So we offer this list of things to think about as you move through the process.

1. Am I deeply moved and excited by the client's work and personality (do I like who the person seems to be)?

If you're not absolutely jazzed by both, the relationship isn't worth pursuing because it will end up being a huge energy drain for you later on.

2. Does the client clearly understand the concept and power of working with a Virtual Assistant?

Does the client think that "pay for the time you use," means "piecework," or "on a project basis, only," or does he really understand that this is an ongoing, talk and/or communicate in other ways almost daily, kind of thing? If he's thinking piecework/project work, refer him to a local office support services company.

They do that kind of work, all the time.

3. Can the client easily afford my fee?

The key word is "easily." You don't want the client struggling to pay you, and maybe having to choose between paying you or paying the mortgage.

4. Do I really want to barter for services?

When you start your practice, it may seem great to barter with a client. Bartering sometimes seems like a smart way to get what's needed when a business is new. Consider it only if the client has something to barter with that you want and cannot afford to pay for. That's the most important point. If it's something you could pay for, then you have no reason to barter. Don't accept a barter arrangement just to get a client. It will end up being a problem for you later on.

If you're considering a barter, make sure that the client is really terrific at what he offers. Not everyone is a great (or even good) marketer, or coach, or web designer, graphic artist, etc. Check them out before you commit your time and energy. You could end up with next to nothing gained.

And make sure that the barter is for a limited time, and for a specific thing. Don't ever barter unlimited time for, say, two months, in exchange for X. You'll probably end up on the losing end of the deal.

You want to build into your original agreement that the barter arrangement will end at a certain point, and the client will agree to continue to work with you paying your then current fee. If a client balks at that idea, it probably means the client doesn't really want the relationship to be long-term.

Remember that bartering doesn't "excuse" you from claiming the equivalent income for tax purposes. So whatever you barter for, make sure it's really worth it to you.

5. Does what the client says about himself make sense?

If someone claims to be very accomplished, sought after, etc., professionally, making it seem that he's really playing big professionally, yet isn't sure he can afford a VA, or wants to barter, something's not quite right.

Check the client out. Someone who's that accomplished should be jazzed to talk about his work with you.

Ask smart questions, such as:

1. Who's your publisher? Is this your first book? Why did you decide to self-publish?

2. Are you a member of a speaker's bureau?

3. Where did you receive your training as a coach?

4. Have you spoken at any conferences I might have heard of or attended?

5. How long have you been doing X?

6. What other web sites have you designed?

7. Could I see some of the graphics you've created?

The answers will give you more insight.

6. Does the client seem to want a partner for success, or a mother?

Some clients really want someone to come in and make decisions for them. Don't get sucked into this one. It's one thing if a client routinely asks for you input. It's another thing entirely if a client seems to want you to be responsible for business decisions he should be making.

If the client wants you so deeply enmeshed that your taking time off would be problematic, the client most definitely needs to consider something other than working with a VA.

7. Probe deeply, and read between the lines

It's probably not enough to gauge fit from one conversation with a client. You'll want to probe deeply about the client's feelings and attitudes, and share yours about things like values, time, control, trust, standards, work-styles, important v. urgent, give and take, collaboration, privacy, boundaries, confidentiality, giving/receiving praise and criticism, and a number of other vital issues. You want clients where there is congruence on these issues, or at least a basic compatibility.

Be sure to speak your truth, and listen deeply when the client speaks. You need to become skilled at seeing, or hearing both what's said and unsaid in order to understand things clearly.

8. Is the client flexible or rigid?

Flexibility, in terms of processes -- trying new things, trying new ways of accomplishing goals, is a definite plus. Clients who are more rigid will have great difficulty adapting to using a VA (which is all about doing things differently!), and will struggle to even really hear, much less truly consider your great ideas.

9. How many things does the client have going on at this time, and how organized and clear is he about each one?

The more a client wants to do, and the less clear or organized he is, the more grief and hassle it will be to work with him. He needs to be very clear about his path before you can help him, successfully, get to his goals.

10. Does the client fit my ideal client profile?

If so, go for it. If not, ask yourself how much of a fit there is. If it's 80 - 100%, terrific! If it's more like 30 - 40% , forget it.

Don't fill your practice with the wrong clients. You're in business for yourself for a reason --- conceivably one that has you wanting more for yourself than you had in the corporate workplace you left. Don't get sucked into believing that you have to work with every client who shows interest. When you fill your practice with the wrong clients, on the other hand, you won't have space for those who do fit, and it will be hard to get rid of the problem clients down the road.

By being committed to your standards, and by taking your time in assessing the fit of prospective clients, you'll build a virtual business that will truly be of your own creation, and will support you in living a life you love.

Stacy Brice changes work and changes lives. She is a nationally recognized expert on 'virtual officing' and virtual work, and President and Chief Visionary Officer of AssistU, the premier organization training, supporting, coaching, certifying and referring Virtual Assistants. She can be reached via e-mail at stacy@assistu.com, by phone 866/829-6757 or on the web: www.assistu.com.  Article originally appeared in OfficePRO, the publication of the IAAP (www.iaap-hq.org)