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Growing Your Consultancy: When Is It Time to Bring in Additional Support?

Fri, 06 Nov 2026 12:37:44 GMT

Growing your consultancy: when is it time to bring in additional support?

Building a successful consultancy takes time, commitment and a lot of hard work. Whether you're an independent psychologist, coach or running a small consultancy, there often comes a point when the demands of running the business start to compete with the work you actually want to be doing.

As your business develops, so do the responsibilities that come with it. More clients, additional projects, associates, increasing documentation and the day-to-day running of the business can all place additional demands on your time.

You might find yourself spending more time coordinating projects, responding to queries, managing paperwork and keeping things organised, leaving less time for client work, professional development or growing your business.

But how do you know when it's time to bring in additional support, and what type of support might be right for your business?

Recognising when you need additional support

It's not always a sudden realisation that you need help. Often, it's a gradual build-up of competing demands and responsibilities that become increasingly difficult to manage alongside your existing workload.

Some common signs that your business might benefit from additional support include:

You're spending too much time on operational tasks. Tasks such as coordinating projects, managing documentation, arranging meetings, responding to enquiries and keeping records up to date are taking time away from your core work.
Things are becoming harder to keep on top of. Deadlines, client communications, project activities and outstanding actions are increasingly difficult to manage, particularly when several commitments are running concurrently.
You're becoming the bottleneck. Too many tasks, decisions and processes depend on you, making it difficult for work to progress when you're unavailable or focused elsewhere.
You're turning down opportunities. You have the experience and expertise to take on additional work, but simply don't have the capacity to manage the associated demands.
Your processes haven't kept pace with your business. The systems and ways of working that suited you when you first started are no longer sufficient as your client base, projects or associate network grows.

If any of these sound familiar, it might be worth taking a closer look at how your business operates and where additional support could make a difference.

Understanding the demands of a growing consultancy

For psychology and coaching professionals, the work involved in running a business can be particularly varied. Alongside delivering assessments, coaching, consultancy or professional development programmes, there are often numerous operational activities that need to happen behind the scenes.

For example, coordinating an assessment or development centre involves much more than arranging dates. There may be assessors and stakeholders to liaise with, delegate communications to manage, materials to prepare, schedules to coordinate and follow-up activities to organise.

Similarly, working with associate psychologists, coaches or other professionals brings additional responsibilities. These might include onboarding, due diligence, maintaining documentation, coordinating availability, managing contracts and ensuring the necessary checks and records are in place.

Individually, these tasks might seem relatively straightforward. However, when combined with client commitments and several ongoing projects, they can quickly become a significant part of your working week.

Recognising the time and resources involved in these activities is an important first step towards identifying where additional support might help.

What could you delegate?

Delegation doesn't necessarily mean handing over everything you don't enjoy doing. It's about identifying activities that someone else could undertake, freeing up your time and allowing your business to operate more effectively.

Depending on the nature and size of your consultancy, this might include:

Project and programme coordination

Coordinating assessment and development centres.
Managing delegate communications and programme administration.
Preparing materials and supporting documentation.
Coordinating schedules, activities and project deadlines.
Supporting feedback, evaluation and outcomes administration.

Business and operational support

Setting up and maintaining practice management systems.
Developing administrative processes, templates and guidance documents.
Managing client onboarding and supporting documentation.
Coordinating associate onboarding and maintaining compliance records.
Supporting invoicing administration and general business communications.

Ongoing business administration

Managing documentation and maintaining organised records.
Coordinating meetings and communicating with clients or associates.
Tracking outstanding actions and deadlines.
Providing practical support with the day-to-day running of projects and business activities.

The right areas to delegate will depend on your business, your existing resources and where your time is currently being spent.

It's also worth remembering that delegation isn't just about removing tasks from your to-do list. Done well, it can help establish more consistent processes, improve organisation and create additional capacity across your business.

Finding the right type of support

There isn't a single approach that works for every business. The right solution will depend on the type of work you need help with, how regularly you need it and whether you require additional capacity, specialist expertise or a combination of both.

Some businesses may benefit from employing someone directly, particularly where there is a consistent requirement for an internal role. Others might prefer to work with associates or independent professionals who can provide additional capacity for specific projects or areas of expertise.

Outsourcing business and operational support can also be a practical option, particularly for smaller consultancies that need experienced assistance but don't necessarily have enough work to justify employing someone.

A virtual support arrangement can offer flexibility, allowing you to access help with specific tasks, ongoing operational activities or project-based requirements without the additional commitments associated with employing someone.

It's important to consider not just the cost, but also the experience, skills and understanding that someone can bring to your business.

For psychology and coaching consultancies, working with someone who understands the professional environment, the nature of the work and the importance of confidentiality can be particularly valuable.

Making additional support work for your business

Bringing someone into your business is an investment in both your time and your operations. To get the most from that relationship, it's worth putting some thought into how you work together.

A few things to consider include:

Be clear about what you need. Identify the activities you want support with, the outcomes you're looking for and any particular skills or experience required.
Establish clear responsibilities. Make sure everyone understands their role, what they are responsible for and where decisions or approvals remain with you.
Put appropriate processes in place. Sharing relevant guidance, templates and procedures can help ensure tasks are completed consistently and to the required standard.
Consider confidentiality and information security. Where client or other sensitive information is involved, ensure appropriate agreements, access controls and secure working arrangements are in place.
Maintain regular communication. Having agreed ways to share updates, discuss priorities and address any issues helps keep work moving and avoids unnecessary duplication.

You don't need to have everything perfectly organised before bringing in support. In fact, an experienced support professional may be able to help you identify opportunities to improve existing processes and introduce more structure.

The important thing is to establish a working relationship that is practical, transparent and suited to the way your business operates.

Making space to focus on what matters

Growing a consultancy doesn't always mean taking on more clients, employing more people or expanding into new areas of work. Sometimes, it's about making better use of the resources you already have and ensuring that the business can operate effectively without every responsibility resting with you.

Having the right support in place can create more time for client work, professional development, business development and the activities that you most enjoy.

It can also help reduce the pressure of managing everything yourself, while providing greater consistency and continuity across your business.

If you're finding that the operational demands of running your consultancy are taking up more of your time than you'd like, it might be worth considering what additional support could look like.

How could additional support help your business?

At ExecutiveVA, I provide specialist virtual project, operational and business support to psychologists, coaches and consultancies working across psychology, leadership and professional development.

With over 22 years' experience in psychology and professional development environments, I understand the practical demands involved in coordinating projects, supporting professional services and keeping business operations running smoothly.

Whether you need help with a particular project, ongoing operational activities or additional capacity as your business develops, I offer flexible support shaped around your requirements.

Find out more about ExecutiveVA's services or get in touch to arrange an initial conversation about how I could support your business.

Right to Work changes from October 2026: what psychology and coaching consultancies should know

Tue, 20 Oct 2026 11:32:01 GMT

Right to Work changes from October 2026: what psychology and coaching consultancies should know

If your consultancy works with associate psychologists, coaches or other independent professionals, there has been an important change to Right to Work requirements that came into effect on 1 October 2026.

While the changes won't affect every consultancy in exactly the same way, they are a good reason to review how associates are engaged, onboarded and managed within your business.

Many psychology and coaching consultancies deliver work through a trusted network of associates. You might hold a contract with a local authority, employer or other organisation and then engage independent professionals to deliver assessments, coaching, development programmes or specialist services on your behalf.

It's a flexible and effective way of working, but the recent changes to Right to Work rules mean it's worth checking that your processes still reflect current requirements.

What changed?

Until recently, Right to Work checks were mainly associated with employers hiring employees.

From 1 October 2026, the rules were expanded to cover additional working arrangements, including:

Individuals engaged under a worker's contract
Individual subcontractors in certain arrangements
Some online matching platforms that connect service providers with clients

This comes from a new law (Section 48 of the Border Security, Asylum and Immigration Act 2025), which widens who counts as "employed" for Right to Work purposes. In practice, the focus is on individuals who personally carry out work under your business's contract, including where the work passes down a chain of contracts, rather than on genuinely independent businesses.

The aim is to help prevent illegal working across a wider range of working arrangements, rather than focusing solely on traditional employment relationships.

It's important to note that this does not automatically mean every self-employed associate, freelancer or consultant now requires a Right to Work check.

Whether the rules apply depends on the nature of the arrangement, how services are delivered and the contractual structure involved.

For most consultancy owners, the key message is simple:

If you work with associates or subcontractors, now is a sensible time to review your onboarding and compliance processes.

If someone without the right to work is engaged and the required check wasn't done properly, the Home Office can fine the business up to £45,000 per person (up to £60,000 for a repeat breach within three years). Doing a correct check before work starts gives you what's called a "statutory excuse", which simply means you're protected from that fine.

The good news is that this doesn't apply backwards. The changes are generally intended to apply to relevant engagements commencing on or after 1 October 2026, although businesses should review the latest Home Office guidance for any transitional arrangements that may affect them.

Why might this matter for consultancies?

Let's take a common example.

A psychology consultancy wins a contract to deliver a programme for a client.

Rather than employing everyone directly, the consultancy engages associate psychologists, coaches or other specialists to deliver some or all of the work.

The arrangement might look something like this:

Client → Consultancy → Associate → Service Delivery

The consultancy remains responsible for delivering the service, but the work itself may be carried out by one or more associates.

Under the updated rules, organisations using associate delivery models may wish to review whether any Right to Work obligations arise within those arrangements and, if so, who is responsible for meeting them.

So, do all associates need a Right to Work check now?

Not necessarily.

One of the biggest misconceptions around these changes is that every self-employed person automatically falls within the new requirements. That’s not the case. Simply calling someone an associate, freelancer or subcontractor doesn’t decide whether the rules apply. What matters is the nature of the relationship and how the work is actually delivered in practice.

Broadly, as I understand it, independent businesses (trading in their own name or through their own limited company, and contracting directly with their own clients) are outside the new rules. An individual you engage to personally do work under your contract, including as an individual subcontractor or through a chain of contracts, is likely to be in scope.

For example, if your consultancy contracts with a client and then engages an individual subcontractor to personally carry out that work, it’s worth reviewing whether the arrangement falls within the scope of the updated rules.

Associates who work through their own limited company can be one of the more complex areas. If the company sits within a chain (for example Client → your consultancy → the associate’s company), it’s worth checking the Home Office guide or taking advice on your own arrangement.

This is one of the reasons why legal or HR advice can be helpful where the position is unclear.

Who is responsible for carrying out checks?

This is one of the questions many consultancy owners are asking.

The answer isn't always straightforward.

Depending on the arrangement, more than one organisation may need to consider its responsibilities.

For example:

A commissioning client may have responsibilities of its own.
A consultancy engaging associates may need to consider whether checks are required.
Other organisations involved in the delivery chain may also need to review their position.

What is important is not to assume that responsibility automatically sits with somebody else.

If you rely on another party in the chain to carry out checks, put in writing who does what, how evidence is kept, and how you can verify it.

If you're relying on associates, subcontractors or other delivery partners, it's worth taking the time to understand what responsibilities apply to your own organisation.

What should consultancies do now?

For many businesses, this isn't about introducing a huge new administrative process.

It's about reviewing existing arrangements and making sure your onboarding and compliance procedures are fit for purpose.

1. Review how services are delivered

Start by mapping out how work is delivered within your consultancy.

Ask yourself:

Who contracts with your business?
How do associates become involved?
Do associates personally deliver the work?
Are there additional subcontracting arrangements involved?
Who is responsible for onboarding and allocating work?
Can an associate send a substitute or colleague in their place?

A simple diagram of your delivery model can often highlight areas that may need further review.

2. Review associate agreements and onboarding processes

Take a fresh look at the agreements and processes you already have in place.

Do they clearly reflect:

The nature of the engagement?
The responsibilities of each party?
How compliance requirements are managed?
What information is collected during onboarding?

It's also worth checking that your documentation reflects how the relationship works in practice, not just how it is described on paper.

Substitutes matter too. If an associate is allowed to send someone else in their place, that person needs to be checked before they start, not just the associate you originally engaged. It's worth making sure your associate agreement is clear about whether substitution is allowed at all. A solicitor can help you word this.

3. Establish whether checks are required

Where arrangements fall within scope, any required Right to Work checks should be completed before work begins.

The Home Office provides several approved methods, including:

Manual document checks
Online Right to Work checks
Approved digital verification services where applicable

If you use an online ID checking service rather than checking documents yourself, it needs to be one that is officially approved for Right to Work checks, otherwise it won't give you that protection. The Home Office online share code service and manual document checks are still available.

The correct approach depends on the individual's circumstances, so it's important to refer to current guidance rather than relying on old processes or assumptions.

Some people only have time limited permission to work in the UK. For them, a single check at the start isn't enough: you need a diarised follow up check before their permission expires, and missing it can expose you to a penalty for the period afterwards.

4. Keep good records

Where checks are required, keeping accurate records is just as important as carrying out the check itself.

A clear process should include:

Recording when checks were completed
Retaining the required evidence
Tracking any follow-up requirements
Storing information securely
Limiting access to those who genuinely need it

As with any personal data, records should be handled in line with data protection requirements.

The standard Home Office rule is to keep evidence for the duration of the engagement and for two years afterwards.

5. Update your onboarding checklist

If you already have an onboarding process for associates, this is a good opportunity to review it.

You may want to include:

Questions that help establish whether checks are required
A documented checking process
Record keeping requirements
Follow-up reminders where necessary
Escalation routes for unusual or complex cases

The aim is to build compliance into your existing process rather than treating it as a separate task that can easily be overlooked.

6. Talk to your clients where appropriate

If you deliver services under contracts with local authorities, employers or other organisations, it may be worth discussing how responsibilities are managed.

Clarifying expectations early can help avoid confusion later and ensure everyone understands their role within the process.

Expect some clients, particularly public sector ones, to ask for contract clauses or written assurances about checks on anyone delivering their work. You may also be asked to outline your process or confirm your checks during public sector tender bid applications too.

7. Apply processes consistently

Whatever process you adopt, make sure it is applied consistently and fairly.

The focus should always be on following the appropriate checking process and treating people fairly and professionally.

Check everyone in scope in the same way. Don't single out people based on nationality, accent, appearance or assumptions about their background, and don't ask for more or different documents than the guidance requires. Unfair treatment can lead to discrimination claims, and the updated Code of Practice emphasises this.

What about long-standing associates?

I f you've worked with some associates for years, it can be tempting to assume everything is already covered.

As a reminder, the rules are not retrospective, so you are not expected to re-check every existing associate. However, an engagement that begins on or after 1 October 2026 (for example, a new contract or project with a long-standing associate) may be treated as new, and any follow up checks that fall due from that date follow the new process. If in doubt about whether a renewed or extended arrangement counts as new, ask for advice.

It's also generally best not to assume that an old passport copy, a previous client's approval or a check carried out years ago will automatically meet current requirements.

What if I only use an associate for a one-off or short-term client project?

Many consultancies bring in associates for specific pieces of client work rather than maintaining a large ongoing associate team.

For example, you might engage a specialist coach for a leadership programme, a psychologist for an assessment project or another consultant to support a short-term contract.

It can be tempting to assume that because the engagement is temporary or a one-off project, the Right to Work requirements won't apply.

However, the length of the engagement is not necessarily the deciding factor.

The updated rules focus on the nature of the arrangement and how services are delivered, rather than whether someone is working with you for a few weeks, a few months or on a single project. Whether any obligations apply will depend on the specific circumstances and contractual arrangements involved.

It's a good idea to apply a consistent onboarding process whenever you engage associates, even for short-term or one-off projects. This can help ensure that important checks, records and decisions are not overlooked when a project needs to be staffed quickly.

If you're unsure whether a particular arrangement falls within the scope of the updated rules, seek advice from a suitably qualified legal, HR or immigration professional to help clarify your position.

Keeping the process manageable

For most consultancies, the goal isn't to create more paperwork.

It's to have a clear, consistent process that supports compliance while remaining practical and proportionate.

A good starting point is to:

Review how services are delivered.
Identify arrangements that may require further assessment.
Update onboarding processes where needed.
Keep accurate records.
Seek specialist advice where the position isn't clear.

In many cases, a few improvements to existing onboarding and administrative processes may be all that's needed.

How ExecutiveVA can help

Keeping on top of onboarding, documentation, due diligence and compliance processes can be time consuming, particularly when you're managing multiple associates, projects and client contracts.

I provide specialist virtual assistant, project management and operational support to psychology and coaching professionals and consultancies.

This can include helping to organise onboarding processes, coordinate documentation, maintain records, track outstanding actions and keep administrative processes running smoothly.

My role is not to provide legal or immigration advice. Instead, I help businesses put practical systems and processes in place so that important tasks don't get missed.

Further information

For the latest guidance, visit:

Home Office: Right to Work checks - employer's guide

GOV.UK: Employment status and rights checklist for employers and other engagers

Disclaimer: This article provides general information and awareness of the Right to Work changes that took effect on 1 October 2026. It is not legal, immigration or employment advice. Whether the rules apply to a particular arrangement will depend on the specific contractual structure and working practices involved. Consultancies should refer to current Home Office guidance and seek professional advice where appropriate.

Data Protection & Compliance: A Practical Checklist for Psychology and Coaching Businesses

Tue, 20 Oct 2026 10:14:42 GMT

Data Protection & Compliance: A Practical Checklist for Psychology and Coaching Businesses

Is your business handling personal information securely and responsibly?

Whether you run an independent psychology or coaching practice, manage a consultancy or work with associate practitioners, data protection is an important part of running your business.

From client records and assessment reports to employee details, marketing databases and business correspondence, organisations can hold a considerable amount of personal information. Understanding what you collect, why you need it, how it is stored and who can access it is essential to managing that information responsibly.

UK data protection requirements are not simply about having a Privacy Policy on your website. They also involve the day-to-day processes, systems and working practices used to collect, access, share, retain and dispose of personal information.

If you are unsure where to start, the following checklist highlights areas worth reviewing.

A practical data protection checklist

1. Understand your responsibilities

Familiarise yourself with the data protection requirements relevant to your business, including the UK GDPR and the Data Protection Act 2018, as amended.

The Information Commissioner's Office (ICO) provides guidance to help organisations understand their responsibilities.

Start with the ICO's Guide to Data Protection .

2. Understand what personal information you hold

Carry out a review of the personal information your business collects and stores.

Consider information held in:

Client records, assessment reports and psychometric documentation.
Employee, associate and contractor records.
Emails, shared drives and document management systems.
Laptops, mobile phones and other devices.
Paper files, notebooks and printed documents.
Practice management systems, cloud platforms and third-party applications.

Identify what information you hold, where it is stored, why you need it, who can access it and whether it is shared with other organisations.

3. Establish your lawful basis for processing

You need an appropriate lawful basis for processing personal information. The correct basis depends on what you are doing, why you are doing it and the circumstances involved.

Consent is only one of the available lawful bases and is not automatically the right choice for every activity.

Document the basis you rely on for each relevant purpose and ensure your privacy information explains how and why personal information is used.

The ICO explains the options in its Guide to Lawful Basis .

4. Take extra care with sensitive information

Psychology and coaching practices may handle special category data, such as information about a person's health. Some work may also involve criminal offence data.

These types of information have additional legal requirements. For special category data, you generally need both a lawful basis under Article 6 of the UK GDPR and an applicable condition under Article 9. Criminal offence data has its own requirements.

Review what information you collect, whether you genuinely need it, how it is protected and who is authorised to access it.

Seek specialist advice if you are unsure which legal conditions apply to your work.

5. Review your privacy information and policies

Check that your privacy notices accurately explain how personal information is collected and used, including the purposes, lawful bases, retention periods and relevant individual rights.

Depending on your business and the way you operate, you may also need internal data protection policies, records of processing activities, confidentiality procedures and other supporting documentation.

Remember to review your website Privacy Policy, client agreements, associate contracts, employee notices and relevant communications when your processes or purposes change.

Templates can be a useful starting point, but they should reflect your actual business activities and legal obligations.

6. Check your contracts and working relationships

If you work with associate psychologists, coaches, subcontractors, virtual assistants or other service providers, consider how personal information is shared and each party's responsibilities.

Establish whether each party acts as a data controller, joint controller or data processor for the particular activity. These roles depend on the actual arrangements, rather than simply the job title or contractual label.

Where a controller engages a processor, a contract containing the required data protection provisions is generally necessary. You should also consider appropriate due diligence, confidentiality, security arrangements and what happens when the working relationship ends.

Do not assume that a standard confidentiality clause alone covers every data protection obligation.

7. Review your security arrangements

Consider whether the technical and organisational measures you have in place are appropriate for the information you handle and the risks involved.

Areas to review include:

Strong passwords and multi-factor authentication.
Device security, encryption and software updates.
Access permissions and the principle of least privilege.
Secure storage, sharing and transfer of documents.
Backups and recovery arrangements.
Staff and associate awareness of phishing and other cyber risks.
Procedures for removing access when someone leaves a project or organisation.

Security is not just about technology. Clear processes and appropriate working practices are equally important.

8. Set appropriate retention and disposal arrangements

Keeping information indefinitely is rarely a sensible default.

Establish how long different types of records need to be retained, taking account of their purpose, applicable legal and professional requirements, contractual obligations and any relevant circumstances.

Create a retention schedule where appropriate, review records periodically and securely delete or anonymise information when it is no longer needed.

Psychology practices and consultancies may have different retention requirements depending on the type of service, client group, professional obligations and contractual arrangements. Avoid applying one blanket retention period to every record.

The ICO provides guidance on storage limitation and data retention .

9. Check third-party software and international transfers

Consider the systems and suppliers your business uses, including practice management software, cloud storage, email platforms, video conferencing and online assessment tools.

Understand where personal information is stored, who can access it, the supplier's role, the relevant contractual safeguards and whether any international transfer requirements apply.

Using a software provider based outside the UK does not automatically mean that a restricted international transfer is taking place. The actual arrangements need to be assessed.

The ICO explains the relevant rules in its Guide to International Transfers .

10. Know how to respond to individual rights requests

Individuals have rights in relation to their personal information, including rights of access and, in certain circumstances, rectification, erasure, restriction and objection.

Make sure you can recognise a request, identify who is responsible for handling it, locate relevant information and respond within the applicable time limits.

For example, a subject access request will generally need to be answered within one month, subject to the rules and circumstances that may affect the deadline.

See the ICO's guidance on subject access requests .

11. Prepare for a personal data breach

A data breach might involve sending a report to the wrong recipient, losing a device, exposing records through incorrect access permissions or discovering that an account has been compromised.

Have a process for reporting, recording, assessing and responding to suspected incidents. Make sure the relevant people know what to do and who to contact.

Some personal data breaches must be reported to the ICO within 72 hours of becoming aware of them, where the legal reporting threshold is met. Affected individuals may also need to be informed in certain circumstances.

You should not wait until every detail is known before taking appropriate action.

The ICO provides practical guidance on personal data breaches.

12. Review training, accountability and ongoing compliance

Data protection is an ongoing responsibility rather than a one-off exercise.

Ensure that staff, associates and others who handle personal information understand the procedures relevant to their roles. Review arrangements when you introduce new software, change suppliers, expand your services or begin processing different types of information.

Depending on your circumstances, you may also need to assess whether you must pay the ICO's data protection fee, appoint a Data Protection Officer or undertake a Data Protection Impact Assessment.

These requirements depend on your organisation and activities, so check the relevant guidance rather than assuming they apply universally.

You can find out more about the ICO's data protection fee and registration requirements .

Turning your review into action

A checklist is a useful starting point, but identifying an issue is only the first step.

Once you have reviewed your arrangements, record any gaps, prioritise the risks and create an action plan. Assign responsibility for each action, agree realistic timescales and review progress.

You may find it helpful to work through the following questions:

What needs to change?
Who is responsible for making the change?
Does the action require specialist legal, data protection or IT advice?
What process, policy or documentation needs updating?
How will you check that the change has been implemented effectively?

Keeping appropriate records of your decisions and actions can help you demonstrate how you approach your data protection responsibilities.

How ExecutiveVA can help

Putting processes in place, maintaining documentation and keeping operational tasks on track can take considerable time, particularly when you are also managing client work and running a business.

ExecutiveVA provides specialist project, operational and business support to psychology and coaching professionals and consultancies. Depending on your requirements, this may include administrative support with organising documentation, coordinating implementation tasks, maintaining process records and helping keep agreed actions moving.

I do not provide legal advice or undertake formal data protection compliance assessments. Where specialist interpretation of legislation or advice on your obligations is required, you should consult an appropriately qualified data protection professional or solicitor.

If you need practical support with the administrative and organisational work involved in implementing agreed processes, get in touch with ExecutiveVA to discuss your requirements.

A useful starting point is the Information Commissioner's Office (ICO), the UK's independent regulator for data protection and information rights.

Disclaimer: This article provides general information only and is not legal advice. Data protection requirements depend on your circumstances and may change. Always consult current official guidance and seek specialist advice where appropriate.

Finding Public Sector Tender Opportunities: A Guide to CPV Codes for Psychology, Coaching and Consultancy Services

leylahayes@aol.com (Leyla Hayes-Wright) — Wed, 26 Feb 2025 00:00:00 GMT

Finding public sector tender opportunities: A guide to CPV codes for psychology, coaching and consultancy services

Public sector organisations regularly commission external services across psychology, coaching, assessment, research, training and professional development. These opportunities can be relevant to independent practitioners, specialist providers and consultancies working across Occupational, Clinical, Forensic and Educational Psychology.

However, finding relevant opportunities can take time. Tender notices do not always use the terminology you might expect, and searching only for phrases such as “psychology services” or “educational psychologist” may mean you miss potentially suitable work.

One way to make your searches more effective is to use Common Procurement Vocabulary (CPV) codes alongside relevant keywords.

In this guide, we explain what CPV codes are, where to look for public sector opportunities and which codes may be useful when searching for psychology, coaching and related services.

What are CPV codes?

CPV codes are a standardised classification system used by public sector organisations to describe the goods, services and works they are looking to procure.

Each code relates to a particular category of service. When a contracting authority publishes a tender opportunity, it will usually assign one or more CPV codes to help describe what it is buying.

Searching by CPV code can help you identify opportunities that may not be obvious from the tender title or description alone. It can also help you broaden your search beyond the specific terminology used by your own profession or specialism.

Some codes are quite specific, while others cover broader areas such as health, education, research, consultancy and training. It is therefore worth using a combination of codes and keyword searches rather than relying on one code alone.

Where can you find public sector tender opportunities?

The main place to search for public sector procurement opportunities across the UK is Find a Tender .

Since 24 February 2025, the enhanced Find a Tender service has operated as the UK's Central Digital Platform under the Procurement Act 2023. It allows suppliers to search for opportunities, register their organisation, maintain core business information and set up alerts for relevant notices.

You may also find it useful to search:

Contracts Finder – provides access to government contract opportunities and information about previous contracts. It remains useful as a supplementary search resource, particularly for historical opportunities and procurements operating under earlier rules.
Public Contracts Scotland – for public sector opportunities in Scotland.
Sell2Wales – for public sector opportunities in Wales.
eTendersNI – for public sector opportunities in Northern Ireland.

It is also worth checking the procurement pages of local authorities, NHS organisations, universities and other public bodies, as well as any e-tendering portals they use.

A note on procurement changes: The Procurement Act 2023 came into force on 24 February 2025, changing how many public sector opportunities are advertised and managed. Find a Tender is now the central platform for new procurements covered by the Act. Older procurements and certain existing frameworks may continue under the previous rules, so you may encounter references to different processes and platforms. Healthcare service procurements in England may also fall under the separate Provider Selection Regime, rather than the Procurement Act. Always check the procurement documents and applicable process for the individual opportunity.

Which CPV codes should you search?

The codes below are intended as a starting point when looking for opportunities relevant to psychology, coaching and consultancy services.

Some codes are relevant across more than one specialism. For example, 85121270 – Psychiatrist or psychologist services is a broad classification that can apply to Occupational, Clinical, Forensic and Educational Psychology.

Other codes relate to wider services, such as education, health, research, consultancy and training. These may help you identify opportunities where psychological expertise forms part of a wider service, but they will not necessarily be relevant to every practitioner or provider.

Occupational Psychology

Occupational Psychology services can be commissioned across recruitment and selection, assessment and development centres, organisational development, leadership, coaching, employee wellbeing, workforce research and evaluation.

Potentially relevant CPV codes include:

CPV code and Description

85121270 Psychiatrist or psychologist services

71319000 Expert witness services

72221000 Business analysis consultancy services

73000000 Research and development services and related consultancy services

73200000 Research and development consultancy services

73210000 Research consultancy services

79313000 Performance review services

79315000 Social research services

79400000 Business and management consultancy and related services

79410000 Business and management consultancy services

79411000 General management consultancy services

79414000 Human resources management consultancy services

79600000 Recruitment services

79634000 Career guidance services

79635000 Assessment centre services for recruitment

79998000 Coaching services

80500000 Training services

80510000 Specialist training services

80570000 Personal development training services

Clinical Psychology

Clinical Psychology services may be commissioned by NHS organisations, local authorities and other public sector bodies. Opportunities can include psychological assessment, clinical services, consultation, counselling, research and specialist training.

Potentially relevant CPV codes include:

CPV code and Description

85100000 Health services

85121270 Psychiatrist or psychologist services

85312300 Guidance and counselling services

85312320 Counselling services

79315000 Social research services

80510000 Specialist training services

Forensic Psychology

Forensic Psychology services may be commissioned by organisations working across criminal justice, prisons, probation, rehabilitation, secure settings and related services. Opportunities may include psychological assessment, expert evidence, rehabilitation, consultation and research.

Potentially relevant CPV codes include:

CPV code and Description

71319000 Expert witness services

75231200 Services related to detention or rehabilitation of criminals

75231240 Probation services

85100000 Health services

85121270 Psychiatrist or psychologist services

85312300 Guidance and counselling services

85312510 Vocational rehabilitation services

79315000 Social research services

Educational Psychology

Educational Psychologists are often commissioned by local authorities to provide psychological advice as part of the statutory Education, Health and Care (EHC) needs assessment process. Other opportunities may involve consultation, assessment, advice to schools and settings, wider SEND services, research and training.

For statutory EHC needs assessment work, 85121270 – Psychiatrist or psychologist services is particularly important. It has been used in actual public sector tender notices for Educational Psychologists providing advice and assessments as part of the EHC needs assessment process.

Potentially relevant CPV codes include:

CPV code and Description

85121270 Psychiatrist or psychologist services

85100000 Health services

80000000 Education and training services

80100000 Primary education services

80200000 Secondary education services

80340000 Special education services

85300000 Social work and related services

85311300 Welfare services for children and young people

85312300 Guidance and counselling services

85312310 Guidance services

79315000 Social research services

80500000 Training services

80510000 Specialist training services

The education and children's services codes are broader classifications. They may help identify opportunities connected with SEND, education or children's services, but they do not specifically describe Educational Psychology assessments. It is worth prioritising 85121270 when searching for statutory EHC assessment work.

Cross-specialism and wider consultancy services

Some opportunities may not sit neatly within one psychology specialism. For example, a contract might involve research, evaluation, organisational development, leadership, coaching, training or project delivery.

The following codes may be useful across several areas of psychology and professional development:

CPV code and Description

72221000 Business analysis consultancy services

72224000 Project management consultancy services

73000000 Research and development services and related consultancy services

73210000 Research consultancy services

73220000 Development consultancy services

79315000 Social research services

79330000 Statistical services

79400000 Business and management consultancy and related services

79410000 Business and management consultancy services

79411000 General management consultancy services

79411100 Business-development consultancy services

79414000 Human resources management consultancy services

79998000 Coaching services

80500000 Training services

80510000 Specialist training services

80570000 Personal development training services

Please note: CPV codes are not exclusive to individual professions or specialisms, and the lists above are not exhaustive. Some descriptions cover broad service areas rather than a specific psychological service. Check the official CPV classification and the full tender specification before deciding whether an opportunity is relevant to your work.

Tips for making your tender searches more effective

Once you have identified some potentially relevant CPV codes, a few simple steps can help make your searches more productive.

1. Use more than one CPV code

Avoid relying on a single code. A local authority looking for Educational Psychology support, for example, may use a different classification from one commissioning a wider education or children's service. Searching across several relevant codes can help you identify opportunities you might otherwise miss.

2. Combine CPV codes with keywords

Try searching using a mixture of professional terminology and the language commonly used by commissioning organisations. Depending on your specialism, this might include:

Educational Psychology, EHC needs assessments, EHCP, SEND and statutory assessment
Occupational Psychology, assessment centres, psychometric assessment, organisational development and leadership
Clinical Psychology, psychological assessment, psychological services and clinical consultation
Forensic Psychology, expert witness, psychological reports, rehabilitation and probation
Coaching, leadership development, workforce development, research and evaluation

It is also worth trying different variations of the same phrase. Tender notices do not always use consistent terminology.

3. Set up saved searches and alerts

Where the procurement platform allows it, create an account and save searches using your preferred CPV codes and keywords. Email alerts can help you keep track of new opportunities without having to repeat the same searches manually.

4. Look beyond the tender title

An opportunity may be described in broad terms, such as health services, education services or consultancy. Read the full description and specification before dismissing it. The detail may reveal that the organisation is looking for a particular type of psychological expertise or professional service.

5. Check whether the opportunity is suitable before investing time in a bid

Not every opportunity will be a good fit. Before committing time to a tender, consider:

Whether the services requested match your expertise and professional qualifications.
Whether the contract is for an individual practitioner, an organisation or a multidisciplinary provider.
Whether there are specific registration, accreditation or professional membership requirements.
Whether you can meet the insurance, safeguarding, data protection and other contractual requirements.
Whether the timescales, geographical requirements and expected volume of work are realistic.
Whether the contract value and payment arrangements make the opportunity commercially viable.

It can be helpful to review the selection criteria and specification early in the process so that you can decide whether the opportunity is worth pursuing.

A final thought

Finding relevant public sector opportunities is not always straightforward, particularly when services are described using broad or inconsistent terminology. Using CPV codes alongside keywords can make your searches more targeted and help you identify opportunities across different areas of psychology, coaching and consultancy.

The codes in this guide are a starting point rather than a definitive list. It is worth reviewing and refining your searches over time as you become familiar with the terminology used by different commissioning organisations and the types of opportunities they publish.

For further information, you can consult the official CPV classification and the latest procurement guidance on GOV.UK .

This article is intended as a general guide to finding tender opportunities. It is not procurement or legal advice. Always check the current guidance and the requirements of the individual contracting authority.

3 Signs You Could Benefit from Outsourcing Business Support

Fri, 04 Nov 2022 18:52:21 GMT

3 Signs You Could Benefit from Outsourcing Business Support

"I frequently wished I could clone myself!"

When you run a psychology or coaching practice or consultancy, there is always something that needs your attention.

Alongside client delivery, there are projects to coordinate, reports to prepare, processes to manage, emails to respond to and business tasks that cannot simply be ignored.

It can be difficult to find the time to do everything well, particularly when your diary is already full of client work.

Over the years, I’ve seen how easily capable, experienced professionals can become stretched between delivering work for clients and keeping everything else moving behind the scenes.

Here are three signs that some additional project, operational or business support could make a difference.

1. You frequently wish you could clone yourself

Ever found yourself wishing you could be in two places at once?

Perhaps you're delivering an assessment, running a coaching session or working with a client, while emails are accumulating, project deadlines are approaching and there are several administrative tasks waiting for your attention.

You know those tasks need doing, but finding the time to do them can be another matter.

Some tasks get squeezed into the gaps between appointments. Others are pushed to the end of the day, when your energy is running low. You might find yourself catching up in the evenings or at weekends because there wasn't enough time during the working day.

And it's not always work that loses out. Perhaps you want to spend your non-client facing days getting on top of your business, but you also want time for family life, personal interests or simply a proper break.

The problem isn't necessarily that you're disorganised or inefficient. It may be that you're trying to fit too many different responsibilities into the time available.

**This is where flexible support can help.**

Depending on your needs, that might mean coordinating a project, organising assessment materials, proofreading and formatting reports, supporting associate onboarding, updating documentation or helping keep business processes on track.

Rather than having to manage every task yourself, you can bring in experienced support for the work that needs doing.

You don't necessarily need to recruit an employee or commit to a permanent increase in staffing. Outsourcing can provide additional capacity for a particular piece of work, a busy period or ongoing support, depending on what your business needs.

And no, you don't need a cloning machine!

2. You're missing opportunities to develop your business

When you're busy delivering work for clients, it can be difficult to find the headspace to think about what's next.

Perhaps you'd like to develop relationships with new clients, respond to tender opportunities, explore a new service or make changes to the way your business operates. You might have ideas about how to grow, but the time needed to put them into action never quite materialises.

For some independent professionals, a substantial proportion of their working week may be committed to associate work. This can provide valuable and consistent work, but it can also leave limited capacity to pursue opportunities directly or develop their own business.

Meanwhile, operational tasks still need attention. Proposals need preparing, processes need maintaining, associates need onboarding and projects need coordinating.

When everything feels urgent, longer-term business development can easily slip down the list.

Over time, you may find yourself spending most of your working week responding to what needs doing now, rather than making progress on what you want your business to become.

Bringing in support won't automatically create new business opportunities, but it can free up some of the time and attention needed to pursue them.

For example, support with tender preparation, research, project coordination, documentation or routine operational processes can help reduce the amount of work you need to manage personally.

That gives you more scope to focus on the activities that need your expertise, judgement and professional relationships.

3. You're spending too much time on work that doesn't make the best use of your skills

You've spent years developing your professional expertise. You enjoy working with clients, applying your knowledge and helping people or organisations achieve their goals.

Yet a significant part of your working week might be taken up with tasks that don't require your particular expertise.

Perhaps you spend hours formatting reports, organising project documentation, coordinating assessment materials or trying to get several moving parts of a client assignment to come together.

These tasks are important. They help your business operate effectively and support the quality of your client delivery. But that doesn't necessarily mean you need to do every one of them yourself.

It's worth looking at how you spend your time and asking a few questions:

Which tasks genuinely require my professional expertise?
Which tasks could someone else undertake with the right information and guidance?
What keeps being postponed because client delivery takes priority?
Which responsibilities leave me feeling stretched without making the best use of my skills?
What would I do with the time if I had more capacity?

Delegation isn't about dismissing administrative or operational work as unimportant. It's about recognising where your time, experience and attention are most valuable.

For psychology and coaching professionals, that might mean retaining responsibility for clinical, psychological or coaching decisions while bringing in support for the coordination, documentation and operational tasks that sit around the work.

The right division of responsibilities will look different for every business. The aim is to find an approach that works for you, your clients and the way you deliver your services.

You don't have to do everything yourself

Running a successful practice or consultancy involves much more than delivering excellent work to clients.

There are projects to coordinate, processes to maintain, people to organise and business responsibilities that need attention. Finding the right balance can be challenging, particularly when you're managing several client commitments at once.

Outsourcing some of that work can provide additional capacity without necessarily committing to another employee. You can choose the tasks you need help with and arrange support around your priorities.

At ExecutiveVA, I provide specialist virtual project, operational and business support to psychology and coaching professionals and consultancies. My work ranges from coordinating client projects and supporting associate onboarding to maintaining business processes and helping with the documentation that keeps work moving.

With more than 22 years of experience across psychology and professional development, I understand the sector and the demands that come with delivering work for clients.

Whether you need help with a specific piece of work or ongoing support behind the scenes, the starting point is understanding what you need and where an extra pair of experienced hands could make a difference.

**You may not be able to clone yourself, but you don't have to do everything yourself either.**

Explore my client testimonials to learn more about the support I've provided, or get in touch to discuss what you need help with.

Aligning Who You Are with What Your Business Does

leylahayes@aol.com (Leyla Hayes-Wright) — Wed, 23 Jan 2019 12:11:55 GMT

Aligning who you are with what your business does.

As a psychology or coaching professional, your expertise is at the heart of your business. But how clearly does your business communicate who you are, what you offer and the value you bring to your clients?

Whether you're an independent practitioner, building a coaching business or running a growing consultancy, your business identity matters. It helps people understand what makes you different, who you work with and why they might choose to work with you.

Over time, your experience, interests and ambitions can change. Perhaps you've developed new services, taken on different types of clients or started to move in a new professional direction. Your business may have evolved, but does the way you present it still reflect where you are today?

Taking time to review your brand can help you bring the two back into alignment.

1. Understand your brand: what do you want to be known for?

Your brand is more than your logo, colours or website. It encompasses the way you communicate, the experience people have when working with you and the associations they develop with your business.

For psychology and coaching professionals, this might include your specialist knowledge, professional values, approach to client relationships or the particular challenges you help organisations address.

Start by asking yourself a few questions:

What do I want my business to be known for?
Who are my ideal clients, and what do they need from me?
What experience, knowledge or perspective do I bring?
Which professional values are most important to me?
What do clients value about working with me?
Where would I like my business to be in the next few years?

You might find it helpful to write down a few words that describe your professional approach, or ask trusted colleagues and clients what they particularly value about working with you.

Look for common themes. Perhaps people value your ability to build relationships, your specialist expertise, your practical approach or your attention to detail.

These insights can help you identify what distinguishes your business and what you want to communicate more clearly.

Make sure your brand reflects your direction

Your business doesn't have to remain exactly as it was when you first started.

An independent psychologist who initially worked primarily as an associate might decide to develop a consultancy of their own. A coach might specialise in a particular area of leadership development. An established consultancy might expand its services or work with a different client base.

Your branding and messaging should evolve alongside these changes.

Think about the direction you want to take, but make sure your claims remain grounded in your actual experience, expertise and capabilities. Your brand should communicate your ambitions without creating a misleading impression of what you currently offer.

2. Demonstrate your brand: communicate it consistently

Once you've clarified what you want your business to stand for, consider how effectively you're communicating that message.

Your website, LinkedIn profile, proposals, presentations and client communications all contribute to the impression people form of your business.

They don't need to look identical, but they should feel consistent and communicate a recognisable identity.

Consider reviewing the following:

Your business name and visual identity

Your name, logo, colours, typography and imagery all contribute to how your business is perceived. Aim for a visual identity that feels appropriate for your audience and reflects the professional experience you want clients to have.

Your messaging

Can someone visiting your website quickly understand who you work with, what you do and how you can help? Avoid relying solely on broad descriptions that could apply to almost any business. Be specific about your services, your audience and the problems you help address.

Your online presence

Check that your website, LinkedIn profile and other professional profiles describe your business accurately. If your services or focus have changed, update them so potential clients aren't relying on an outdated picture of your work.

The experience you provide

Your brand isn't just what you say about yourself. It's also how you work with clients, communicate, manage expectations and follow through on commitments. The experience you deliver should support the message you're communicating.

You don't need to be visible on every platform or constantly promote yourself. Focus on the channels that make sense for your business and use them to share relevant information, demonstrate your expertise and build relationships with the people you want to reach.

3. Develop your brand as your business evolves

Building a recognisable brand isn't a one-off exercise. As you gain experience, work with different clients and learn more about your market, your understanding of your business may change.

Regularly reviewing your positioning can help you identify opportunities to refine your services, improve your messaging and make sure your business continues to reflect your priorities.

It can also be useful to listen to feedback. What do clients say they value most? Which services generate the strongest interest? Are people approaching you for the work you want to be doing, or are there recurring misunderstandings about what you offer?

These observations can help you make informed decisions about how to develop your business.

Remember, you can't completely control how other people perceive your brand. Different clients will have different needs and expectations. What you can do is communicate clearly, provide a consistent experience and build a reputation that reflects the way you want to work.

4. Make sure the business behind the brand supports your ambitions

A clear brand can help people understand your business, but your day-to-day operations need to support the direction you're taking, too.

Perhaps you're developing a new service, expanding your associate network, taking on larger projects or spending more time on business development. These changes can bring additional coordination, documentation and operational responsibilities.

It's worth asking yourself:

Are my current processes suitable for the way my business operates today?
Do I have the systems and documentation I need?
Am I spending enough time on the work I want to develop?
Which recurring tasks could be organised more efficiently?
Would additional support help me manage growth or free up capacity?

Your brand, services and business operations don't exist in isolation. When they work together, it becomes easier to deliver a consistent client experience and focus on the priorities that matter to you.

You don't need to change everything at once. Sometimes, a clearer message, a more focused service offering or a small improvement to an everyday process can make a meaningful difference.

Bringing it all together

Aligning who you are with what your business does is an ongoing process. It means understanding what you want your business to represent, communicating that clearly and ensuring that the way you work supports the experience you want clients to have.

For psychology and coaching professionals, that might mean refining your specialist focus, updating your website, reviewing your services or making changes to the systems that support your client work.

At ExecutiveVA, I provide specialist virtual project, operational and business support to psychology and coaching professionals and consultancies. With more than 22 years of experience in psychology and professional development, I understand the practical demands involved in coordinating projects, supporting client delivery and keeping business operations moving.

My role is to provide practical support behind the scenes, helping clients manage agreed tasks and processes so they can concentrate on their professional work and business priorities.

If your business has evolved and you need some additional capacity to support its next stage, get in touch to discuss your requirements.

10 Microsoft Office tips - Get more done in less time!

leylahayes@aol.com (Leyla Hayes-Wright) — Sat, 29 Sep 2018 08:52:45 GMT

Essential Microsoft Office Tips to Work Smarter

Small changes to the way you use everyday software can save time and make routine tasks easier. Whether you're preparing reports, managing spreadsheets, creating presentations or keeping on top of emails, knowing a few useful Microsoft Office shortcuts can help you work more efficiently.

Note: These tips are primarily for Microsoft Office on Windows. Some features and shortcuts vary depending on your Office version and whether you're using classic or new Outlook.

Here are ten practical tips to help you get more out of the tools you use every day.

Microsoft Office

1. Delete a whole word at a time

Instead of repeatedly pressing Backspace to delete a word, place your cursor at the end of the word and press Ctrl + Backspace. The word to the left of your cursor will be deleted.

This is particularly useful when editing reports, documents and emails.

2. Change font size quickly

Select the text you want to change, then press Ctrl + Shift + > to increase the font size or Ctrl + Shift + < to decrease it.

This can be quicker than navigating through the font-size menu when formatting documents.

3. Select text without reaching for your mouse

Keyboard shortcuts can make editing long documents easier. For example, hold Ctrl + Shift and press the Up Arrow or Down Arrow to extend your selection by paragraph.

This is useful when reorganising sections or editing blocks of text.

Microsoft Excel

4. Open several Excel files together

If you need to work with several spreadsheets, you can open them together from Windows File Explorer.

Select the files you want to open, then press Enter. Windows will open the selected files using their associated applications.

This is handy when comparing data across different workbooks.

5. Navigate large worksheets quickly

Use Ctrl + an Arrow key to move to the edge of a data region in that direction.

For example, Ctrl + Down Arrow moves towards the bottom edge of the current data region in the column. This can save time when working with long lists, tracking sheets or large datasets.

6. Select your worksheet data

Press Ctrl + A to select the current data region or, in some circumstances, the whole worksheet. The exact selection depends on where your active cell is and how your data is arranged.

Alternatively, click the small triangle at the top-left corner of the worksheet, where the row numbers and column letters meet, to select the entire worksheet.

This is useful when applying formatting or preparing data for further work. Take care when applying changes to a large selection.

Microsoft PowerPoint

7. Turn a SmartArt graphic into individual shapes

SmartArt is useful for creating process diagrams, organisational charts and visual explanations. If you need more control over the individual elements, you may be able to convert the graphic into separate shapes.

In PowerPoint, select the SmartArt graphic and look for the conversion option on the SmartArt Design tab. The available commands can vary by version, so check your version's ribbon before making changes.

Tip: Save a copy of your presentation first. Converting SmartArt can remove some of the convenience of editing the diagram as a single SmartArt object.

8. Use Undo while experimenting with layouts

Made a formatting change that doesn't look right? Press Ctrl + Z to undo your most recent action. You can press it repeatedly to reverse several recent changes.

Use Ctrl + Y to redo an action you've undone, where supported.

These shortcuts are useful when adjusting layouts, formatting slides or experimenting with presentation designs.

Microsoft Outlook

9. Make an email easier to read

If an email is difficult to read, look for the zoom control when viewing the message in a separate window. In versions that support it, you can use the zoom slider or the Zoom option to enlarge or reduce the text displayed.

The available controls differ between classic Outlook, new Outlook and Outlook on the web. Changing the zoom may affect only the current message rather than every email you read.

10. Create a quick note in classic Outlook

Need to jot down a reminder or capture a thought while working? In classic Outlook for Windows, press Ctrl + Shift + N to create a new note.

You can type your note, leave it open on screen and move it wherever it's convenient. To find saved notes later, open the Notes area in Outlook's navigation options.

This shortcut is specific to classic Outlook and may not be available in new Outlook.

Work smarter, not harder

You don't need to learn every keyboard shortcut to make your working day more efficient. Start with one or two that suit the tasks you carry out regularly, practise them until they become familiar, and build from there.

Small improvements can make routine tasks easier, leaving you with more time to focus on the work that needs your professional knowledge and attention.

At ExecutiveVA, I provide specialist virtual project, operational and business support to psychology and coaching professionals and consultancies. From coordinating projects and preparing documentation to supporting the processes behind client delivery, my aim is to help keep work moving smoothly behind the scenes.

If you're finding that the practical tasks around your client work are taking up too much of your time, get in touch to discuss the support you need.

Rest and Relax, Knowing Your Business Is in Safe Hands

leylahayes@aol.com (Leyla Hayes-Wright) — Tue, 07 Aug 2018 09:40:52 GMT

Rest and relax, knowing your business is in safe hands

Planning a holiday or some well-deserved time away from work? Flexible business support can help you step away with greater peace of mind, knowing that agreed tasks and priorities are being taken care of.

Summer brings the promise of sunny days, new adventures, sightseeing and time to relax. Whether you're dreaming of a beach holiday, exploring somewhere new or simply enjoying a few days away from your usual routine, taking a proper break is important.

But when you're running your own business or managing a busy consultancy, switching off isn't always easy. Who will respond to that important request? What happens to the project that's already underway? And will your to-do list have grown even longer by the time you return?

When taking a break feels like another thing to organise

For independent professionals and small consultancies, stepping away from work can be particularly challenging. You may be juggling client commitments, coordinating associates, keeping projects on track and managing the everyday processes that keep your business running.

Even when you've planned your time off, it can be tempting to check emails, respond to messages or squeeze in just one more task. Before you know it, you're working when you intended to be relaxing.

Taking a break shouldn't mean feeling that you have to keep one eye on your inbox.

With some forward planning and the right support, you can decide what needs attention while you're away, what can wait until you return and which tasks would benefit from an extra pair of hands.

How ExecutiveVA can help

At ExecutiveVA, I provide specialist virtual project, operational and business support to psychology and coaching professionals and consultancies.

If you have work that needs to keep moving while you're away, or tasks you'd like to get off your plate before you go, I can provide flexible support tailored to your requirements.

Depending on your priorities, this might include:

Project coordination: Helping to organise activities, track outstanding actions and keep agreed project tasks moving.
Operational support: Assisting with processes, documentation and the practical arrangements that help your business run smoothly.
Associate and team coordination: Supporting agreed onboarding, communication and administrative tasks when your usual capacity is reduced.
Business support: Working through outstanding documentation, research, proposals or other agreed tasks on your to-do list.

Perhaps you need some additional capacity because colleagues or associates are taking leave. Maybe there are important tasks you want to complete before you go, or work that would be helpful to have progressed by the time you return.

Whatever your priorities, we can discuss what you need help with and agree the scope of the support in advance.

Make space for a proper break

Taking time away from work isn't a luxury. Rest and recovery matter, and having some distance from your usual responsibilities can help you return with renewed energy and perspective.

Of course, no amount of planning can prevent every unexpected issue, and not every task needs to be dealt with while you're away. The aim is to establish what genuinely needs attention, make sensible arrangements and give yourself permission to step back from the things that can wait.

With the right preparation and agreed support in place, you can enjoy your time away knowing that someone is helping to keep specific tasks on track behind the scenes.

Planning some time off?

Whether you're preparing for a summer holiday, taking a few days away during a busy period or simply looking for additional capacity, you don't have to manage every business responsibility yourself.

With more than 22 years of experience in psychology and professional development, I understand the demands of coordinating projects and supporting client delivery. I bring that experience to the practical work I do for psychology and coaching professionals and consultancies.

Let's talk about what you need help with.

If you'd like to discuss project, operational or business support before your next break, get in touch . We can explore your priorities and agree an approach that works for you.

Take that break. Make time to recharge. And give yourself the opportunity to enjoy being away from work.

Feel More Focused and Organised by Decluttering Your Workspace

leylahayes@aol.com (Leyla Hayes-Wright) — Thu, 02 Aug 2018 12:23:54 GMT

Feel more focused and organised by decluttering your workspace

Does your desk feel overcrowded? Are you constantly searching for documents, struggling to find what you need or putting off tasks because everything feels a little chaotic?

A cluttered workspace can make it harder to find things, concentrate on tasks and feel in control of your workload. Taking some time to organise your surroundings can help you create a more practical, comfortable working environment.

And it isn't just about the physical space. Digital clutter, from overflowing inboxes to disorganised folders and files, can also make everyday tasks more difficult.

The good news is that you don't need to tackle everything at once. Here are four practical ways to get started.

1. Make time to declutter your workspace

Start with the area you use most often, whether that's a home office, a dedicated desk or a shared workspace.

Set aside some time to work through one area at a time. You could start with your desk, move on to drawers and finish with any shelves or cupboards.

Empty your desk drawers and sort the contents into categories. Keep frequently used items, such as pens, scissors, notebooks and stationery, somewhere convenient. Recycle or dispose of items you no longer need, and remove anything that doesn't belong there.

Take a look at your desk surface, too. Do you need everything within arm's reach, or could some items be stored elsewhere? Keeping only the essentials nearby can make your workspace feel clearer and easier to use.

It's also worth reviewing your office equipment. If you have several devices taking up valuable space, consider whether you could simplify your setup. An all-in-one printer and scanner, for example, may be useful if you regularly need both functions.

Top tip: Don't aim for a perfect office. Focus on creating a workspace that supports the way you actually work.

2. Organise your paperwork and digital files

Paperwork can accumulate surprisingly quickly, particularly when you're managing client work, business administration, finance and project documentation.

Start with one drawer, filing tray or category of documents rather than attempting to reorganise everything in one go.

Sort documents according to what you need to do with them. Some may require action, some may need filing, and others may no longer be required.

Before disposing of paperwork, check whether it contains personal, confidential or commercially sensitive information. Use an appropriate secure disposal method, such as a shredder or commercial shredding company, for documents containing information that should not be disclosed.

Be careful not to discard records simply because they look old. Certain business, financial and client records may need to be retained for legal, contractual, professional or other reasons. Retention arrangements should reflect the type of information, why you hold it and any applicable requirements.

You may also be able to reduce physical storage by keeping electronic copies of suitable documents. However, scanning everything isn't automatically the best solution. Consider whether the original must be retained, whether the electronic copy will be secure and accessible, and whether the information is still necessary.

Don't forget your digital workspace

Digital files can become just as difficult to manage as paper documents.

Try these simple steps:

Review your folders: Create a logical structure so you can find documents without opening multiple folders.
Use consistent file names: Include useful details such as the subject, project or date where appropriate.
Archive carefully: Move completed work out of active folders when appropriate, while following your retention requirements.
Clear out duplicates: Check whether duplicate files are genuinely needed before deleting them.
Review your desktop: Move files into their appropriate locations rather than allowing them to accumulate on your screen.

If you work with confidential client or assessment information, make sure your filing and storage arrangements comply with your organisation's procedures and data protection requirements. Don't move sensitive files into personal storage or unapproved applications simply to make your folders look tidier.

3. Make the most of your storage space

Do you struggle to find room for your files, books, stationery or equipment? Before buying more storage, take a look at what you already have.

Cupboards and drawers can become home to old keyboards, unused cables, outdated equipment and stationery you no longer need. Clearing these out may free up more space than you expect.

Once you've reviewed your items, consider whether a few practical changes could make your workspace easier to use.

Depending on the space available, options might include:

Wall shelving for books, folders and reference materials.
Under-desk storage for items you use regularly.
Drawer organisers to keep stationery together.
Storage boxes for occasional-use equipment.
Clearly labelled shelves or containers for shared supplies.

Measure your available space before buying anything new, and think about how often you'll need to access the items being stored.

If equipment is still working but no longer useful to you, consider whether it can be donated or reused. Make sure any device containing business or personal information is securely wiped in accordance with the relevant procedures before it leaves your control.

The aim is to make your existing space work harder for you, rather than simply moving clutter from one place to another.

4. Create simple habits to keep clutter under control

Once you've decluttered, a few small habits can help you maintain the improvements without needing another major clear-out every few months.

Deal with incoming post regularly. Sort mail into items requiring action, items to file and items that can be recycled. Shred or securely dispose of sensitive paperwork where appropriate.

Keep track of outstanding tasks. Rather than leaving reminders and loose notes scattered across your desk, use a task list or another system that works for you.

Tidy as you go. Spend a few minutes at the end of the working day putting away items, clearing your desk and preparing for the next day.

Review your digital files and inbox. Set aside time to organise documents, deal with emails that need action and archive information according to your procedures. Avoid deleting records simply to reduce the number of messages in your inbox.

Schedule regular reviews. A brief weekly reset and a more thorough review every few months can help prevent clutter from building up again. Adjust the frequency to suit your workload and working environment.

You don't have to be perfectly organised every day. The goal is to create manageable systems that make it easier to find what you need and keep important tasks moving.

Create a workspace that works for you

Decluttering isn't just about having a tidy desk. It's about making your working environment more practical, reducing the time spent searching for things and creating systems that support your everyday responsibilities.

Start small, focus on one area at a time and choose changes that genuinely make your working day easier.

And if the tasks surrounding your work are becoming difficult to keep on top of, remember that you don't have to manage everything yourself.

At ExecutiveVA, I provide specialist virtual project, operational and business support to psychology and coaching professionals and consultancies. From organising documentation and coordinating projects to supporting the processes behind client delivery, I help keep important work moving behind the scenes.

If you'd like to discuss how additional support could help you manage your workload, get in touch .

There Are Never Enough Hours in the Day! How to Take Control of Your Time

leylahayes@aol.com (Leyla Hayes-Wright) — Tue, 03 Jul 2018 14:41:32 GMT

There Are Never Enough Hours in the Day! How to Take Control of Your Time

Have you ever reached the end of the working day, wondered where the time has gone and realised you still have a long list of unfinished tasks?

When you’re balancing client commitments, projects, emails, meetings and the day-to-day running of a business, it can be difficult to find enough time for everything.

Before deciding you simply need to work harder or become more organised, it’s worth taking a closer look at how your time is actually being spent.

A simple time audit can help you identify patterns, recognise what deserves your attention and decide where a few changes could make your working day more manageable.

1. Track how you spend your time

For one working week, keep a simple record of your activities and roughly how long you spend on each one.

You don’t need to account for every minute. The aim is to build a useful picture of your working habits, not create another task that takes up valuable time.

You might record activities such as:

Client work and project delivery
Emails, messages and telephone calls
Meetings and discussions
Administration and documentation
Planning, research and business development
Unexpected requests and interruptions
Switching between tasks or trying to find information

Include the small, recurring activities as well as the larger pieces of work. A few minutes here and there can add up, particularly when you’re frequently interrupted or moving between competing priorities.

Be honest about what happens during the day. This is an exercise in understanding your workload, not judging your performance.

2. Review your week and look for patterns

At the end of the week, look back at your notes. Which activities took up most of your time? Were there any surprises?

For each activity, consider the following questions:

Value: Does this activity contribute to an important goal, client commitment or business responsibility?
Necessity: Does it need to be done, and does it need to be done by you?
Timing: Is it happening at the right time, or is it regularly interrupting more important work?
Efficiency: Could a different process, tool or approach make it simpler?
Frequency: Is this a one-off demand or something that repeatedly takes up time?
Impact: What happens when this activity is delayed, rushed or not completed?

You may discover that some activities are taking longer than expected, that you’re spending too much time reacting to incoming requests, or that important business development work keeps being pushed aside by immediate demands.

You may also find that your diary is already full of essential work. That is useful information too. Sometimes the problem isn’t how you organise your time; it’s that there is more work than your available capacity allows.

3. Make a realistic plan for change

Once you have a clearer picture of your working week, choose a few practical changes to try. You don’t need to overhaul everything at once.

Here are some ideas to get you started.

Reduce unnecessary email and notification interruptions

If you’re continually checking your inbox and responding as messages arrive, try setting aside specific times to review and respond to emails.

Turn off non-essential notifications where possible, and consider whether every message needs an immediate response. Make sure your approach still works for any urgent client or business commitments.

Protect time for focused work

If meetings and incoming requests regularly interrupt important tasks, consider blocking out dedicated focus time in your calendar.

Make your availability clear to colleagues or associates, and use your calendar settings to reduce avoidable bookings during those periods. Where appropriate, you could also silence non-urgent notifications or work somewhere quieter.

Be more deliberate about meetings

Before accepting or arranging a meeting, consider its purpose, whether you need to attend and whether the same outcome could be achieved another way.

Where a meeting is necessary, a clear agenda and agreed duration can help everyone use the time effectively.

Review your workload and boundaries

It can be tempting to say yes to every request, particularly when you work in a profession built around supporting other people.

However, taking on more work than you can realistically complete can affect deadlines, concentration and the quality of your work.

Practise discussing priorities and timescales before committing to additional tasks. If everything is urgent, ask which activity should take precedence and what can reasonably be moved.

Setting boundaries isn’t about being unhelpful. It’s about making sure commitments are realistic and sustainable.

Simplify recurring tasks

Look for activities you repeat regularly that could be made easier through templates, checklists, clearer processes or better use of the software you already have.

For example, a consistent approach to file naming, meeting preparation or associate onboarding may reduce the time spent searching for information or repeating steps.

Small improvements to recurring processes can save time over the longer term.

Consider what could be delegated

Not every task requires your personal attention. Some activities may be suitable for a colleague, an associate or an external specialist, depending on the skills, confidentiality requirements and responsibilities involved.

For psychology and coaching professionals, this might include project coordination, preparing materials, proofreading and formatting reports, organising documentation, coordinating associate onboarding or maintaining agreed business processes.

Delegation still requires clear instructions, appropriate oversight and time to brief the person taking on the work. However, once an arrangement is established, it can free up valuable capacity for work that genuinely needs your expertise.

4. Recognise what you cannot change

Not every activity can be eliminated, rescheduled or delegated. Client commitments, essential meetings, professional responsibilities and unexpected issues will always form part of working life.

The aim isn’t to make every minute productive or fill every available space in your diary. Breaks, thinking time and time away from work matter too.

Instead, focus on identifying what you can influence, accepting what you cannot reasonably change and making informed decisions about where your time is best spent.

If your time audit shows that your workload consistently exceeds your capacity, it may be time to review the amount of work you take on, your deadlines, your available resources or the support you have in place.

5. Put your plan into practice and review it

Choose two or three changes that feel achievable and put them into practice for the next couple of weeks.

At the end of that period, ask yourself:

Am I spending more time on the activities that matter most?
Have I reduced any avoidable interruptions or duplicated work?
Are my deadlines and commitments more realistic?
Is there anything I’m still struggling to fit into my working week?
Would additional support or a different process make a meaningful difference?

Keep what works, adjust what doesn’t and revisit your approach when your workload or business needs change.

You may not be able to create more hours in the day, but understanding where your time goes can help you make better use of the time and capacity you have.

Need a little more capacity?

Sometimes a few changes to your working habits are enough. At other times, the most useful change is to stop trying to manage everything yourself.

I provide specialist virtual project, operational and business support to psychologists, coaches and consultancies, helping with the practical work that keeps projects moving and businesses running.

From coordinating projects and associate onboarding to documentation, research and business processes, support can be tailored to the tasks you need help with, whether that’s a specific piece of work, a busy period or ongoing assistance.

With more than 22 years of experience in psychology and professional development, I understand the demands of this sector and the importance of reliable, considered support.

If you’d like to explore how I could help free up some of your time, get in touch for an initial conversation.

Because while there may never be enough hours in the day to do absolutely everything, you don’t have to do everything yourself.

How to Delegate Effectively: 4 Simple Steps to Get Started

leylahayes@aol.com (Leyla Hayes-Wright) — Mon, 09 Apr 2018 00:00:00 GMT

How to Delegate Effectively: 4 Simple Steps to Get Started

“I know I need some help, but where do I start?”

It’s a question many business owners and independent professionals face when their workload starts to grow. You know there are tasks you could do with some extra support, but deciding what to delegate, how to explain it and who to trust with the work can feel like another job in itself.

The good news is that delegation doesn’t have to be complicated. With a little preparation and clear communication, you can start identifying the tasks that would benefit from additional support and build a working relationship that works for you.

Here are four practical steps to help you get started.

Step 1: Your To-Do list: Create a list of tasks and responsibilities

Start by writing down the tasks you need to complete, including those that regularly get pushed to the bottom of your to-do list.

Think beyond your immediate deadlines. Include the recurring activities that keep your business and client work running, as well as the projects and improvements you never seem to have time to tackle.

For example, your list might include:

Coordinating a project, assessment programme or series of activities
Preparing materials, documents or presentations
Proofreading and formatting reports or other documentation
Organising associate onboarding and maintaining records
Updating procedures, templates and business documents
Researching information or preparing tender responses
Managing the practical arrangements behind client delivery
Reviewing and improving recurring business processes

You don’t need to organise the list perfectly at this stage. The aim is to get everything out of your head and onto paper, in a document or in a task management system.

Tip: If your list feels overwhelming, look back at the previous couple of weeks. Which tasks took up your time? Which were delayed? What did you keep meaning to do but never quite got around to?

Step 2: Identify your priorities

Once you have your list, work out what needs attention first.

Consider the deadlines involved, the consequences of a delay and how each task contributes to your client commitments or wider business priorities.

You could group tasks into three categories:

Urgent: Tasks with immediate deadlines or important commitments that need attention now.
Important: Tasks that contribute to your longer-term goals, improve your processes or support future business development.
Can wait: Tasks that are useful but can reasonably be scheduled for later.

Then consider which tasks are taking up the most time and whether they are preventing you from completing higher-priority work.

A task doesn’t have to be urgent to be worth delegating. In fact, handing over a recurring task before it becomes a problem can be more helpful than waiting until you are already under pressure.

Be realistic about timescales, too. If several tasks are all urgent, decide what genuinely needs to happen first and what can be rescheduled. Additional support can create capacity, but it still needs to be planned and agreed.

Step 3: Decide what to delegate

Now consider which tasks you could hand over to someone else.

Ask yourself:

Does this task need my particular expertise or decision-making?
Could someone else complete it with suitable instructions and guidance?
Do I have the time and skills to do it efficiently myself?
Is it a recurring task that would benefit from a consistent process?
Would delegating it free me up to focus on work that needs my attention?
Does the task involve confidential information, specialist systems or professional responsibilities that need careful consideration?

You may find that some tasks are best kept with you, while others could be handled by a colleague, an associate or an external specialist.

For psychology and coaching professionals, for example, professional judgement and client-facing decisions may need to remain with the relevant practitioner. However, the coordination and administration surrounding that work may be suitable for additional support.

This could include organising assessment materials, coordinating project activities, preparing documentation, supporting associate onboarding or maintaining agreed operational processes.

It is also worth thinking about the tasks you find particularly time-consuming or difficult to fit into your day. They may be important, but that doesn’t necessarily mean you need to do every part of them yourself.

Remember: Delegation isn’t simply about passing on the tasks you dislike. It’s about making considered decisions about how your time, skills and resources are best used.

Step 4: Brief your support provider and agree how you'll work together

Once you have identified a task, the next step is to discuss it with the person you would like to support you.

You don’t need a perfect brief or a fully documented process before making contact. You can start with a conversation about what you need to achieve, what is currently taking up your time and where you would value some help.

Before work begins, aim to agree the following:

The task and desired outcome

Explain what needs to be done and what a successful outcome would look like. If you have an example of a previous document, template or completed task, this can be a helpful starting point.

Priorities and deadlines

Be clear about when the work is needed and whether there are any interim milestones. Discuss competing priorities rather than assuming everything can be completed at once.

Instructions and context

Share the relevant background information, processes and guidance. Explain how the task fits into your wider work so that your support provider understands not only what to do, but why it matters.

Access, information and confidentiality

Agree what information and system access are needed, how information will be shared securely and any relevant confidentiality or data protection requirements. Only provide access to the information and systems needed for the agreed work.

Communication and feedback

Decide how you will keep in touch, ask questions, review progress and provide feedback. Clear communication helps resolve uncertainties early and gives both parties an opportunity to refine the approach.

You don’t have to get every detail right on the first attempt. Some tasks will become easier to delegate as you work together and establish a shared understanding of your expectations.

Equally, delegation does not remove your responsibility for decisions or oversight that properly remain with you. Agreeing who is responsible for what from the outset helps create a more effective working relationship.

Start small and build from there

I f you’re new to delegation, you don’t need to hand over a long list of tasks straight away.

Start with one clearly defined activity that would make a meaningful difference to your workload. Agree the outcome, provide the necessary information and review how the arrangement works.

Once you have established a good working process, you can consider whether there are other tasks or recurring responsibilities that would benefit from support.

Over time, you may find that delegation becomes a natural part of how you manage your business, rather than something you only consider when you’re already overwhelmed.

Ready to explore additional support?

If you’re a psychologist, coach or consultancy owner who knows you could use some help but isn’t quite sure where to begin, you don’t need to have everything worked out before getting in touch.

I provide specialist virtual project, operational and business support, helping psychology and coaching professionals manage the practical work behind their projects, client delivery and business operations.

With more than 22 years of experience in psychology and professional development, I understand the sector and can work with you to identify the tasks that would benefit from additional support.

Whether you have a specific piece of work in mind or simply want to explore where an extra pair of hands could help, we can discuss your requirements and agree a suitable way forward.

Get in touch to arrange an initial conversation.

You don’t need a perfect to-do list to get started. Sometimes, the first step is simply talking through what you need help with.

Why Carrying Out a Regular Data Audit Is Important for Your Psychology or Coaching Business

leylahayes@aol.com (Leyla Hayes-Wright) — Mon, 12 Mar 2018 13:46:03 GMT

Why carrying out a regular data audit is important for your psychology or coaching business

Whether you are a psychologist, coach or run a consultancy, personal information is likely to form an important part of your day-to-day business activities.

From client records and assessment reports to enquiry forms, email correspondence and financial records, personal data can be held across a variety of systems, devices and documents. Over time, it is easy to lose track of exactly what information you hold, where it is stored and whether it is still needed.

Under the UK General Data Protection Regulation (UK GDPR) and the Data Protection Act 2018, organisations and individuals processing personal data have responsibilities for ensuring that information is handled appropriately and securely.

One useful way to review your current arrangements is to carry out a data audit, sometimes referred to as an information audit or data-mapping exercise.

A data audit helps you build a clearer picture of the personal information you collect, use and store, identify potential gaps in your processes and establish whether any changes are needed.

What should a data audit cover?

A data audit involves reviewing the personal information held across your business, including both electronic and paper records.

For example, this might include:

Client and patient records, assessment reports and coaching notes.
Email accounts, contact lists and enquiry forms.
Spreadsheets, databases and financial records.
Practice management and client management software.
Cloud storage, shared folders and external hard drives.
Information held on laptops, smartphones and other devices.
Records relating to employees, associates and subcontractors.

As you work through your information, consider the following:

What information do you hold? Identify the types of personal data you collect and store, including any special category data, such as information about health.
Why do you hold it? Establish the purpose for collecting and processing the information and identify the appropriate lawful basis.
Where is it stored? Record the systems, platforms, devices and physical locations where information is held.
Who has access to it? Consider who within your business, and which external organisations or service providers, can access the information.
How long do you retain it? Check whether you have appropriate retention periods and procedures for securely deleting or disposing of information when it is no longer needed.
How is it protected? Review the security measures you have in place, including access controls, passwords, backups and secure information sharing.

How to get started with your data audit

You don't need to make this an overly complicated exercise. Starting with a simple spreadsheet can help you organise your findings and identify areas that need attention.

I would suggest the following steps:

1. Create a data audit spreadsheet

Set up a spreadsheet to record the information you hold, where it is stored, why you process it, who has access to it and how long it is retained.

You may find it helpful to use the ICO's own documentation templates as a starting point.

2. Review your information and systems

Work through your records, databases, folders and systems, including any third-party platforms you use to manage your business.

Don't forget information stored outside your main business systems, such as email accounts, mobile devices and paper files.

3. Identify any gaps or areas for improvement

As you work through the audit, consider whether information is being collected unnecessarily, retained for too long, stored insecurely or accessed by people who no longer need it.

Make a note of any areas where your current arrangements could be improved.

4. Create an action plan

Use your findings to prioritise any changes that need to be made. This might include reviewing retention periods, updating access permissions, improving security arrangements or revisiting your privacy information and internal procedures.

5. Review your audit regularly

A data audit shouldn't be a one-off exercise. Your business, systems and working practices will change over time, so it is important to revisit your records periodically and whenever there are significant changes to the way you process personal information.

A final consideration

For psychologists and coaches, data protection deserves particular attention because client work can involve sensitive personal information, including health information, assessment findings and other special category data.

It is important to remember that completing a data audit does not, by itself, make a business compliant with data protection legislation. It is one part of a wider approach to understanding, managing and protecting the personal information you process.

If you are unsure about your data protection responsibilities or how to interpret the requirements, the Information Commissioner's Office (ICO) provides guidance and resources to help organisations understand their obligations.

You can find further information here:

ICO – Documentation and records of processing activities

ICO – Special category data

Please note: ExecutiveVA provides virtual business, operational and project support and does not provide legal or specialist data protection advice. If you need advice about your specific obligations, you should consult an appropriately qualified data protection professional.

The Benefits of Outsourcing Specialist Support for Your Psychology or Coaching Business

leylahayes@aol.com (Leyla Hayes-Wright) — Mon, 19 Feb 2018 00:00:00 GMT

The benefits of outsourcing specialist support for your psychology or coaching business

Running a psychology or coaching business involves much more than delivering services to clients. Alongside your professional work, there are projects to coordinate, people to liaise with, processes to manage, deadlines to meet and the many operational tasks that keep everything running smoothly.

When you're managing all of this yourself, it can be difficult to find enough time to concentrate on the work that really needs your expertise.

Outsourcing some of your business activities can be a practical way to access additional support, make better use of your time and create more capacity without necessarily taking on an employee.

Here are four ways that working with a specialist virtual support provider could benefit your business.

1. Flexible support without the commitment of employing someone

Recruiting an employee is a significant commitment. Alongside salary, there are other considerations such as recruitment, employment administration, training, equipment, holiday arrangements and ongoing management.

For smaller businesses, independent practitioners and consultancies, the amount of support needed may not justify employing someone, particularly if the workload fluctuates or additional help is only required for particular projects.

Outsourcing offers another option. You can access support from an independent service provider and agree the work, timescales and fees according to your requirements.

Depending on the arrangement, this can offer greater flexibility than employing someone on a permanent or full-time basis. You may need a few hours of administrative support one month, more intensive project coordination the next, or help with a specific piece of work.

Rather than having to recruit for every additional requirement, you can explore whether outsourcing is a suitable way to meet that need.

Of course, outsourcing is not automatically cheaper than employing someone. The right approach depends on the nature, volume and continuity of the work, as well as the level of expertise required. It's about finding a solution that makes sense for your business.

2. Make better use of your time and resources

As a psychologist, coach or consultant, your professional expertise is central to your business. However, it's easy for the time available for client work to become squeezed by the many other activities involved in running a service.

Think about the time spent coordinating assessment arrangements, preparing materials, communicating with clients and associates, managing documentation, updating records, organising training or keeping projects on track.

Individually, these tasks might not seem particularly time-consuming. However, together they can take up a substantial part of your working week.

Delegating appropriate tasks can help you make better use of your time and resources. It can also help you manage competing priorities, maintain momentum on projects and avoid having important administrative or operational work continually pushed down your to-do list.

The aim isn't to outsource everything. It's to identify the tasks that someone else can undertake effectively, leaving you with more time and headspace for the areas where your professional input is most valuable.

3. Access specialist skills, experience and sector knowledge

Not all virtual support is the same. Some providers offer general administrative assistance, while others bring experience in particular industries, professional environments or service areas.

For psychology and coaching businesses, having someone who already understands the sector can make a real difference.

Industry knowledge

A support provider with experience of psychology and professional development environments is likely to be more familiar with the terminology, processes and practical considerations involved.

For example, they may already understand the different stages of an assessment campaign, the coordination involved in an assessment or development centre, or the documentation and communication needed to support a coaching programme.

This familiarity can help reduce the amount of background explanation needed and make it easier to get started.

At ExecutiveVA, my background spans more than 22 years in psychology and professional development environments. This experience informs the project, operational and business support I provide to psychologists, coaches and consultancies working across different areas of psychology and professional development.

Specialist service experience

In addition to industry knowledge, a support provider may have experience in particular areas of work.

For example, specialist virtual support might include:

Coordinating assessment campaigns, assessment and development centres and 360 feedback processes.
Preparing and organising assessment, training and coaching materials.
Supporting delegate administration and programme logistics.
Coordinating projects, activities, associates and deadlines.
Organising documentation, templates, processes and practice management systems.
Supporting onboarding, compliance administration and operational processes.

Having access to someone with relevant experience can help you delegate more confidently and reduce the time spent explaining every aspect of a task from scratch.

It is still important to establish clear instructions, responsibilities and expectations, particularly where work involves confidential information or specialist professional processes. Your support provider should understand the boundaries of their role and when something needs to be referred back to you.

4. Create more time to focus on your clients and grow your business

When you're responsible for both delivering your professional services and managing the business behind them, it can be difficult to make time for development and growth.

You might have ideas for new services, want to develop relationships with potential clients, explore tender opportunities or improve the way your business operates. Yet these activities often get pushed aside because there's always something else that needs doing.

Outsourcing some of the operational and project-related workload can help create more space for these priorities.

It may give you more time to:

Focus on delivering services to your clients.
Develop existing client relationships and explore new opportunities.
Work on business development and marketing.
Review and improve your processes.
Plan new projects and services.
Concentrate on the aspects of your work that require your specialist expertise.

This doesn't mean outsourcing will automatically increase your income or profitability. However, by making more effective use of your time and having appropriate support in place, you may be better positioned to focus on the activities that contribute to the sustainability and development of your business.

Finding the right support for your business

Outsourcing isn't simply about handing over a list of administrative tasks. It's about identifying where additional experience, capacity or specialist support could make a practical difference.

For some businesses, that might mean help with day-to-day operational activities. For others, it could involve coordinating a particular project, supporting an assessment programme or improving the processes that underpin their services.

The important thing is to find support that understands your requirements, works in a way that suits your business and has the relevant skills and experience for the work involved.

At ExecutiveVA, I provide specialist virtual project, operational and business support to psychologists, coaches and consultancies. Drawing on more than 22 years' experience in psychology and professional development environments, I help clients manage the practical demands of their work, coordinate projects and keep their business activities moving.

If you find that the demands of running your business are taking up more time than you'd like, perhaps it's worth considering what you could delegate.

Sometimes, having the right support in place can make all the difference.

It's Time to Let Go: How Delegation Can Help Your Psychology or Coaching Business Grow

leylahayes@aol.com (Leyla Hayes-Wright) — Mon, 05 Feb 2018 00:00:00 GMT

It's time to let go: How delegation can help your psychology or coaching business grow

You don't have to do everything yourself to run a successful business.

Running a psychology or coaching business involves much more than working directly with clients. Behind the scenes, there are projects to coordinate, people to liaise with, documents to prepare, processes to manage and deadlines to meet.

It's easy for these operational tasks to take up an increasing amount of your time, particularly when you're also responsible for delivering services, developing client relationships and growing your business.

Perhaps you're finding that:

Administrative and project tasks are taking you away from the work you most enjoy or need to prioritise.
Your to-do list keeps growing, making it difficult to keep on top of deadlines and commitments.
You're regularly working evenings or weekends to catch up on tasks.
Important projects, business development activities or improvements to your processes keep being pushed down the priority list.
You know you need some additional support but aren't quite sure what to delegate or where to start.

If any of this sounds familiar, it might be time to consider bringing in some additional support.

Delegating doesn't mean losing control of your business or handing everything over to someone else. It's about recognising where your time and expertise are best used, and where someone with the right skills and experience could help.

What can you delegate?

Delegation will look different for every business. The key is to identify tasks that need doing but don't necessarily need to be completed by you.

For psychology and coaching professionals, this might include:

Project coordination: Supporting assessment programmes, development centres, coaching assignments, training activities and other client projects.
People and programme coordination: Liaising with clients, associates, delegates and other stakeholders, keeping everyone informed and activities on track.
Documentation and resources: Preparing reports, presentations, assessment materials, delegate packs, templates and other project documentation.
Business and operational administration: Maintaining records, coordinating onboarding, supporting compliance processes and keeping business systems and documentation organised.
Processes and systems: Developing or updating procedures, guides and templates, or providing support with practice management systems and operational workflows.
Ongoing business support: Taking care of recurring administrative and operational tasks that would otherwise compete with your client work and other priorities.

You don't necessarily need to delegate an entire project or function. Sometimes, having someone take responsibility for a few specific tasks can make a meaningful difference.

What should you look for in someone to support your business?

Not all support is the same, and finding someone whose skills and experience match your requirements is important.

You might need general administrative assistance, or you may benefit from someone with experience of coordinating projects, managing operational processes or supporting specialist professional services.

For psychology and coaching businesses, an understanding of the sector can be particularly valuable. Familiarity with the types of services you provide, the people involved and the practical demands of your work can help reduce the amount of background explanation needed and make it easier to get things moving.

It's also worth considering how you want to work together. Do you need occasional help with specific tasks, support with a particular project, or someone you can call on for ongoing assistance? A flexible arrangement can allow you to access support when you need it, without necessarily committing to employing someone.

Delegating doesn't mean stepping away from your responsibilities

Bringing in external support doesn't mean you have to hand over control or lose sight of what's happening in your business.

You remain responsible for the decisions, professional judgements and client-facing work that sit within your role. The purpose of delegation is to have appropriate tasks and activities supported by someone else, while you retain oversight and responsibility for your business.

Clear communication, agreed responsibilities and appropriate arrangements for confidentiality, data protection and access to information all help make the working relationship effective.

Make space for the work that matters

Your time is valuable. If too much of it is being absorbed by the tasks that happen around your core work, it may be worth looking at what could be delegated.

Having the right support can help you manage workloads, keep projects moving and create more space for client delivery, business development and the activities that matter most to you.

At ExecutiveVA, I provide specialist virtual project, operational and business support to psychologists, coaches and consultancies. With more than 22 years' experience in psychology and professional development environments, I understand the practical demands of the work and the importance of keeping the details, people and processes organised.

Whether you need help with a particular project, additional support with ongoing activities or assistance getting your business processes in order, we can explore what would work best for you.

Sometimes, the best way to move your business forward is to stop trying to do everything yourself.

Why ExecutiveVA was established

leylahayes@aol.com (Leyla Hayes-Wright) — Sun, 14 Jan 2018 00:00:00 GMT

My new adventure...

A life’s organiser

I’ve always been described as an organiser. I enjoyed getting myself involved in admin and projects even from as a child. I can’t help myself; it’s what I do and know how! I love a good system in place, to be in charge and to organise and plan. At our wedding, our best man said that I had handed him such a detailed itinerary that would put a schedule for a NASA space shuttle mission to shame!

It was inevitable that I would fall into a profession that would involve organisation.

But why did I combine business support with Psychology?

After obtaining excellent grades in GCSE Sociology and A Level’s in Psychology and Communication Studies, I found I had developed an early interest in people and behaviour and I went onto study Psychology and Occupational Psychology at both undergraduate and postgraduate level at University. I later completed the BPS Registered Test User qualifications in Level 1 and Level 2 Ability & Personality. I became a member of the British Psychological Society, Division of Occupational Psychology and the Association for Business Psychology.

For over 13 years, I worked in an Occupational Psychology consultancy supporting a large team of psychologists and executive coaches and we built an established client base. I began work with the company as an Administration Assistant and worked my way to Manager of the consultancy, running the business and office, as an Executive Assistant to the Director, as well as, providing client, account and project management. I was the central organiser and coordinator, which I thrived on. I also used my experience and project management to obtain Chartership status in Occupational Psychology. I learnt a lot of different skills, enjoyed the variety of the work and ‘wore many hats’!

What was the catalyst to starting ExecutiveVA?

ExecutiveVA was established in 2017 due to a few factors that had occurred in my life at the same time:

Lifestyle change - I longed for a different working lifestyle after years of commuting to work on 4-hour round trip, via multiple transport means. I had empathy with the film “Trains, planes and automobiles”! It was unsustainable and I had limited work/life balance.

Dreams of the countryside - I grew up in the countryside and I had dreamed of moving back there again. My husband and I took the plunge and relocated to an area we adore. We have fields and woodlands nearby and are part of a strong community.

Change in career direction – I had a desire for a different work challenge, to stretch comfort zones and gain new experiences. I was ready for a new adventure!

And so ExecutiveVA was created

I combined my love of psychology with my planning and organising nature, skills and experience. I have a passion for continuing what I enjoy and to be able to share my experiences and work with other busy professionals and organisations.

It was a perfect fit to become a Virtual Psychology Assistant and specialise in providing business support for psychology and coaching professionals!