Continuing reflections on IVAA Live Summit 2010 (#IVAA10)…
I love discussion panels. They get down to the nitty gritty of how things are done in practice.
The “Multi-VA Practice Panel Discussion” members were evenly divided between multi-va business owners and virtual assistants who belong to such teams (as well as having their own clients). Our multi-va business owner panelists were Terry Green and Kylie Short. Our team member panelists were Stacy Bergsma and Patty Dost.
Not surprisingly, there are several ways to manage a team. It was nice to reconfirm in my mind that we’re already “doing it right” here at Aday VA. I also got some great ideas and advice for improving our processes. A few critical components and my key takeaways from the discussion:
Project management – Whether it’s Basecamp, Central Desktop or another project management tool, have a way for everyone to easily collaborate and track client projects.
It’s a given that virtual assistants have client project management and task tracking systems. Presently we use Basecamp by 37signals, because most clients find it very user-friendly. Some already had their own accounts and simply added us as members. Perfect use of the KISS principle. I maintain my own business account with both private projects and those shared with team and clients. One project is for “Team Aday” itself.
From this discussion I realized that having a team member other than myself serve as project manager is the way to go before long. But I found it surprising that neither team “owner” panelist invoices her clients for project management. The cost is still built into pricing, of course. I do so because a) I like the transparency and ability for clients to see exactly what they’re paying for and b) it’s actually a service item. We juggle quite a lot for our clients and process a high volume of communication, so this is a billable service unto itself that doesn’t belong in overhead. However, now that some of my team is working directly with my clients, I am absorbing most of my own project management time so that clients aren’t double-billed. For example, when a team member does a “gut check” with me on understanding of or best approach to a task or project.
Team meetings – Panelists were split on this issue, with the majority thinking that even though they sound good in theory they’re mostly a waste of time. That if you maintain a good communication flow via your daily collaboration tools, then team meetings don’t add enough value to warrant the hassle of trying to get everyone together at the same time across time zones.
I tend to agree for the most part. This would more often than not be a gathering of contractors, not employees. So not a “staff meeting”. I’m very cognizant of such boundaries, both from a legal and a respect standpoint. Furthermore, if you have dozen or so team members at any given time it may be simply impossible to get everyone together at once. In most cases, regular one-on-one meetings or project team meetings make more sense.
I do like Sandi Silva’s version of the team meeting though, shared with us by Stacy Bergsma I think. Sandi gathers her team periodically (virtually, of course), to give an overview of what’s happening with clients, her business, upcoming projects, etc. I assume there is open discussion as well. I plan to implement this one – probably encouraged but not required. An opportunity for us to come together and share in real-time. Those who are most engaged will make sure to attend. Those who aren’t so committed won’t bother (a little self-weeding), and those who aren’t involved with clients directly or are contracted only occasionally won’t necessarily need to be there.
Maintaining the client relationship – When a team member serves as the client’s lead virtual assistant and performs most of the work, they quickly have the de facto primary relationship. This is needs watching and managing closely. First and foremost, the client must be happy and well taken care of. I’m good at keeping an eye on this, but must get better about letting clients know it – instead of assuming. They’re busy folks, after all! Which is exactly why I tend not to “bother” them. When team members eventually move on though, I want the clients that worked with them to feel confident staying with our company. Effective screening, a non-compete agreement, a good relationship, and open communication discourage subcontractors from “stealing” business. But clients are certainly free to take their business elsewhere. Occasionally a subcontractor – or even a client – goes behind a VA business owner’s back to cut them out and work together directly. But word quickly gets around, making it difficult for that VA to find future collaborative work or for that client to find another VA willing to work with them.
Several good methods of “client touch” from the panel and the room. One is the occasional “pop in” on client/team member discussions, whether in project management comments or email. Make sure clients realize that you are indeed present and watching out for them. This one really appeals to me, being very sensitive to how busy our clients are. I can lend a hand without disrupting.
Another keep in touch method is to hold periodic strategic planning sessions with clients, perhaps quarterly. Feature this in service packages. Review goals and progress, discuss what’s working or needs improvement, and set new goals. Here again, adding value and increasing confidence by staying visible.
Always be in the know – This goes hand-in-hand with maintaining the client relationship. Always review and know what’s going on with client projects.
Denise & Eve - a great team!
Taking it a step further, this is team relationship management. One of my team members, Eve Lindi, attended this panel and commented to the room that she likes and needs to know that those she subcontracts for are keeping an eye on things and are there by her side. She wants that participation. I’ll be making an extra effort in this area, now that I know it’s okay and recommended to be more visible. That it’s not a bother or disruption, rather a responsibility. Honestly, it will feel good to be more hands-on again with those clients. I officially have permission 
Thanks Eve!
Building the team – I make sure to let clients and prospects know that if we can’t do it at Aday VA, we can help find someone who can and even coordinate the work in most cases. Things that require highly specialized knowledge and have legal ramifications I just won’t bring in-house as a service offering. Bookkeeping for instance. But I’ve happily referred capable colleagues and coordinated between them and my clients. In these cases, the contract and financial transaction is between my client and the third-party vendor.
I’m still growing our team, to both add capacity for our core services as well as add closely related services. There’s no shortage of great subcontractors out there, so the quandary has been when to add them! Ideally, in anticipation of client needs. On the other hand, I’ve no immediate work to offer them. A chicken or egg situation, for sure.
What I learned during this panel and had confirmed in several other conversations during the conference is that it’s common and quite okay to contract with these VAs ahead of time. Subcontracting virtual assistants understand the situation and fluctuating nature of the work. They prefer that we do the marketing and selling, then bring them on in time to deliver the results. (Huge sigh of relief!) So when the need arises, I have pre-screened and contracted resources already in place without having to scramble. Seemingly on the fly, Patty Dost – panelist and VA’s VA who literally wrote the book and who currently works with eight teams herself – started a list to match up those of us seeking highly-qualified team members with those wanting to work with us. I can’t wait – thank you Patty!
Thank you to everyone who led and contributed to the discussion during this blockbuster panel.
Next up: Closing keynote by Marsha Petrie Sue on “The CEO of You”.
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