As a virtual assistant, what you do best for your clients is create space -- space to focus on the things that really need attention, space to be ready for great opportunities, space to create balance in their lives.

Working in partnership with your clients requires trust. In a very real sense, what you do together is dance. My clients say that the value created in that dance -- our partnership -- is worth more than I could charge.

When I first began working as a virtual assistant I charged ten dollar an hour. I knew I was worth more, but I worked for ten dollars because of what I thought I would gain working with this particular man. I was right; it was a beneficial experience. Soon, however, it was time to move on, and I had to decide how much I was really worth.

As a virtual assistant, you must first develop standards for your business. I chose never to work again *for* someone else. I either work *with* a client, or we don't work together at all. You can choose to work only with people you genuinely like and respect. And, in setting your fees, you can choose never to work again for an amount of money that isn't in alignment with the value you create.

How do you place a dollar amount on the value you create? For me, pricing each service individually was more complex than I could bear. Research showed that in corporate America, my "hard" skills would be worth $17 to $35 an hour, depending on my geographical location. Some of my "soft" skills are invaluable and need to be priced on a case by case basis. There is no ready made answer to how much to charge as a virtual assistant. With nothing concrete to go on, I became a pioneer in the field.

Virtual Assistants must determine not only the value of their work but also the value created in other's lives when they work in partnership with them. Factors include not only earning top dollar for the hard skills you bring to the relationship but also for your invaluable soft skills. You must consider the cost that your client saves in hiring you: equipment, space, furniture, payroll, accountant, benefits, etc..

I offer my clients two fee structures. The first is an hourly rate for actual time used. It is a pay-as-you-go rate, with expenses additional. The rate is determined by factoring in your hard and soft skills; any extras a client does not have to pay by hiring you.

The second fee structure is a monthly retainer, including a set number of hours of my time. Expenses are additional. Unused hours are not credited, and additional hours are billed. When broken down, this rate offers a 20% discount over the pay-as-you-go rate.

The specific numbers are not important. What is important is knowing that you create unique value for your clients. Know what that is and what it's worth -- then, set your fees.

Some people will think your fee is too high. Others may not be able to afford it. Ask yourself, "is this person my ideal client? Do I want to work with him even if I don't charge what I'm worth?" To be a successful virtual assistant, you must be willing to walk away from business where there isn't a fit. If you do discount your fees, make sure the client knows that value is being lost. You must be perceived as someone who does spectacular work and who will not lower fees without the client sacrificing some value.

As downsizing continues in corporations worldwide, the need for masterfully skilled virtual assistants will grow by leaps and bounds. The need is already there, and so are the opportunities if you are willing to take a leap of faith. All you have to do is reach for what you want, provide value to differentiate yourself from others, and stand firm in doing something of value.