Here are 5 things you can do in the year ahead to put a shine on the way you run your editing and proofreading business,
1. Be the editor who says, ‘It’s down to me’
Editors who work in-house edit. As for the other stuff, someone else does that for them – marketing, accounting, branding, heating the building, providing a good-quality office chair ... all of it. Employee editors can say, ‘It’s not my job.’ Independent editors can’t. Most indie editors don’t have assistants, in-house accountants, IT managers, marketing departments or ready-made brand strategies. All of those things are down to us. If we don’t make them part of our job, we risk not being able to put food on the table, not paying our bills, breaching our legal responsibilities, working in an environment that’s physically unfit for purpose and, worst of all, having no clients. And we have to buy our own chairs. Chairs aside, having no clients means we’re not independent business owners. It means we’re unemployed. There are bits of my job I’d rather not do. You’re probably the same. I happen to love the marketing side of things but I have friends who loathe it. One of my editor pals gets a kick from using gadgets and spreadsheets that help her manage her invoicing; I find it a bore. That’s fine – we’re different. However, we both must find clients and track our financials, whether we struggle with these tasks or relish the challenge. Being an editor is not enough. Being an editor is the work we do. Everything else is the work we do to get the work we do and operate in a professional manner. Editing is only one part of being an editorial business owner. For our businesses to thrive, we must do all the parts. We can’t afford to say, ‘But I don’t like marketing’, ‘I’m not good with spreadsheets’, ‘I’m not interested in the business end of things’, or ‘I don’t have time to learn how to do those things’, because we’re not employees. We have to say, ‘It’s down to me.’
2. Make changes
No one gets it perfect right from the get-go. Running a business is about testing and tracking so that we discover what works and what doesn’t. If things aren’t going as we hoped, we need to be ready to invest in change.
Easy to say, harder to do, I know. But change we must. The responsibility lies with us.
EXAMPLE
All businesses change. For example, a publisher might outsource production to another country, squeeze more words on a page, ask freelancers to do more for the same money, or freeze its project fees, all of which have an impact on profitability for the independent editor working for that publisher.
‘And it will reduce the quality,’ some editors say. Maybe not, maybe so. That’s not our problem. It’s theirs. They’re business owners and so are we. All of us do what we need to do to make our enterprises successful.
If we don’t like the way a client's operating, we should take positive action to find a replacement. It's not the client's job to make another business owner's enterprise successful. It can be tempting to use online spaces – Facebook groups, for example – to vent our complaints. However, that’s a waste of precious time that we could be using to locate our new client. Action for change trumps blame every time. 3. Don't measure your own success against other people’s raw data Track your own data and use it to assess the health of your editing business. Your colleagues’ metrics don’t matter because those relate to their businesses, not yours. And there’s another problem – it’s often like comparing apples and oranges. Here are two examples:
Does that mean you shouldn’t look at analytics? Not at all. But instead of looking at just the raw numbers, think about longer-term patterns in the data and outcomes (bookings/sales). How does this financial quarter compare with the previous one, or this year with the previous one? Have you made changes either on your website or elsewhere that might have influenced your analytics?
We must keep our attention on the end goal. Visitors, page views, shares, likes, follows, comments, connections etc. are only starting-point visibility indicators.
To be meaningful, they need to be considered over time and evaluated within the context of, and measured against, business goals: e.g. requests to quote, confirmed bookings, quality of clients, income, and the length of your wait-list. Otherwise, they’re nothing more than vanity metrics. As for other people’s raw stats, they tell you nothing about your own business’s needs and goals. Don't spend valuable time worrying about them. 4. Track, plan and schedule Like all sole traders, independent editors have to do everything themselves, unless they contract out services to, say, a VA, a marketer or an accountant, any of which will incur costs. We can find ourselves being asked to carry out impossible feats of juggling – too many activities and not enough time to do what must be done. The solution could lie in improved scheduling: (1) Track how much time you spend on social media during work hours and check that all of it is relevant to your business. Be strict with your social engagement – schedule it, and stick to that plan. You’ll save time and be more productive.
EXAMPLES
(2) Schedule all tasks, not just editing. Invoicing, marketing, replying to requests to quote, and dealing with queries can cause problems when they’re not scheduled. If you have 7 hours a day available for work, allot some of that time to stuff that enables you to run your business. That might mean you only have 5 hours a day available for editing, not 7, which means you’ll need to assign a longer period of time to complete each project. If you need to shift things around, fine – there’s a big difference between drinking your tea at a different time and forgetting to switch the kettle on.
EXAMPLE
When Denise Cowle and I decided to set up The Editing Podcast, we knew the pre-launch work would have to be squeezed into our already busy business and personal schedules. This was a new venture, one that would run on top of our existing business activities, not instead of them. It would have been easy for either of us to say, ‘I don’t have time – let’s do it in the next couple of weeks. I’ll call you when I’m free.’ We knew this would be a disaster, that it would lead to procrastination and delay. 5. Create templates and information resources Templates make life easier and help editors work faster. They can be customized, of course, but the underlying framework is in place, meaning we can focus on tweaking the nitty-gritty so that what we’re creating is specific to the recipient. The following all lend themselves to templating:
When we find ourselves explaining the same problem to different clients, it’s time to create a resource that we can use indefinitely. For example, if you’re a developmental editor you might have written numerous reports and queries in which you describe the fundamentals of narrative point of view. Instead of repeating yourself, create a document that outlines the principles in detail. The initial work will take you time, but once done you can use it over and over. You can also place that information on your website and use it as a promotional tool.
EXAMPLE
I’m a specialist sentence-level fiction editor. Many of my clients are first-time authors who struggle to punctuate dialogue, use apostrophes correctly, and render thoughts consistently in their writing. When I’m creating the handover editorial report, I don’t include long explanations about why and how I fixed these problems. Instead, I alert clients to the issues in brief and link to the relevant booklets on my website. I’ve shaved hours off my report-writing time and repurposed the resources for business promotion. Summing up If you’re looking for ways to make your business life run more smoothly in the next 12 months, perhaps some or all of these 5 tips will help you to save time, increase productivity, and take action. There are some free templates and other resources in the Further Reading section below. Help yourself. Happy New Year! Further reading
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses.
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Every professional editor and proofreader wants to attract best-fit clients who are prepared to commit to a contract of editorial services. For the most part, bookings go smoothly – cancellations, delays, and failures to pay are unusual. Still, editorial business owners need to protect themselves ... just in case.
This article doesn’t seek to offer you a model contract or set of terms and conditions (T&Cs), though you’re welcome to look at mine for inspiration: Terms and conditions.
Instead, I want to explore some ideas about how to develop your spidey sense, and use language and tools that will repel those who’d let you down. What does ‘delay’ mean to you? The concept of the delay is nonsense to an editorial business owner. If a client asks you to proofread a book, tells you the proofs will arrive with you on 10 May, and requests return of the marked-up proofs a week later, and you agree to take on the job, those are the terms: proofread to start 10 May; delivery 7 days later. You’ll schedule the project accordingly, and will decline to work for anyone else from 10–17 May. If two weeks ahead of the start date you’re told ‘there’ll be a delay’, you’ll likely have no work for 10–17 May unless you can fill that space at the last minute. Moreover, you will be booked for another project during the period when the project will become available. To my mind, that’s not a delay. You can’t magic additional hours out of thin air. That’s a cancellation of the project terms that were agreed to by both parties.
Make sure your T&Cs reflect this. Don’t use the language of delay if it means nothing to you. Have a cancellation policy and make it clear that confirmed bookings are for an agreed time frame, and that failure to meet the agreed date will invoke that cancellation policy.
You might decide not to invoke it as a courtesy, but having it could reduce the likelihood of having to make the decision. Is ‘deposit’ a strong enough term? The word ‘deposit’ should be strong enough as long as the refund terms are clear. Still, you might want to couch your language along the lines of what editor and book coach Lisa Poisso calls ‘real money’. I don’t refer to deposits in my terms and conditions. I call them booking fees. A fee is a payment. It’s the language of money. ‘Deposit’ as a noun has a broader mass-of-material meaning; as a verb it means to place something somewhere. Maybe, for some people, it has a softer feel to it.
Of course, anyone required to pay a deposit knows full well that the financial definition is being referred to. Nevertheless, using the language of money – a fee – might well encourage time-wasters to think twice.
The following might also work for you:
What you charge upfront is up to you. Some editors charge a 50% booking fee rather than a flat rate. Some require one third to secure the booking, another third just before editing starts, and the remaining third upon completion of the project. You can define your own model. Do you have a booking form? You and a client can agree to your providing editorial services via email, and emails count contractually. But how about requiring a specific additional action, one that reinforces a sense of commitment? Asking someone to fill in a booking form that confirms they have read, understood and agreed to your terms and conditions, including your booking fee and your cancellation policy, means they have to make a proactive decision to commit. When it comes to filling in a form and ticking boxes, a non-committed client is less likely to feel comfortable than a good-fit one because it feels more formal. You can create a PDF booking form that you’ll email manually, or create the form on your website. My choice is the latter. I include it below my T&Cs. That way, the booking and the terms are closely linked. Here’s a screenshot of mine. Notice the boxes that must be checked in order to confirm the booking.
Is ‘booking form’ a strong enough term?
Even if someone is prepared to fill in a form and check some boxes, agreeing to a contract might make them think twice. That has a more legally binding feel about it; it’s more formal. And it might be the thing that repels someone who’s going to let you down. My T&Cs state that the booking-confirmation form is an agreement to the contract of services between me and the client, and the phrase ‘Contract of services agreement’ in the heading is what appears when they click on the booking-confirmation form button.
Are your terms and conditions detailed enough?
In the main, your website should be client-focused. It should make the client feel that you understand their problems, are able to deliver solutions, and understand what the impact of your solutions will be. Your brand voice should sing out loud. In my case, for example, that means using a gentle, nurturing tone. However, when it comes to your terms and conditions, forget all the touchy-feely stuff – this is where you and the client get down to business. It’s in everyone’s interests to know what’s what. That might mean that your T&Cs are rather dull and boring. No matter. It’s the one place on your website where you’re allowed to be dull and boring! I feel like chewing my own arm off when I read my T&Cs but I don’t want any of my clients in doubt about what I’m offering and what they’re getting. Think about the following:
A non-committed client will be repelled if your terms put them at risk. A good-fit client will feel reassured that they’re dealing with a fellow professional who takes the editing work as seriously as they do. Are the basics front and centre? Many editors place links to the detailed contractual stuff in their website’s footer, which means the T&Cs are almost invisible. Even a good-fit client probably won’t see or read your T&Cs during their initial search for editorial services. That’s the case on my website. If it’s the same for you, consider placing the basics front and centre. I’ve created a box on my contact page that spells out the non-refundable booking fee I charge.
Will it put off some potential clients? Absolutely. But if someone can’t afford that booking fee or doesn’t dare take the risk of making a payment because they’re unsure whether they’ll honour the contract, they’re not the right client for me.
Spotting red flags Developing your spidey sense can reduce the likelihood of becoming entangled with those who’ll back out of confirmed bookings or fail to pay.
Though there’s no foolproof way to protect yourself from non-committed clients, there are red flags you can look out for:
Summing up I hope these tips help you avoid non-committed clients and safeguard your business. Even if you implement some of my ideas, there are no guarantees unless you ask for 100% of your fee upfront. However, rest assured that most clients are honest, committed and trustworthy individuals who are a pleasure to work with. As for those who blow you out, a few are scoundrels. Others aren’t but are thoughtless and haven’t taken the time to understand the emotional and financial impact of cancellations and non-payment. Others have got cold feet. And some have been struck by unusual or extraordinary circumstances like bereavement. Most don’t mean to cause distress or place editors in financial hardship, even though those are two very real potential outcomes. By using real-money language and action-driving tools, we can build stronger bonds of trust with those who are serious about working with us, and repel most of those who aren’t. More resources
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast.
Here’s how to build a knockout editing portfolio page even if you’re relatively new to the field.
Deciding what to include, what to omit, and how to lay it out so that it grabs a potential client’s attention can be tricky. If your business is new you might not have a lot to shout about. If you’re established, you might have too much.
One thing’s for sure, though – an editing site without a visible portfolio is at a disadvantage. It’s the next best thing to the social proof of a testimonial because it demonstrates that you practise what you preach. Using stories is a method every editor can use to bring their portfolio page to life. Moving from mechanics to emotions Stories are lovely additions to any portfolio page because they give us the opportunity to take our potential clients behind the scenes ... to show them how we helped and how the project made us feel. That’s important because it shifts the attention away from mechanics and towards emotion. Those of us who work with non-publisher clients such as independent authors, academics, businesses and students are asking our clients to take a big leap ... to put their project in the hands of someone they’ve never met, and pay for the privilege. It’s a huge ask and takes not a little courage for some. Think about it from the client’s point of view:
These clients will be looking for an editor they can trust, someone who gets them, understands what their problems are and can solve them without making a song and dance about it. Trust is something that is usually earned over time – think about your friendships and partnerships. Editors and their clients don’t always have the luxury of time. What’s needed is something that will fast-track the growth of trust. Word-of-mouth recommendations are fantastic for this. Testimonials from named clients are also excellent social proof. Portfolios work in the same way. The problem is, they can be boring.
A partial screenshot of my boring but useful list!
The list: boring but powerful I’m not going to suggest you dump your long lists. Boring though they may be, I believe there’s power in them, and for two reasons:
So, if you want to keep your long lists, do so. I have. Make them more accessible and aesthetically pleasing by breaking them into subjects or genres. Add thumbnails of book jackets, journal covers or client logos (subject to securing permission from the client). Use a carousel or slideshow plug-in to show off multiple images without cluttering up the page.
Adding pizzazz with stories
Now it’s time to add the wow factor. Stories take the portfolio one stage further. They’re basically case studies of editing and proofreading in practice. Can you recognize yourself in the following list?
Stories work for all three groups of editors:
What to include It’s up to you what you include but consider the following:
Example 1
I’m a fiction editor who works for a lot of first-time novelists. Many haven’t worked with an editor and don’t know what to expect. Some feel anxious and exposed. My two portfolio stories have a friendly, informal tone. One of my case studies focuses on a self-publishing series author whose fictional world I’ve become close to. By showing how we work together and how his writing makes me feel, I demonstrate my advocacy for self-publishing and the thrill I get from working with indie authors, the emotional connection I make with the characters, and the delight I experience in seeing writers hone their craft.
Two case studies from the editing studio
Example 2
If you work with corporates, your stories might have a reassuring, professional tone that conveys confidence and pragmatism. Your case studies could feature clients whose projects required the management of privacy and confidentiality concerns. You could use the space to talk about the challenges you faced and the successes you and your clients achieved even though the projects were complex and demanding.
Example 3
If you work with publishers, you could create case studies that show how you managed tight deadlines, a controlled brief, and a detailed style guide. The stories could highlight some of the problems you and the publisher overcame, your enthusiasm for the subject area, the pride you felt on seeing the book published, knowing the part you’d played in its publication journey. Crafting stories about relationships If your home page is all about the client, the portfolio page can be all about relationships. By crafting stories for our portfolios, we can invite potential clients onto the stage and let them experience – if only fleetingly – editing in action. And because the case studies are real, they’re a powerful tool for knocking down barriers to trust. They show a client how we might help them, just as we’ve helped others.
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses.
If we’re serious about setting up an editing and proofreading business, free resources will get us so far, but only so far.
What free is good for
Free is brilliant when we’re starting out, particularly in the following circumstances:
Free is equally great when we’re experienced but looking to shift the goalposts:
Free stuff is about discovery, so that when the time comes to reach into the coffers we’re spending money in the right place. Free helps us to turn expense into investment. What free is not good for Free isn’t great in the long term because the offering usually comes with limitations. It will give us a glimpse, enough to help us on the journey. But that’s all. The reason free has its limitations is because even creating free stuff and offering free help takes time, and time is money. Imagine the following scenarios:
CASE STUDY 1
Jane wants to offer developmental editing but has no experience. She does some research and finds the following:
CASE STUDY 2
Jack has identified a skills gap. He’s a great editor but a poor marketer and is dissatisfied with the rates he’s earning from his existing client base. Currently, he works with project-management agencies who find publisher work for him. And those publishers find authors for the agency. There’s a cost to that author-acquisition work – those agencies and publishers take a cut of the fee at each stage because they have to invest their own time and expertise in making themselves visible. It's that visibility that puts the editing work on Jack's desk. He starts a discussion in a large editorial Facebook group about his concerns and is offered the following:
What tasters teach us ... and what they don't In both cases, the freebies are of exceptionally high quality and Jane and Jack learn a ton from them. Creating that content must have taken time and effort. However, free articles, blog posts and webinars are tasters. Those kinds of things help us understand the lie of the land, and give us a deeper sense of what more we need to learn. What they won’t do is teach us everything we need to know. We can’t learn how to become professional developmental editors from those resources alone ... any more than we could learn to cut hair or wire a house to acceptable standards without proper training and guidance. Same goes for marketing. Take me, for example. It’s not luck and Google that made me a strong marketer. I pay a monthly sub to learn how to do it well from professional marketers, and invest time in implementing the strategies I’m learning. If Jane wants to become a professional developmental editor and Jack wants to become a strong editorial marketer, both need to take all those freebies and use them to make informed decisions about the money they will invest to turn their investigations into reality. Examples might include:
Free will help Jane and Jack make decisions. Investment will make them fit for professional purpose.
A better money mindset
It’s perfectly okay to decide that you can’t afford to run a professional editorial business ... but only as long as you decide not to run a professional editorial business. No one on the planet owns a business that doesn’t have operating costs. Business owners have to take responsibility for training, equipment, invoicing, money transfer, software, marketing, client acquisition, office space, pension provision, taxation responsibilities, and more. It’s true that the international editorial community is incredibly generous, which means that free resources and guidance abound on multiple platforms. However, those who are serious about running an editorial business know they have to avoid hobbyist and employee mindsets.
The shoe on the other foot – when you’re asked for a freebie
We can’t have everything we want when we want it. We have to make choices. Freebies help us make the right choices so that the money we spend actually increases our prospects and income in the longer term. And imagine yourself on the other side of the fence for a moment. A potential client calls you. They have a book that needs copyediting. ‘The thing is,’ they say, ‘I can’t afford professional editing. How can I get out of paying you? To be honest, I’m just looking for free stuff.’ How fast would you hang up? Now imagine another writer calls you. ‘I’m in the middle of doing as much self-editing as I can using some free tutorials I found online and some advice from my writing group. There’s a fair way to go,’ they say, ‘but I figured I’d start saving now. Can you give me a rough idea of how much it might cost and how much notice you’d need? That way I can start planning my book budget.’ That’s the kind of client I’m excited about working with. The editor with the same mindset will be rewarded with guidance and help because they deserve it. The editor who wants it all for nothing won’t and doesn’t. By all means, grab all the freebies. The creators of those resources want you to have them. Making free stuff that’s invisible and unused is a waste of time and effort. Just don’t forget that free is the starting blocks. Investment is what gets us to the finish line! Further reading
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses.
Want to increase your productivity? My guest Simon Raybould has an innovative approach to organizing your work day that might just cut you some slack and help you get more done. Over to Simon ...
We’ve all done it … worked our little socks off only to feel like we’re banging our heads against a brick wall.
I know a few editors and proofreaders, and there’s always more for them to do – either doing the job itself or marketing the job so that there is a job to be done. I assume you’re like them, so I won’t try to convince you that you’re working too hard, and that, by definition, ‘good enough’ is exactly that. Despite the logic of that statement it falls on deaf ears too often to be worth it. I’m going to pick my fights! So instead of looking at how long we should work on something in total, I’m talking about how long we should work on it in any one go. Rational Man Economists (and some others) use a concept called Rational Man. Let’s call him Fred. Fred knows everything he needs to know to make an optimal choice for every decision, and – being rational – makes it. In other words, Fred gets perfect choices each time there’s a choice to be made. If you’re Fred, there’s a perfectly straight and positive relationship between how much effort you put into something and how much output you get out:
It couldn’t be simpler, could it? But it’s not real. You know that. Imagine sitting down at your desk and being productive from the first second. Unlikely. How life really is If you’re anything like me, when you sit down to work, the first few minutes of your time don’t create any output. Instead you:
Okay, so you might not be as bad as that, but you take my point. I’ve labeled this in the graph as the time between A and B.
But once you get going, warm up, well then you really hit your stride. Each minute produces not only output but more output than the previous one. In the graph, this is the time between B and C.
Eventually, of course, you start to get tired. You’re still getting things done but each minute achieves a little less than its predecessor, until you’re barely getting anything more done for each moment. In the graph, this is the time between C and D. Here’s the rub though… most of us are conditioned to just work, work, work, work, work, and we carry on doing so until:
Let’s be blunt – most of us work on towards E. The last time I talked about this in a workshop I was greeted by a chorus of ‘E? More like the whole damned alphabet!’ We do this out of habit because we’ve never stopped to think about it. However, I’m hoping it’s pretty obvious from that graph that common sense suggests locating the point at which we should stop if we want to be most productive. When it’s pointed out to them like this, most people point to somewhere around D and say that’s where to stop. (Mathematically it’s C, but D is close enough.) The point is, it’s got to be before E, obviously. But it’s only obvious when you step back from the grindstone and look at it like this. How long is your A–D? Ah, now… that’s the question. It’s different for different people, and for different tasks for the same person. For example, I start to lose the will to live after about 15 minutes of proofreading. After about 20 I lose the will for anyone within reach to live, too. You have been warned. By comparison, I have a member of my team (hello, Clare!) who can smell a misplaced comma in the dark, before I turn on the computer on, and at a range of over 200 miles. For proofreading, her A–D is about 90 minutes. Conversely, when it comes to research I can work solidly for up to two and a half hours or so. (I spent 24 years as a university researcher.)
How should we use this?
Here’s a simple tool that will help you be as mind-bendingly productive as possible. Jot down all the major things in your job – ignore stuff you only ever do once in a blue moon. And be quite crude about it if you need to. Then make your best guess of your A–D for that time. I asked Louise, our host, to put together some numbers. These are crude estimates but they give you an idea.
Remember, these are Louise’s first guesses for how long she can undertake each task until she becomes tired and unproductive, not how long she should work on any given document/book or whatever. When you know how long you’re at maximum productivity for, block those things into your diary in time chunks that match, less about 20 minutes or so (use some common sense here for things with only a short A–D!). Lots of people find it handy to set up an alert on their phone for the t−20 moment; when it goes off, you should ask yourself a brutally hard question – formally, consciously and with intent: Am I in the C bit of the graph or past it? If things are good, you’re golden. If not, adjust the time in your diary and the alert on your phone. Use the new information in the future. Back to Louise. This is what her typical working day looks like at the moment. Note that she’s only got six hours in a day, so straight away you can see that something’s got to give!
That way she’s be working at her maximum productivity for much more of the time.
Wouldn’t it be lovely if by upping how much work she can cover in a six-hour day, she doesn’t need to steal time from her husband in the evening? (Your mileage may vary of course! You might want to have the excuse!) The downside What’s the snag? Well, the main drawback of this is that your diary will look like an explosion in a rainbow factory and you’ll have to put some effort in to make it work. Nothing worth doing works without a bit of initial mental sweat. Implementing this change might require a complete shift in your mindset. And for that you’re gonna need a whole lot of chutzpah. But trust me – it’s worth it. You spend units of ‘courage’ and get back units of time. Personal note (or bragging, if you prefer) Still not convinced? By making sure I chopped my day up to what worked best for me, a couple of years ago, in only a three-month period I achieved the following:
You may have detected a degree of smugness there. Sorry! Your turn! What do you think? How long are your A–C periods? And your C–E periods? The ratio between those two could give you a reasonable idea of how much time you’re wasting. Let us know!
Want to know more?
Simon's a presentations expert as well as a productivity guru. If you want to get in touch, here's what you need:
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses.
Proofreading for publishers is something every professionally trained new entrant to the field should consider. Many of my experienced colleagues work exclusively for publishers. I used to and don't regret it for a minute.
And it can be profitable, despite what you might have heard.
Just a few of the benefits of publisher work include:
Some proofreaders are finding that publisher work is not as profitable as it once was. Perhaps the fees haven't increased in real terms, or the proofreader is being expected to check more words per paid page. Being efficient has become key to sustaining these valuable client relationships. The PDF below includes some tips and tricks on how to make proofreading for publishers (and packagers) profitable by spicing up your digital efficiency. The advice is based on my experience of working for academic publishers for over a decade. Click on the image to download your free copy. I hope you find it useful.
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses.
This article is for editorial folk who currently choose to operate their businesses in isolation. There's nothing wrong with that at all if that's your bag, but I hope this will show you just some of the benefits of networking.
In ‘The rates debate’ and 'The highs and lows of editorial fees', I argued that colleagues shouldn’t be the primary determiners of the price we set or accept for editorial work.
They are, however, our go-tos for much else, and the professional editor and proofreader would be bonkers not to take the opportunity to exploit the myriad learning opportunities on offer from those with different skills, levels of experience, subject specialisms and environments! Rather than just writing a list, I thought it might be more interesting to give you a few examples of how some of my colleagues have helped me to develop my editorial business. The list isn’t exhaustive – it would be a book if it was – but it should give you a flavour of what’s on offer.
Learning a new macro
I like to consider myself pretty strong on the editorial tech-tool front. And yet I’d lost count of the number of times I’d forgotten to switch Track Changes back on after I’d toggled it off. I needed a solution – some sort of visual or audio reminder. My pal Gordon Hooper came to the rescue. Gordon’s a fellow member of the Norfolk SfEP local group. Turns out that my other colleague Paul Beverley had already tackled the problem with a macro: if you fancy trying it for yourself, you can read about how it works and how to install it at ‘How to never forget you’ve switched off Track Changes!’.
Tightening up my marketing message
Last year, I spent some time thinking about how I could better present my services so that they reflected the reality of what I spend most of my time doing – proofreading and copyediting for indie authors. I understand perfectly well the traditional definitions of these skills but in the real world they’re rather tangled (see, for example, ‘The proofreader’s corner: Untangling proofreading’). Again, it was my professional network that came to the rescue.
Understanding another skill
Development editing isn't a service I offer. That doesn't mean I'm not interested in learning about it, though. I've started to expand my knowledge via colleagues who have experience in this macro level of editing.
Using Word more efficiently
In the past 18 months, two editorial colleagues have written blogs that have had a significant impact on how I use Word.
Using a gadget
One of my bugbears has always been having to use hyphens for en dashes on my iPad and iPhone. A discussion on the SfEP forum, started by Lisa Robinson, showed me that Apple has provided en and em dashes – I just hadn’t realized that if you hold down the hyphen button a small window opens and you can slide your finger to your preferred dash. I was delighted, and I wasn’t alone! That thread was full of useful tips. If you’re an SfEP member, you can access it via ‘Dashes’.
Discovering new tools
I love any editorial tool that can increase my productivity or enhance my professionalism. Colleagues alerted me to two particular favourites.
Maxing out an existing tool
I hadn’t been getting the best out of PerfectIt, even though I’m a long-time user. At another SfEP Norfolk meeting, Mary Sheridan and Sarah Patey taught me how to use the wildcard function more effectively. This, combined with Jack Lyon’s Wildcard Cookbook for Microsoft Word, has been a real productivity enhancer. PerfectIt tends to handle wildcards a lot better than Word when Track Changes is switched on, something else Sarah taught me via Facebook!
Quoting mechanisms and publicizing rates
Pricing issues affect every editorial freelancer, and although fee setting needs to be done using a deeper level of analysis than just following what colleagues are doing, there’s still a lot a colleague can bring to the table.
These two examples proved to be excellent reminders that testing is essential for the editorial freelancer who wants to learn whether a colleague’s way of doing things is appropriate for their own business.
Making friends
My colleagues can do something a book or a course can’t. They can become friends. I’ve made so many edi-buddies that I can't even begin to list them all. What I can say is that Kate Haigh's campsite spag bol borders on legendary; the AFEPI crew at last year's SfEP meeting almost made me want to emigrate. I wish Sophie Playle still lived in Norwich because I miss having coffee with her. I wish Rich Adin lived in the same country so that I could have just one coffee with him. Nick Jones has made me laugh via Facebook Messenger too many times. Janet MacMillan's soup ... You get the point.
Sourcing professional help
I decided to hire a couple of proofreaders for my blog in 2016. When I’m writing, I don’t behave like a proofreader. I have my authorial head on. That means I’m too close to my own words to spot all my errors. I bit the bullet and decided to work with some fellow professional proofreaders. Whom to pick though? I needed some recommendations. John Espirian, in his capacity as guardian of the SfEP directory, had a couple of names up his sleeve and they haven’t disappointed. Cally Worden and Anna Black are my go-tos. They’ve done a fantastic job for me and I wish I’d sourced them years ago. Of course, I still have to upload their gently edited work to the Parlour, and, I’ll be honest, sometimes I just can’t help making a little tweak here and there, post proofreading (I know, I know!). So if a typo has slipped through, it’s my fault.
Finding your tribe
There’s a tonne of other stuff that colleagues can help with – I’ve only scratched the surface. If you’re reading this and you’re not connected, consider the benefits of changing the situation.
Ultimately, editorial freelancing is about running your own business, but there are plenty of people who’ll support you in its growth if you find a comfortable space in which to meet them!
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses.
Just becoming editors doesn’t bestow special privileges upon us that are not available to other types of working people. Being editors doesn’t mean we’re entitled to be commissioned. Nor does it mean that we’re entitled to earn what we’d like to earn.
Why entitlement won't work for the self-employed
Entitlements are the domain of employees. Freelance editorial pros aren't employees of businesses; they're the owners of those businesses. Work has to be found, which means clients have to be found. We don't live in command economies where the State hands out jobs and you take what you get. We've chosen to run businesses so we have to find a way to make them function successfully. The alternative is unpalatable. In a global market, where clients come from all over, and have different budgets, requirements and expectations, what those clients will be able or prepared to pay will vary enormously. Consequently, of all the clients we find via our extensive marketing efforts, only some will be a price match for us. For that reason, we need to be visible to as many as possible, because the bigger the pot the greater the chance of a conversion. To recap, just being an editor in itself will provide us with neither work nor the money we expect to be paid for the value we believe we bring to the table. Doing visibility is the key to cracking the problem.
Imagine being a teacher ...
Do you know a teacher? Does that person have a paying teaching job? How did they get that teaching job? Are they happy with their salary? If not, ask them what they would have to do to solve the problem. I know a teacher. She trained for the role. After her training was complete, she didn't have a job. So she had to find a job. She didn't sit there and say, ‘I'm a teacher. Where's the work?’ She went and searched for the work. She did loads of research, applied for tons of jobs, reviewed the packages on offer, prepared for a stack of interviews, attended them (which was stressful), filled in her spare time with voluntary work in the education sector to make her CV sing, and finally found a school who wanted her and for whom she wanted to work. For a few years the package worked for her, and then it didn't. She didn't say, ‘This school is predatory.’ She said, ‘I need to find a new job.’ So she did a lot more work. Now that she was more experienced and had higher expectations, it was tricky to find a good match. It took a lot of time, a lot of hard graft, a lot of research, but I never heard her moan. I'd ask how the job search was going. ‘Ticking along. No news yet but I'll know when I find it. The current post isn't perfect but it's better than being unemployed. You hear about Si? He’s been made redundant. Nightmare. He's really down in the dumps.’ My friend did secure a better teaching post. She worked her backside off to find that job. It would've been nice if it had landed in her lap, but that’s not how the teaching sector works. And it's not how the freelance editing sector works either. We have to work our backsides off to find the work we want to do and that pays the fees we want to earn.
Feeling ripped off?
If you're feeling ripped off, that's okay. We’ve all done work that made us feel undervalued and underpaid. That's kind of how my teacher friend was feeling. Time to replace that rip-off work with a better package. Be aware, though – this won't happen overnight. If you're not visible to those offering better-paying work, you'll have to make yourself visible, which takes a lot of hard graft. It took my teacher pal a couple of years to replace her employer with one offering the package she wanted. It might take you a couple of years to make yourself visible to the clients you want to work with. This could mean you have to stick with the current client while you're working your backside off to find a new and better-paying replacement.
The client under the microscope
In the meantime, take a good hard look at the client. If you're feeling ripped off, it can be useful to examine not just the deficiencies but also the benefits. This kind of exercise can shine a light on some of the value you might have overlooked, value that you may not have costed into your analysis. Turnover So the work isn't paying you what you'd like to earn, but is there a lot of it on offer? Every time you receive an email that offers you work on a plate, you get to fill your schedule with absolutely no effort on your part whatsoever. Some people have a few regular clients who provide 90% of their work. Others have a few regular clients who provide only 20% of their work; the other 80% is new business. New business needs to be found and converted into a working relationship. Which leads us to marketing … Marketing If you fill your schedule with a lot of work from one agency (or publisher or packager), and you think said agency is ripping you off, ask yourself how come they've got so much work that they can fill 80% of your schedule and the same percentage of many of your colleagues’ schedules. Is it because they’re marketing their backsides off? Then ask yourself whether you're prepared to make the same investment, because that's what you'll have to do. You'll have to do all the hard graft yourself. Marketing an editorial business isn't just a cute little hobby you dip your toes into a couple of times a year. Well, actually, it can be if you get someone else, like the agency, to do the graft for you (and there’s nothing wrong with that), but there'll be a cost to it because they'll take a cut of every penny you earn. And that's fair enough because there is a cost to finding clients. Marketing takes time, and time is money. So if you don't want to lose a cut, you have to fork out for the marketing investment. In other words, we don't get to have it both ways. We can't expect someone else to find our clients for us and expect to earn as much as if those clients were coming direct. If we did expect that, who'd be ripping off whom?
Still want an exit?
Fair enough. Start actively promoting so that you can phase out the lower-paying client(s) and replace them with new customers who'll pay what you want to earn. Plan for this to take time and a lot of work. If you don't fancy the transitional approach, you can wave goodbye to the work immediately. If that's the case, you either live with someone who can pay all your bills (quite possible, and good for you), you have a trust fund (less likely, but wow), or you're happy to be partially unemployed for a while. As you can probably tell, I favour the transition method! That's because my family situation means my income, although the secondary one in our family, is essential. When I was starting out, I couldn't afford to turn down work on principle while I was finding better-paying alternatives. I had to use a phasing-out approach (if negotiation wasn't on the table). Of course, it may be that you already have enough higher-paying clients to cover the lost income from the existing customer, but if that's the case you probably nailed your marketing strategy years ago!
We're responsible
No one else is responsible for the rates we earn, the clients we find (or whom we enable to find us), the tools we use to make ourselves visible, the equipment we buy, the tax returns we file, the colleagues we talk to, the meetings we attend. It's all down to us. We're not entitled to have anything land in our lap. As business owners, we reap all the benefits, but we have to do all the work. Every time we hand over some of that graft to another entity (finance to the accountant; client-finding to an agency; fee-handling to a money-transfer organisation), we see a cut in profits. That's not being ripped off; it's a cost of business. If you don't want to bear the cost, you have to do it yourself. Being an editor isn't enough when we're freelance. If we're not wearing the many hats required for business ownership (or we resent bearing the cost of someone else wearing them for us), we need to take a step back and consider whether it’s time to make some changes. What we are entitled to What we are entitled to do is to make our own decisions. We’re entitled to choose the clients, the rates, and the types of work that suit our needs. So if you want to work for a packager or an agency that pays less than a colleague thinks is acceptable, but there’s value in it for you and your business, that’s fine. If you want to decline the work and source your own clients direct, that’s fine too. Me? I’ve done both in my time because it was right for me. You’re entitled to the same choice. Good luck!
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses.
In this article, I consider how resistance to change can stop us from learning new skills or testing new methods to make our editorial businesses more successful.
‘I’m not trying that!’
Editors, like any other professionals, can fall into the trap of resisting change – for example, not trying out a new marketing strategy; claiming they have no need for business tools such as macros; or refusing to take on work that requires using a new platform, software package, or format. All of us have either said, or heard one of our colleagues say, ‘I don’t work in that way,’ ‘That’s a bad idea,’ ‘I don’t like the idea of that,’ ‘That’s not the way I do things,’ or ‘I just couldn’t bring myself to do that’ at some point in our careers. We work in a highly competitive, crowded, and international marketplace. We’re business owners, not hobbyists. That means our businesses have to earn us a living. Our market isn’t static – it’s always shifting:
All of that means that resisting change and failing to learn the new skills or to try new methods (whether technical, promotional, or practical) simply doesn’t make sense for today’s editorial business owner. If we refuse to change, we refuse to compete – and that’s a path to business failure. Why do we resist change? According to psychologist Edgar H. Schein, Sloan Fellows Professor of Management Emeritus at MIT’s Sloan School of Management, it can be a result of ‘learning anxiety’ (Diane Coutu, ‘The Anxiety of Learning,’ Harvard Business Review, March 2002). Says Schein:
Learning anxiety comes from being afraid to try something new for fear that it will be too difficult, that we will look stupid in the attempt, or that we will have to part from old habits that have worked for us in the past. Learning something new can cast us as the deviant in the groups we belong to. It can threaten our self-esteem and, in extreme cases, even our identity.
Back in 2002, Schein discussed the issue in relation to the challenges of organizational change and transformation, corporate culture, and leadership. But that quotation can apply just as well to the editorial solopreneur in 2018. We may be anxious about making a change for fear of not doing it well; equally, we might have heard or read negative opinions from our colleagues about using a particular technical tool, testing a new marketing effort, or changing to a new way of working – and that makes us wary of being seen publicly to be trying such things, lest they draw negative attention. So how might we go about tackling learning anxiety so that we can embrace change rather than resisting it? There are several options:
Plan the change so that it’s considered and systematic If you think there are changes that should be made, or new skills learned, approach them as you would a business plan. By breaking the changes down into components, they will seem more manageable and less anxiety-inducing.
Redefine ‘failure’ as ‘lessons learned’ We must accept that change always brings risk. However well we plan change, however well it appears to meet our business objectives, the outcomes aren’t always what we hoped for or expected. The key here is to redefine those results in a positive light whereby ‘failure’ becomes ‘lessons learned.’
All those outcomes could occur; but it’s also possible – particularly if you’ve made thoughtful, informed decisions about what changes to test – that the following will happen:
And even if you do end up in the worst-case scenario, who’s to say that the changes you’ve made won’t reap rewards further down the line? Who’s to say that those colleagues who were disparaging about your efforts are correct in their assumptions? Being prepared to try new things is how we learn. When the outcomes are not as expected, that’s not failure; that’s information on which we can make future decisions about what not to do, what needs tweaking, and what needs retrying. Not being prepared to learn and change in a competitive market is more likely to lead to failure that trying something new. If you don’t try, you don’t know. There’s nothing wrong with trying something new, only to find that it didn’t work. Any normal human being trying to be creative when running their business is not going to get it right every time. And if things don’t go to plan, you’ll be in great company. Here’s Woody Allen: ‘If you’re not failing every now and again, it’s a sign you’re not doing anything very innovative.’ And here’s Thomas Edison: ‘I have not failed. I’ve just found 10,000 ways that won’t work.’ Do a cost–benefit analysis If you’re nervous about making a particular change, do a cost–benefit analysis by considering the following questions:
Working through these questions can highlight benefits and challenges, and help you to think through ways to maximize the former and minimize the stress of the latter.
Case study
In 2015, I tested a new marketing technique. I wanted to provide a quick way for the client to engage with me, a device that would give them a sense of immediacy ... a ballpark price for proofreading and editing that they could use to decide whether to continue the discussion. So I tackled the questions above, and the answers helped me to map out a solution that I could test. What are the potential gains from the change?
What will I potentially lose if I introduce a quick-quote function?
What will stay the same, even though I’ve made this change?
How will the changes make me feel once I’ve completed them?
My solution was to offer a 60-minute ballpark quote service via text messaging. I required a few words of description, a deadline, and a word count. I commited to responding within 1 hour to any request that came in prior to 10 p.m. GMT. I didn't want to have to carry around a tablet or laptop all the time because I wouldn't always have internet access, but my phone was always with me. I charge on a per-1,000-words basis for my proofreading, copyediting and line editing services so it was easy for me to calculate a ballpark price quickly. I'd reply to the client with the preliminary price and an invitation to continue the discussion, this time with a sample. At that point, I’d be able to demonstrate the value I can offer. I placed this quick-quote service on a dedicated Contact page of my website, and included testimonials on the page so that clients had a sense of the quality of service I offer. Early results and later changes When I first set up this tool in 2015, the early results were encouraging. In the first month, I had around 20 enquiries via text messaging, 4 of which led to commissions to proofread or copyedit works of self-published fiction. I also acquired a small, fast-turnaround job for a business client. I turned down requests to proofread a business book and several theses, owing to the time frame. Over the next two years the focus of my business shifted to editing exclusively for indie fiction writers. I no longer accepted work from publishers, businesses, students or academics. Something else shifted too. The clients I was attracting weren't using the messaging option to get in touch. They were using my contact form, email or phone. This coincided with a much tighter rebrand of my website, so I suspect I was appealing to a different kind of client ... someone who wanted to talk. I decided to remove the quick-quote messaging tool. Still, I’m delighted that I found and tested a creative solution to my earlier resistance. I’m even more delighted that the outcome was positive for a couple of years. My fears about what I’d lose were overshadowed by the decisions I made on how to manage the service:
Even more importantly, perhaps, carrying out this exercise forced me to think more broadly about how client trust relates to pricing transparency. Taking professional responsibility Resistance to change is a normal human emotion. However, we are business owners. We work for ourselves. There’s no one in the HR department to walk us through the changes we might need to make even though we feel nervous about them. Change is inevitable. The fact that it can be anxiety-inducing needs to be acknowledged. The key is to ensure that anxiety doesn’t get in the way of action. The decisions I made about pricing transparency will not be something all my colleagues will agree with or want to implement. That’s fine – they have their businesses to run and I have mine. They make the decisions that are best for them while I make the decisions that are best for me. Still feel reluctant to make a change, or learn something new?
Chances are you’ll be pleasantly surprised by the results. Whatever happens, you’ll know that Woody and Thomas would pat you on the back for it! This is an updated version of an article originally published on An American Editor.
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses.
An in-house editor discusses how he handles receipt of substandard work from a freelancer. Also worth noting is his advice on how a freelancer might interpret a lack of contact from an in-house editor and what to do about it ...
Philip Stirups sheds light on his experiences of editorial production. To be clear, Philip’s contributions are from the point of view of a publishing professional, broadly speaking. So while some of the things he has to say are informed by his experiences within the UK company for which he currently works, his residency here is not in the capacity of a representative of that particular publishing house. Over to Philip ...
At the outset, I want to say that the majority of proofreading jobs I receive back from freelancers are good. However, in a handful of instances, a job comes back and, unfortunately, it isn't up to scratch. Problems could include:
From an editorial perspective, this can cause an array of different problems. First, an unsatisfactory proofread will usually lead to the in-house editor having to step in to compensate, which can in turn have an adverse impact on the book schedule. A second problem, from an in-house editorial perspective, is even trickier: how to give feedback in an honest, yet tactful, way. Breaking the bad news … On the surface, the simple solution to this seems to be: "tell it as it is". However, this is easier in theory than in practice. The problem is that it’s quite difficult to convey tone via email. I want to get across what has been missed, but in such a way as not to seem condescending. Furthermore, I don't want the freelancer to go away thinking they've done a bad job, when overall they haven’t. I could use the phone in order to avoid tone problems. However, I believe that an email is more beneficial to the freelancer because it provides them with a written record of the issues; this means they have something to refer back to when they carry out future work for the in-house editor. Receiving criticism, albeit constructive feedback, can be a shock for the freelancer, and very upsetting. I don’t want my suppliers to lose confidence when I have to tell them a job didn’t meet my requirements. Instead, I want to communicate the message in a way that enables them to move forward, strong in the knowledge that by attending to the highlighted problems our working relationship can continue satisfactorily. Email gives them the time and space to digest the feedback I've offered in a non-confrontational way. In cases where the work continues to be substantially below expectations, the clearest feedback a freelancer will receive may be represented by them not being offered further work. This isn't to say that, overall, they are not good at what they do – rather, each job needs to be assessed on an individual basis, and when a freelancer is unable to use critical feedback to meet the in-house editor’s needs, the editor may decide that the supplier is no longer a good fit. Things aren’t always what they seem … Being offered no work, or only intermittent work, is not always an indication of poor fit or poor-quality work. It can often simply be, as I have often experienced, a case of there being no work available at the time. Publishers' production workflows vary. A large house, with multiple imprints, that publishes mass-market paperback fiction may have a steady stream of projects to offer freelancers throughout the year, while a smaller independent academic press specializing in social science monographs or student handbooks may have busy and quiet spells in its production process. It may also be that the freelancer had regularly turned down work, owing to the demands of their schedule. In this case, the in-house editor may have taken the decision to focus on other suppliers who are more often available. It’s not a question of poor fit or poor quality; rather, the freelancer has simply slipped out of the in-house editor's mind. If you’ve not been offered work from one of your in-house editors for a longer time than you feel comfortable with, get in touch. It never hurts to drop an editor a message to ask whether they have any projects. The worst they can say is “no”, and even if they don't have anything to offer you now, but are happy to work with you again, you’re back on their radar. Don’t be afraid to ask … I cannot say there is a right or wrong way to give feedback. However, I firmly believe that openness on both sides is the key. I am willing to admit that my freelancer briefs could be improved. If you ever want feedback from your editor, just ask ... And remember: it is never personal; it’s about meeting a set of business requirements. We in-house editors and freelancers are on the same team.
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses.
Exercising the right to accept or decline work is, in my opinion, one of the best things about owning one’s own business. And yet some editorial professionals feel guilty about saying no. What's to be done?
Some of us have experienced a situation where we have to withdraw from an ongoing project because of what one of my colleagues calls “scope creep”.
Here, the originally agreed terms of the work have been breached by the client, rendering continuation of the project non-viable unless new terms can be negotiated that are acceptable to both parties. This demonstrates why it’s important to clarify the parameters of any editorial project before an agreement is made to carry out the work. How to pull out of existing project work is beyond the scope of this article. Here I’m focusing on saying no to the offer of editorial work prior to commencement of the project, and how guilt should not be part of the editorial business-owner’s decision to so. In Part I, I look at the reasons for accepting or declining work, how some editorial freelancers talk about feeling guilty, and how those statements stack up against the reality of what’s going on. In Part II, I’ll consider some simple ways of saying no that make it clear that the project is being declined, why this decision is being made, and what the client can do to find an alternative supplier. I’ll also explore the dangers of using an over-pricing strategy to deter an unwanted client, and consider how the guilt-ridden editorial pro might place her feelings within an adapted 10/10/10 framework in order to move forward with a decision that’s in her business's best interests.
Reasons to accept and reasons to decline
I might decline a proofreading project for one, or several, of the following reasons:
I might accept a proofreading project for one, or several, of the following reasons:
See also Liz Broomfield’s (2013) discussion of what kinds of work you might say no to at various stages of your business’s development.
It’s my business and my choice
Whether I accept or decline, the choice is mine. I’m not bound to carry out proofreading work that, for whatever reason, I don’t wish to. There’s no boss telling me that our company is contractually bound to do A or B, or that I must work for X, even though I find dealing with X stressful, intimidating, infuriating, or upsetting. I choose the hours I need/wish to work. I choose the type of editorial work I carry out (in my case, proofreading). I choose the material I feel comfortable with. I decide whether a fee is acceptable based on my needs and wants. Ultimately, I can decline a project for no other reason than I simply don’t fancy doing it. End of story.
Feeling guilty
Despite having control over the choices they can make, it’s not uncommon to hear editorial freelancers say they feel guilty about not accepting a job:
In all of the above, the story is of the problems being faced by the client if the editorial pro turns down the work. However, we as business owners need to flip things around and look at the situation from our own point of view.
The reality ...
Now let's look at the above 4 scenarios from the perspective of the editorial business owner:
No isn't negative ...
Psychologist Judith Sills (2013) argues that “No – a metal grate that slams shut the window between one's self and the influence of others – is rarely celebrated. It's a hidden power because it is both easily misunderstood and difficult to engage” and “it is easily confused with negativity”. So, when we decline work, we need think of the decision not in terms of negative impact on our clients, but rather in terms of the positive impact on our editorial businesses. In Part 2, we’ll look at ways to communicate an uncomplicated “no” message, and consider an adapted version of Suzy Welch’s 10/10/10 framework that should help the guilt-ridden editorial pro to say no with greater confidence.
Louise Harnby is a line editor, copyeditor and proofreader who specializes in working with crime, mystery, suspense and thriller writers.
She is an Advanced Professional Member of the Chartered Institute of Editing and Proofreading (CIEP), a member of ACES, a Partner Member of The Alliance of Independent Authors (ALLi), and co-hosts The Editing Podcast. Visit her business website at Louise Harnby | Fiction Editor & Proofreader, say hello on Twitter at @LouiseHarnby, connect via Facebook and LinkedIn, and check out her books and courses. |
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