miss your opportunuty to be counted, take the survey today.

Take the survey

It's that time again ... the Virtual Assistance Chamber of Commerce compiles an annual survey for the virtual assistance industry.  If you're operating a virtual assistance business, you will want to include your entries in this comprehensive questionnaire. Only participants will receive a copy of its results.

For detailed instructions, use this link: Virtual Assistant Industry Survey

I encourage you not to wait too long ... deadline is September 30!

Numbers: 1701

“To boldly go where no one has gone before.” When Star Trek: The Next Generation premiered, a very different captain was in charge of the Enterprise, and the gender-neutral “one” replaced “man” in the introduction. Interestingly, the Enterprise had always been referred to as “Her” or "She" …

But I need to leave the subject of gender neutrality or preference to some other post! This post is about boldly going—even shaping—new frontiers.

Everyone has favourite quotes, or stories, or entire movies that influence or inspire them. As you’ve just seen, one of mine is Star Trek. Star Trek has always been about brave, bold, iconoclastic individuals who are unafraid to tackle the difficult issues in life, especially when confronting something new. I think that anyone who leaves the comfort of being dry-docked in a cubicle to flying solo in their own business qualifies as brave and bold. Such people are brave because they oftentimes leave a sure thing for something that may initially seem to them fraught with uncertainties. They are bold people because they made a decision and a commitment. They are individuals because they not only couch-surfed new frontiers, from a position of relative safety, but actually plunged into or helped forge new frontiers. These people are the sole proprietors or new business owners who are creating and supporting many wonderful adventures.

My decision to become a virtual assistant was based on several key things: I was inspired by one who had ‘gone before’, I was confident, I felt I could make a difference, I had something to share, I wanted to help people (and selfishly, be recognized for that), I was bold enough to make the leap, and perhaps most important of all, I wanted to be the one person who was responsible for my career. These factors, and more, should sound familiar to readers who similarly headed to their own new frontiers.

Being inspired doesn’t have to be a one-off: I know this from talking to many of my colleagues, my clients, and even to those who are thinking about progressing to the next liberating stage of their lives. Inspired is a state of mind. It is an idea. In those two things alone (and much more) it is indefatigable and unstoppable. It can be a constant force. And when it is, it further inspires.

Years ago I signed onto my own “1701”. I’ve been rewarded countless times, and I know that I’ve both earned the rewards and been praised by others who genuinely appreciate my work. There’s no end to new frontiers; if you haven’t already, it’s never too late to sign-on and to inspire others in the doing!

Design the business you want, but start with an exit strategy

Most virtual business owners, as well as those with brick and mortar, have a reason for starting their own business - freedom!

You are not alone if you started your business because you wanted freedom to:

• take days off at a whim;
• be with your children;
• care for a parent;
• be financially sound;
• travel and see the world; or
• be your own boss.

The list can go on, and on. Once you achieve that single, most important objective, then what?  Or, what if you're forced to abandon that dream because something in life has become more of a priority? Or because of "happenstance" - you know, the "stuff" that just throws you for a loop, like the market changing or loosing funding?

The answer to the above question depends on your exit strategy?  Planning the start up of your business with the end in mind, as well as an alternative, is prudent.  Here's what I mean:  If you develop a solid product, establish a lucrative service or become hugely famous, at some point you'll be faced with choices, options, and potentially, early retirement.  What happens to your legacy?  Who keeps things going in your stead?  What will your customers do without the niche you've carved into their lives?  It all depends on your exit strategy.

Solid exit strategies can include:

• Successors
• Partners
• Mergers
• Buyouts
• Closure

Training your replacement is smart.  Having someone on hand, BEFORE, they are needed allows you to have the options we discussed earlier.  Waiting until the need arises may limit your effectiveness as a leader.  For example, what if your business grows and now you have to focus on the vision, strategy or some other key component of the business and NOT be in the day to day operations of your business.  If you don't have a trained successor, the level of service could suffer and you could potentially lose the client base you once had.  If this happens, your bottom line is impacted -- your pocket -- and more importantly, your reputation.

Cloning yourself is smart too, because, believe it or not, a business is supposed to serve a singular purpose:  make you money so you can do what's really important in life--whatever you've defined that to be. 

Business owners consider partnerships when the combining of talents suits the overall strategic vision for the business, or when the market trends require a talent that you no longer possess or don't have.  Partners are smart when bringing them to the table offers a financial reward or a trade in talent that cannot be ignored.

Mergers are smart when the acquisition of the other companies talent, patent or market share threatens your existence.  The additional access to revenue or human capital may position you well for keeping your vision alive, while offering you an option to exit the business and still reap the rich rewards.

Buyouts may enable you to recoup your losses or cut the money train while there is still time.  This exit strategy may be smart when your other options are limited and the payout enables you to do what you've always wanted to or to reinvest in another venture that is more attractive.

Closing your doors, while being your last resort, may be your only one.  You know the feeling we've all had when we went to a store that has services us, for what seems to be an eternity, is no longer there.  We've all wondered 'what happened'.  Then, there is a sigh of relief when we hear "they retired to the Virgin Islands" - then we become green with envy wishing it were us instead.  On the flip side of the coin, we're saddened when we hear, "they just couldn't keep it afloat".  For the business owner, this is a smart option when you are sinking more time, money and energy that you actually have to give into a project that is an endless money pit.

So, what about you?  If you got sick today, how will your clients be impacted.  When do you plan to retire?  How?  Think and plan now for your exit strategy.  Keep your business afloat, even when you can't personally do the paddling.

If you have ideas that weren't explored here, please comment and tell us about it.

Resources for exit strategies:

Articles:  Exit Strategies for Your Business; The Four Ds of a Business Exit Strategy; Exit Strategies Resources and References

Mixing, mingling, and learning with my peers

It's coming up fast: the second annual edition of FoVA (the 2009 edition of the Forum on Virtual Assistance). The first conference was held in Toronto, Canada and this upcoming one will be held in very scenic Niagara Falls, beginning June 3, 2009.

I thought the first one was a feat in logistics, considering it's a conference of and for virtual assistants. Way to go Barb! In 2008, I was honoured to not only participate, but to sit on a panel of experts, and talk to the subject of education, training, and standards in our industry. This year's edition has expanded in terms of days held, half and full-day seminars, workshops, and social events. This year I'm presenting a 90-minute session on Windows Vista and Office 2007 tricks, short-cuts, and other fun stuff. But there's so much more happening than that! There are many other experts that will be there: you really should check it out! I'm thrilled that two of the people directly responsible for my virtual assistance training and mentoring will be there: can't wait to see you, Stacy and Dawn! And friends and colleagues I've talked to, corresponded with, or worked with (hey Pam, Barbara, Michelle and many others I know and admire) will be there too. Incredible. Incredibly inspiring!

Some may ask what value is a conference of and for virtual assistants (and I would add, associated colleagues and vendors)? Others may wonder why or how we can have a multi-day conference in such hard economic times. I would answer all such inquiries with two questions. One: is it wrong to to support your colleagues, friends, and industry? And two: what better time to spend [reads, invest] a little money than in bad economic times?

Right now, careers and businesses and lives are not in a 'business as usual' mode. We know this, and if you haven't been directly affected or impacted by it (I have been), you know someone who has. So if you're a virtual assistant, or directly associated with this field--and if you can afford to--right now is the perfect time to bolster the industry. Being part of a conference, contributing your energy and ideas, and pitching FoVA is a big way to bolster the industry. Whether or not you're able to attend our event this year, I urge you to take a serious look at it. Look at the commitment. Look at the people coming, and look at the talent.

Ours is an industry that holds onto its values, and that will not quit. We're growing. Come grow along with us...

The VA as Captain and First Officer

Okay, so I’m an unabashed Star Trek fan; a Trekker versus a Trekkie. E and I, and my brother-in-law, went to see the new Star Trek movie this weekend. (Our movie going triad is a tradition, by the way). I’m giving it a 9 or 9.5 out of 10. On a serious, inspirational note, it got me thinking…

As a virtual assistant (VA), I’ve often considered myself Captain of my ship. If I had a navigator, well, I’d instruct him where to steer the ship. If I had a communications officer, I’d make sure she kept me in constant contact with my extended ‘crew’ (HQ, and the many colleagues I work with). If I had a First Officer, well … wait a sec; I do. It’s me. Now that’s strange. Or is it?

Number One, as s/he is sometimes called in the world of Star Trek, advises and informs the Captain. My alter ego? Not sure about that, but I can safely say there’s more than one Captain in my world. There’s me, as the Captain of my VA ship, and there are the Captains I have partnered with and serve alongside; they are my clients. I think, then, that Number One is busy in two worlds; advising himself (in my case), and providing expert advice, help, and assistance to other Captains who in turn have their own ships.

From one “Captain” then, to others, I’m compelled to say, and genuinely mean the following: I respect you and your businesses. Whether my ‘ship’ is as large as your own, whether our approaches differ, and whether I defer to your expertise or put my own out there for you on full thrusters, I admire you for what you’ve done with your life and career. No easy feat: and I should know. Whether ships in the night that are aligned, even in their individual purposes, or emblems of ideas put into practice, there is much to be said about what we’ve accomplished on our own, and together.

As they’re sometimes wont, our respective ships may occasionally experience erratic behaviour. While I can’t guarantee how quickly I can put them back on course, I can say “Aye. I'm workin' on 'em.”.