An American Editor

March 31, 2014

Lyonizing Word: Deleting Extraneous Carriage Returns in Footnotes and Endnotes

Deleting Extraneous Carriage Returns
in Footnotes and Endnotes

by Jack Lyon

During my editing career, I’ve often run into problems with footnotes and endnotes in Microsoft Word. Many authors have no clue about how notes are meant to work, and Microsoft certainly hasn’t made it obvious. In fact, they’ve made it easy to mess notes up beyond repair.

One mistake authors make is to insert extraneous carriage returns before or after a note. Why? Because they don’t like the positioning of the note on the page, which they’re trying to make “pretty,” not understanding the problems that will cause in editing and typesetting.

You can try to remove the extraneous returns like this:

1. Click View > Draft.
2. Click References > Show Notes.

Your cursor should now be in the Notes pane.

3. Click Home > Replace.
4. In the “Find What” box, enter two paragraph codes:

^p^p

5. In the “Replace With” box, enter one paragraph code:

^p

 6. Click the “Replace All” button.

Word will replace some of the double returns, but not all of them. And if you try to delete some of the remaining returns, you’ll get an error message:

“This is not a valid action for footnotes.”

What’s going on there is that not all carriage returns are created equal. Some of the returns are “special” note returns, and the only way to delete them is to delete the note itself back in the text.

The solution? A macro, of course. But a macro with a twist. As we’ve seen, the macro can’t just find double returns and replace them with a single return. And trying to delete extra returns results in an error. So let’s use that error!

Before running the macro, you must be in Draft view, with your cursor at the top of the Notes pane. (How to get there is explained above.)

In the macro, you’ll see a couple of “comments,” which are explanations or instructions intended for the person reading the code. Comments are preceded by a single quotation mark (‘), which tells the macro to ignore the rest of the text on that line. For example, the first comment in the macro reads:

‘To clean returns in endnotes rather than footnotes, change “.Footnotes” to “.Endnotes” in the following line:

And now, here’s the macro:

Sub CleanReturnsInNotes()
‘To clean returns in endnotes rather than footnotes, change “.Footnotes” to “.Endnotes” in the following line:
NoteCount = ActiveDocument.Footnotes.Count
Selection.Find.ClearFormatting
Selection.Find.Replacement.ClearFormatting
With Selection.Find

.Text = “^p^p”
.Replacement.Text = “”
.Forward = True
.Wrap = wdFindContinue
.Format = False
.MatchCase = False
.MatchWholeWord = False
.MatchAllWordForms = False
.MatchSoundsLike = False
.MatchWildcards = False

End With
Selection.Find.Execute
On Error GoTo TrapTheError
While Selection.Find.Found

Selection.MoveLeft
‘The following line may trigger an error!
Selection.Delete
Selection.Find.Execute

Wend
GoTo TheEnd
TrapTheError:

ErrorCount = ErrorCount + 1
Selection.MoveRight
Selection.Delete
If ErrorCount < NoteCount Then Resume Next

TheEnd:
End Sub

Let’s look at some of those lines.

NoteCount = ActiveDocument.Footnotes.Count

NoteCount is a variable; that is, it’s a container that can hold a numerical value—in this case, the number of footnotes in the document. We get that value with the VBA command ActiveDocument.Footnotes.Count.

Selection.Find.ClearFormatting
Selection.Find.Replacement.ClearFormatting

Just to be safe, these lines clear any formatting that might already be applied to the “Find What” and “Replace With” boxes in Word’s find and replace feature.

The following lines, from

With Selection.Find

down to

Selection.Find.Execute

simply find any instances of double paragraph returns. The replacement text is set to nothing, as we’re not trying to replace those returns with anything:

 .Replacement.Text = “”

Instead, we’re going to try to delete the second return, which (unless the notes are really messed up) is a regular return rather than a special note return:

 Selection.MoveRight
Selection.Delete

If it’s a special note return, then trying to delete it will cause an error, and the macro will execute this line—

On Error GoTo TrapTheError

—which sends the macro to this line:

TrapTheError:

Here’s what happens next:

ErrorCount = ErrorCount + 1

Using the variable ErrorCount, we count the number of errors, adding 1 each time we find one. (ErrorCount is initially empty, or zero.)

Selection.MoveRight
Selection.Delete

We move right and delete the next return.

 If ErrorCount < NoteCount Then Resume Next

If the number of errors is less than the number of notes, we’re not through yet, as one of the remaining notes may still have a bad return next to it. So, we tell the macro to Resume operation at the next command after the error occurred. That command is:

Selection.Find.Execute

In other words, Word looks for the next occurrence of a double return. And this construction—

While Selection.Find.Found

Selection.MoveLeft
‘The following line may trigger an error!
Selection.Delete
Selection.Find.Execute

Wend

—ensures that it will keep looking as long as (While) double returns are found. (“Wend” is short for “While End”—it marks the end of the While construction.)

GoTo TheEnd

When no more double returns are found, this line is executed. It exists simply to avoid executing the error trap (TrapTheError and the following lines) after the macro is finished, at which point

TheEnd:

marks the end of the whole operation.

I hope this explanation has helped you understand better how macros work, and in particular how you can actually use Word errors to force Word to do what you want it to do—something that gives me great pleasure.

Even if you don’t understand everything that’s going on in this macro, you can still use it to clean up extraneous returns in notes—something that should make your editorial life a little bit easier.

Jack Lyon (editor@editorium.com) owns and operates the Editorium, which provides macros and information to help editors and publishers do mundane tasks quickly and efficiently. He is the author of Microsoft Word for Publishing Professionals and of Macro Cookbook for Microsoft Word. Both books will help you learn more about macros and how to use them.

March 26, 2014

The Business of Editing: An Embarrassment of Riches

Over the past 28 years of my editing business, I have been consistently busy. Rarely did I have any down time and I nearly always had multiple projects going simultaneously. As things worked out, there was a steady flow of work and it was rare that I needed to tell a client I couldn’t undertake a project.

More importantly, those few times when I had to decline a project, the client modified the schedule so that I could ultimately accept the project. This year, however, has been significantly different.

This year the projects are more numerous and larger. I always handled large projects (greater than 2000 manuscript pages) but the projects this year are larger than the large projects of the past (one runs close to 20,000 manuscript pages, and several others exceed 5,000 manuscript pages). For the first time, I am facing the problem of advising clients that I cannot take on their projects even with a schedule change, unless the schedule is altered by months rather than weeks.

Within the past two weeks, I have had to turn away seven projects; within the past month, I turned away 11 projects.

The problem occurs from a mix of things: (1) client projects are bunching rather than being spread across the year; (2) this is the time in the publishing cycle when new editions of many large books are coming to fruition simultaneously; (3) books that had previously been offshored are being brought back; (4) authors are more faithfully fulfilling their commitments to deliver manuscript on time; (5) the books are larger than the “usual” large; (6) in-house production editors are having to handle a larger number of books and so want to minimize the number of freelance editors they need to supervise; etc.

The question is: How do I resolve the problem?

One client suggested I hire more editors. I explained that the problem with that solution is that I cannot get a commitment from my clients for enough work to keep additional editors busy year round. The suggestion might cure the short-term problem, but it will create a long-term problem. Besides, it would add to my workload as I would need to monitor and supervise their work until I was comfortable that I could rely on the new editors to submit work that met my and the client’s expectations.

The embarrassment of riches (i.e., having too much work offered) is a real problem that freelance editors need to face at various points in their career. The editor doesn’t want to turn work away for a number of reasons, not least of which is a fear that the client will not call again. In addition, there is the worry that when the editor is ready to take on more work, there will be no more work to take on — that is, the editor will have hit a dry spell, which means a loss of income.

As you can see, the problem and the worries are not unique to the solopreneur; the problem is one faced by all forms of business. The solutions are not easy and all solutions amount to a form of gambling.

I see basically two alternative solutions (when change of schedule is not possible). The first is to accept the work and increase the number of hours the editor works. This solution has its own problems, such as trying to extend the workday may jeopardize the quality of the editing; most editors can only effectively edit for a maximum of five hours a day. And what happens when the next project comes along? How do you extend yourself even further? At some point, editing quality diminishes and you then jeopardize your relationship with the client.

The second is to say no to the new work and hope that the client will call again. The merits of this solution depends on the nature of the client. If the client is new, then you really are taking a big gamble that the client will return. If the client has been a regular client, the gamble is not very large because the client already knows the quality of your work and wants you to continue working for them. Here the gamble is more that when you are ready for additional work, the client has additional work for you, than whether the client will return.

In both instances — extending yourself to take on the additional workload and saying no — whether the client returns has much to do with the niche you have carved for yourself. For example, in my case, my “brand” is that of excellent editing service by a cadre of editors who require minimal supervision (basically, “here are the files, here are the peculiarities of this manuscript, please return edited files as quickly as possible”) and who use tools designed for large projects, including multieditor projects.

Clients return because they know they can rely on my company to handle projects with minimal problems and supervision, thereby freeing the in-house production editor to deal with other freelancers, other projects, and the myriad other things they need to deal with on a daily basis. Consequently, I feel more comfortable saying no to projects that cannot be squeezed into the schedule.

I admit that I did not feel so comfortable 25 years ago. The comfort with saying no has grown over the years as my reputation grew and the demand for my services grew and when I discovered that I had more work than time each year. (I would add that a good part of that rise in comfort came about as a result of my recordkeeping habits, which gave me a better picture of how I was really doing and, more importantly, what I should be doing. It is not enough to know how much I earned and how much it cost me to earn that; good data can give lots of insight into a business. See The Business of Editing: Recordkeeping I and The Business of Editing: Recordkeeping II.)

Scheduling remains a problem for the freelancer. We’ve previously discussed the problem; see, for example, Business of Editing: Workdays & Schedules and Business of Editing: Schedules and Client Expectations. All I can do is hope that I am making the right business decisions. My data say I am, but the tricky thing about data is that data are ever-changing.

I keep searching for a better solution than saying no, but I have yet to find one. Do you have any suggestions?

Richard Adin, An American Editor

March 24, 2014

The Practical Editor: Balancing Competing Interests

Balancing Competing Interests

by Erin Brenner

“Redoing a lot of work today because another editor can’t follow their own style guide. Gr… #amediting”

I tweeted that statement a couple weeks ago. For the client in question, I edit the thought leadership (a.k.a. content marketing) copy. It’s part of a newish program at an international company, and there are politics a-plenty. Just about everyone gets to put a finger in someone else’s pie and stir it up until it no longer resembles pie. Which is why all the copy I edit is reviewed by in-house copyeditors who can’t distinguish marketing from thought leadership.

Playing Politics

One reason I freelance is because I dislike politics. Yet I understand that we all have to play politics sometimes. It’s just the way the world works.

I accept that there will be editorial changes related to company politics. The key is knowing what the politics are.

If the changes come from someone high up in the food chain, I’m going to follow them. I report to the editorial director, and it’s in my best interest to keep his bosses happy.

If changes come from an in-house editor, I have my director’s blessing to reject them if they don’t make sense for the manuscript. Good editors know not to make changes just because that’s not how they would do it.

Understand what the politics are in your office. Who wields the power to cancel your paycheck or to make your life miserable? Know what kind of clout you have (or don’t have). Freelancers often have little, if any, direct clout, though supervisors can be called upon to use theirs to resolve a situation.

How important is the change? Important enough to risk losing the contract or job? There are situations when it could be, but give careful thought to whether this is one of them.

For this client, I have no problem overturning the “introduce any acronym before you use it” rule in certain cases. The audience expects the client to know what it’s talking about, and one way to demonstrate that is to use the jargon correctly.

However, as much as it frustrated me, I backed off when an in-house editor said we couldn’t quote a line from book without written permission. At the time, the editor appeared to have the backing of the legal department. It’s understandable that the company wants to protect itself, and it’s not worth losing the client over its risk-adverse nature.

Since then, however, my director has been able to sort the situation out to more realistic expectations.

Make your case to your supervisor, and let them resolve the situation. If you’ve given your best advice and the client rejects it, you’ve done what you can.

Balancing Style Guides

The corrections that drive me nuts, though, result from an editor not being familiar with their own style guide. But maybe it’s understandable. When I say “style guide” what I really mean is three in-house style guides and The Chicago Manual of Style.

Most editors are comfortable with balancing a style sheet or in-house style guide with a published style manual like Chicago. Follow the house style guide first. If the answer isn’t there, go to the published manual for the answer.

Balancing several in-house style documents is no different. The trick is to look for the pyramid. Then start at the top and work your way down.

For my client, the base style is the company’s branding style guide. It’s the broadest document, covering specifics about how the products and services should be described, how to refer to the company, what voice the writing should have, and so forth.

Yet the document is meant to be used by a variety of departments, which write very different things. What works in a tech manual is not going to work in the marketing copy. And what works for marketing won’t be successful in the company’s annual report.

My client’s marketing department created a stylebook to help communicate in the company’s voice while addressing the department’s specific needs. The focus is narrower than the brand style guide, so it sits above it on the pyramid. It encompasses lots of rules that would apply specifically to marketing the company’s products and services. Some of the rules are quirky, such as not using Latin abbreviations, not using passive voice, and always using present tense.

Understanding the reasoning behind the rules can help you decide when they apply. The company’s products and services can be difficult to explain, and writers often get caught in a web of abstractions that only confuse readers. Using active voice forces a writer to think about who does what, keeping the document in the realm of specifics.

The program’s style sheet sits at the top of the pyramid, having a still narrower focus. It highlights important rules from the other two guides for convenience, but it mostly covers exceptions to those rules and rules that apply only to this program. For example, thought leadership is as much about abstract ideas as practical advice. As a result, the writing contains more passive voice and future tenses than would otherwise be allowed. Different purpose, different writing style.

When it’s not clear which style guide outranks another, don’t just apply rules arbitrarily. Ask. Your supervisor should be able to tell you the chain of command. Be sure to record such determinations for reference.

It’s frustrating to work with someone who doesn’t know how to balance seemingly competing style guides. It wastes time and money. Take the time to understand the purpose of each style guide and the politics at work, and you’ll find your job is much easier in the long run.

Erin Brenner is the editor of the Copyediting newsletter and the owner of Right Touch Editing. You can follow her on Twitter. Erin is also a guest presenter at various conferences on topics of interest to freelancers.

March 21, 2014

A Video Interlude: To Serial or Not to Serial

Filed under: A Video Interlude,On Language,Professional Editors — Rich Adin @ 4:00 am
Tags: ,

Thanks to The Digital Reader, a blog that I read daily, for bringing this video to my attention.

The following video sums up the argument for and against the serial (Oxford) comma and is worth watching:

Richard Adin, An American Editor

March 19, 2014

The Business of Editing: Recordkeeping II

In The Business of Editing: Recordkeeping I, I discussed the importance of keeping records to determine whether it is better for you to charge by, for example, the page or the hour. But that article gave a very limited view of why recordkeeping is important.

Businesses run on data. As freelancers, we are well aware of the reliance of corporate clients on data — the data is used to determine everything from whether a new edition of a book should be undertaken to how much should be budgeted to produce the book. Although we do not have the same issues to think about, those that we do have are as equally weighty for our business.

For most freelancers, the beginning year(s) are devoted to accepting paying work of any type. When I first started, I accepted book editing, book proofreading, journal article editing, advertising, desktop publishing, and whatever other assignments came my way. And I kept detailed data on every one of those assignments.

Every couple of months I would analyze the data, but it wasn’t until I had about a year’s worth of data that I could draw conclusions. The data told me that for me:

  • advertising work didn’t pay
  • proofreading didn’t pay
  • book editing was the most lucrative work — but only if
    • it was on a per-page or project-fee basis
    • the manuscripts were of a sufficiently large size
    • the work was nonfiction
    • the work was not for academic presses
    • the work was not directly with the author
    • the work was copyediting

I also learned other things, such as what types of subject matter were best for me and that I could increase profitability by working with other editors.

Let me emphasize that the above were lessons I learned based on my experience and my data. I am not suggesting that they are true lessons for anyone else. Rather, the point is that the collection of data can help direct your business into the areas that are most lucrative for you.

Data also helps guide marketing efforts. Once I learned what was best for me, I was able to focus my marketing efforts on those services and (potential) clients. I stopped trying to be all things to everyone; instead I focused solely on those things that had the greatest potential to help me reach my goals. Once I realized that editing fiction was less lucrative for me than editing nonfiction, I eliminated my marketing efforts to fiction publishers and refocused my efforts to nonfiction publishers.

All of that is well and good, but the focusing of my efforts was not the biggest boon I got (and continue to receive) from data collection. Rather, the biggest boon is identifying those projects that were financially more successful and those that were less successful.

With that identification (which is something you cannot readily do if you charge by the hour because hourly charging makes all projects equally successful, regardless of whether that is the best or least success you can have), I was able to focus on what made one project more successful than another. I was able to glean the stumbling blocks.

One example: I discovered that projects that had hundreds of references with each chapter were a mixed bag of success. Those that were second or subsequent editions were more likely to have greater success than first editions because authors would often follow the citation formatting of the prior edition, but if it was a first edition, there often was no uniformity to the style the authors followed.

I also discovered that the two primary problems that I encountered with references were wrong journal abbreviations and wrong format of author names. The questions were (1) could these problems be solved or at least mitigated and if so, (2) what are the solutions? The solutions took some time to formulate, but having identified the problems, I could focus. The ultimate result was the creation of my Journals macro and the Wildcard Find & Replace macro. My journals database now approaches 20,000 entries (see Business of Editing: The Logistics of Large Projects for more information), which makes checking and correcting journal names easy and accurate. The Wildcard macro makes it possible to fix many of the incorrectly formatted author names. Combined, the two macros significantly reduce the time I need to spend on the references.

Of course, other problems also needed addressing, but I would not have been able to identify common problems in the absence of the data; in the absence of the data, I would have been able to identify only the problems in an individual project, which may not have recurred in other projects.

Ultimately, the more information you can parse from the projects you work on and can categorize, the more you will be able to identify common problems among your projects that you can address. The more of these that you address, the more profitable you can make your business.

There is all kinds of data worth collecting, but I have found one of the most valuable to be my churn rate; that is, how many pages an hour I can edit. That number varies by project and project complexity, but I have found it important to track. I know that I need to churn a minimum number of pages per hour (on average across a project) to meet my goals. When I see that a certain type of project consistently falls short of that minimum number, I know that I need to rethink accepting such projects.

As I hope is evident, data is the lifeblood of even a freelancer’s business. The more effort you put into collecting and analyzing data regarding your work, the more likely it is that your goals will be met. This endeavor is well worth the time and effort required.

What data, if any, do you collect and analyze? How often do you review the information? Has it helped guide your business?

Richard Adin, An American Editor

March 17, 2014

The Proofreader’s Corner: What Do New Starters Need to Know? Thinking Internationally

What Do New Starters Need to Know?
Thinking Internationally

by Louise Harnby

Like many of my fellow editorial business owners, I’m often approached by potential new entrants to the field who want advice about getting started. Often, the first question a newbie asks is: “What do I need to know?” It’s a tough one because it’s almost impossibly vague and doesn’t tell the editorial pro anything about their enquirer’s previous career, educational qualifications, skill sets, and target markets, knowledge of which is essential if one is going to hand out any substantive advice.

What someone “needs to know” will depend on a number of factors; so, instead of telling them they must read X or Y, I ask these questions:

  1. Which services are you interested in providing (e.g., structural, copy-editing, proofreading)?
  2. What’s your educational background?
  3. Have you just graduated or do you have work experience, and, if so, in what field?
  4. Are you prepared to use your education/career background as a way to specialize?
  5. If you specialize, which types of clients could you target?

I try not to assume that my enquirer is from the same place as me, speaks like me, has the same potential clients as me, and spells “colour” like I do (except when the brief tells me to spell it “color”). Centrism, whether from the United Kingdom, the United States, or elsewhere in the world, is useless to the new entrant to the field because it’s based on false assumptions about them and their potential customers.

A Case Study: Social Science “Styles” From an International Perspective

A new entrant to the editing profession from California sends me an e-mail with the answers to questions 1, 2, and 3. Based on these I suggest social science publishers and academics would be good initial target markets. How does my new starter’s California location affect her choice of potential publishers? It’s not clear cut. The online world has knocked down those geographical boundaries; you don’t have to spend a fortune to send page proofs to someone hundreds of miles away; you can email them to someone thousands of miles away for the price of an Internet connection.

And how does my new starter’s location in the United States more broadly affect what she needs to learn in terms of styles and language preferences? Again, it’s not clear cut. I see The Chicago Manual of Style (CMOS) recommended as the sole must-have resource so often in online discussions about editorial work that I worry that new entrants may fall into the trap of thinking that this “bible” alone will tell them everything they need to know. Super though it may be, CMOS is not the be all and end all of style guides, because it depends what a client wants and because it depends on the subject matter and country.

The website of California-based publisher SAGE Publications tells us that copy-editors need a thorough knowledge of both the CMOS and the Publication Manual of the American Psychological Association (APA). Note that these are core requirements for SAGE’s US book division. If you want to freelance for the US journal division, you’ll need to add the AMA Manual of Style and The CSE Manual for Authors, Editors, and Publishers to your reading list. (Also worth noting is that not all publishers want the most current version of these manuals used.)

But why stop there? If my new starter can get work with SAGE in California, might it not be sensible to consider tapping its sister office in London? But in that case, our newbie will also need familiarity with New Hart’s Rules, The Oxford Dictionary for Writers and Editors, and Butcher’s Copyediting.

Or what if our new starter decides to target social science academics who, like her, are based in the US? Will those academics all be writing books for US publishers? Will they submit articles only to American journals? Of course not. It’s just as likely that an eminent Boston-based scholar will submit to the European Journal of Political Research as to the American Political Science Review, Scandinavian Political Studies, or the Canadian Journal of Political Science.

How will this impact on what our newbie needs to know? Will it be “behavior” or “behaviour”? Will a comma in a sentence come before a closing quotation, or after? Will “decision-making” lose its hyphen? “Organize” or “organise”? Spaced parenthetical en rules or closed-up em rules? The important point is that where our clients live doesn’t determine where they publish or the location of their intended readership.

Given that the editorial freelancing market is competitive, it makes sense to exploit the most obvious opportunities. In the Internet Age, the physical barriers are gone. The only barrier to exploring an international work stream is an inability to appreciate that language conventions and preferences differ according to client (whether that be a particular publisher, a particular independent author, a particular journal), not according to one, and only one, globally recognized set of rules. Honestly — such a thing doesn’t exist; it doesn’t even exist within many countries.

Diversity of Geography, Language, and Preferences…

It’s not so much about where we live, but where our clients live and what preferences they have. I live in the UK. I’ve worked with a Swedish fantasy author who wanted to use American terminology but UK spelling with –ize suffixes. I proofread for academic publishers who will ask me for US spelling and “style” for one project, and who then, two weeks later, will send a brief for a new project that asks for something completely different. Regarding reference styles, I’ve proofread law books that used Oxford Standard for Citation of Legal Authorities (OSCOLA), sociology books that used Harvard, and industrial relations journals that used Vancouver. I’ve worked on research-methods books that were styled according to CMOS, linguistics books that asked for APA, and politics reports that used The Economist style guide. I’ve proofread philosophy books where the style was…let’s just call it “go with the flow.” Many of my publishers have a “house” style, so working for them means reading and learning that.

So, if a new starter asks me what she needs to know, I tell her that she needs to be prepared to familiarize herself with a number of appropriate resources depending on what her clients want. Perhaps it’s CMOS; perhaps it’s not. And even if it is, ONLY knowing this may mean she is seriously restricting the base of clients for whom she can work, the types of material she can work on, and the geographical locations she can explore. I ask her to (a) think about which particular client groups she is most suited to, (b) do some research that will tell her what those clients require, and (c) use that information to inform the decision about which resources to invest in. If someone’s world revolves around CMOS, it’s a smaller world than it needs to be. And if her world is smaller than it needs to be, so are the opportunities she is exploring in a market that’s already very competitive.

One other item to note. CMOS, CSE, APA, AMA, and the like are style guides; they give you guidance on whether, for example, to close up or hyphenate a compound adjective. What they do not do is give you extensive guidance on whether a word is being properly used. Usage manuals, which give that kind of information, are as important as style guides. Using a style guide or a usage manual alone is an invitation to disaster.

Out With Borders and in With Flexibility…

When you’re the owner of an editorial business you need to learn what your clients want you to learn, whether it’s a manual published by Chicago or Oxford, a house brief designed by a team of publisher project managers, a detailed set of guidelines issued by a European NGO, or a short brief issued by an independent author of fiction. Encouraging our new starters to think broadly, globally, and flexibly is essential if we are to guide them effectively towards what they need to know. Pointing them to one set of rules is not only restricting, it’s just plain wrong.

There is, alas, no simple answer to the question “what do I need to know?” Instead, advice that asks our new starters to give careful thought and planning centered around client- and skill-focused research is a good first step. That way, the new entrant to the field learns for himself what resources, tools, and knowledge bases are suitable for him, his potential market, and his particular business model. Language usage, styles, and preferences differ, and our advice needs to reflect that.

Louise Harnby is a professional proofreader and the curator of The Proofreader’s Parlour. Visit her business website at Louise Harnby | Proofreader, follow her on Twitter at @LouiseHarnby, or find her on LinkedIn. She is the author of Business Planning for Editorial Freelancers and the forthcoming Marketing Your Editing & Proofreading Business.

March 14, 2014

Politics: Just Say No!

Filed under: Politics — Rich Adin @ 4:13 am
Tags: , , ,

During the Reagan administration, the Republican answer to drugs and sex outside marriage was to “Just say no!” Abstinence was the mantra, which resulted in the pursuit of policies that simply did not work in the real world.

Little has apparently changed, as the following video report attests:

Third World Healthcare

except that this time the Republicans think the way to resolve healthcare issues is to “just say no” to poverty. This video is quite an insight into Republican thinking about people in general and about anyone but the top 1% in particular.

With all of the misinformation being spread about Obamacare, one would think that a viable alternative would be lurking in the background. Instead, we have the new “just say no” campaign. Strikingly, Republicans seem to be unwilling or unable to grasp just how important access to healthcare is for breaking the poverty cycle and making the American dream of upward mobility a reality.

Richard Adin, An American Editor

March 12, 2014

The Business of Editing: Recordkeeping I

Have you ever wondered why some businesses are successful and others are not? One key ingredient to being successful is knowledge — knowledge about one’s business.

Think about all the ways companies like Google and Facebook collect data on those who use their services — all the ways they “invade your privacy.” Why do they and other companies mine their users for information? Because data is important and these companies either want to sell others data about you or want the data to determine how best to reach you.

It’s true that editors don’t need the same information or even the same detail information, but we still need information about how our business is running. We need to know, for example, what our minimum effective hourly rate needs to be in order to ensure that we charge clients enough to meet our bills. (For a discussion on the effective hourly rate and what to charge, see the 5-part series Business of Editing: What to Charge. Part V includes links to the prior parts. The series should be read in order.)

Note: The following discussion centers on editing and editors. Modifications need to be made for writers and other freelancers, but the basic concepts hold true.

To determine what to charge, how to charge, and whether we are doing the best we can, we need to have data. Consequently, we need to keep records of what we do and know how to analyze those records.

Rule number 1 is to always track your work time. All analysis begins with knowing the amount of time spent on a project, how much time was spent working during a week, how many weeks of work we have over the course of a year. And we need to distinguish between billable work and nonbillable work. Every business has both, but it is the billable work that has to pay for both itself and for the nonbillable work. Nonbillable work includes the time we spend marketing and participating in online discussions and anything else that is work-related but for which we have no client to whom we can bill the time.

Rule number 2 for editing is to always convert a project to pages. It doesn’t matter what formula you use as long as whatever constitutes a page remains constant. By constant I mean that you use it for all your calculations, including how you would charge a client if you were/are charging using a per-page method.

Rule number 3 is that you collect the data for each project as a standalone as well as for projects cumulatively. That is, Project Alpha may provide data of 32 hours, 210 manuscript pages, and a fee of $800, and we need to know that information for Project Alpha. Project Beta’s data may be 21 hours, 250 manuscript pages, and a fee of $525. Project Gamma’s data may be 41 hours, 207 manuscript pages, and a fee of $1025. Cumulatively, Alpha, Beta, and Gamma’s data equals 94 hours, 667 manuscript pages, and $2350 in fees. As additional projects are completed, the cumulative numbers will grow.

Hours should be kept in quarter hours, rounded up; that is, if a project takes 5 hours and 3 minutes according to our timer, it should be calculated as 5.25 hours. There is always some unaccounted for project time and the rounding up to the nearest quarter hour accounts for at least some of it. My experience has been that over the course of time, the rounding up actually undercounts the actual time spent on work, but not by enough to matter for our purposes.

What do we do with this information?

The data used for Projects Alpha, Beta, and Gamma above assumed the billing method was $25 per hour. But we need to analyze the data to determine if this was the best billing method for us.

The very first bit of information we need to determine is what our effective hourly rate (EHR) needs to be. Is $25 an hour sufficient? It may be all that we can charge our clients for competitive reasons, but that does not mean $25 meets our required EHR. (Again, see the discussion of EHR referred to above.)

If what we can charge our clients and our required EHR do not at least match, or, better yet, exceed our EHR, then charging by the hour is not in our best interests. Even if the hourly rate we are charging meets or exceeds our EHR, charging by the hour may not be in our best interests.

Next we need to analyze each project on its own merits. Always remember that when we charge by the hour, the hourly rate we are charging is the most we can earn. Alpha was 210 pages, took 32 hours, and earned us $800. If we had charged $3.50 per page, we would have earned $735, or $22.97 an hour. In this instance, it appears that the hourly rate was advantageous.

Beta was 250 pages, took 21 hours, and earned $525. At $3.50 per page, the fee would have been $875 or $41.67 an hour. Here we took a beating charging by the hour. Gamma was 207 pages, took 41 hours, and earned $1025. At $3.50 per page, we would have earned $724.50 or $17.67 an hour. Again, on an individual basis, the hourly rate was best.

But what about cumulatively? Together the three projects were 667 pages and 94 hours for a total fee of $2350. At $3.50 per page, the fee would have been $2334.50, or $24.84 per hour — in other words, either choice was about the same. And if our required EHR is $25, the data, so far, shows that either hourly or per-page is an OK choice.

Where we have trouble is if our required EHR is higher than the $25 that competition will let us charge. We also have trouble if clients balk at paying for 41 hours for a 207-page project. Also, as we add more projects to the databank, we may find that Project Gamma was an anomaly and Project Beta was more typical, in which case we are losing significant sums by charging by the hour.

But the point is the importance of recordkeeping. Because we have the data, we can verify our choice of how to bill. In the absence of the data, we do not know if we are making the smart choice or not.

The data also gives us insight into projects. For example, I would want to know why the shortest project took the longest amount of time to complete and the largest project took the least amount of time. What was the difference? Did I do something differently? Is there something different that I could have done?

Although the data indicates that financially we chose wisely for these three projects, it also points out that there is something we are doing incorrectly. Our goal should be to do more in less, that is more pages of editing in less time editing.

The other purpose of recordkeeping is to take a long view of our work. I discovered early in my career, that as the data included more projects, I was losing significant amounts of money adhering to the hourly based system. Year after year the data demonstrated that while on some projects I lost money charging by the page, overall I did much better, which is why I have charged by the page for 28 years — the yearly and multiyear data keep reinforcing that per-page is best for me, in addition to being the only effective way to meet and exceed my required EHR.

I review my decision regularly. Should the data change, I would change. But I would not base a decision on just a few projects nor on anecdotal evidence. Consequently, I maintain records on every project. Recordkeeping is vital to business success because that is how the data needed to make business decisions is obtained.

(For the next part, see The Business of Editing: Recordkeeping II.)

Richard Adin, An American Editor

March 10, 2014

On the Basics: Repurpose Your Prose to Make the Most of Your Time and Effort

Repurpose Your Prose to Make the
Most of Your Time and Effort

by Ruth E. Thaler-Carter

Although An American Editor usually tackles all things editing, I was asked to consider occasionally writing about writing. Because writing is my first love in terms of my freelance services, I’m delighted to do that, so here goes. In a way, though, this is about both!

Whenever you have a good idea or write a good article, it’s worth thinking about how to make the most of it—ways in which you can reuse or “repurpose” the same information in different ways. Among the possibilities are other articles, press releases, white papers, books and booklets, blog posts, tweets, and speeches or webinars. Even if you’ve signed a contract giving rights to the article to the initial publishing outlet, you may be able to reuse your notes and quotes in other ways, either print or online.

If you’ve written a series of articles or blog posts, you could turn them into a booklet or book (a good example of how this is done is The Business of Editing: Effective and Efficient Ways to Think, Work, and Prosper, the content of which began as An American Editor blog essays). In these days of self-publishing, that is increasingly doable.

Turn to a resource like the venerable Writer’s Market or Literary Marketplace for ideas about where else to sell the information—maybe even the same article, depending on the rights you sold for the original version. Just be sure to let new editors know that you’ve already published something on the same topic or about the same person. If you pitch the idea of reprinting or repurposing a published story, be sure to mention that the new outlet has a different readership or geographic reach, or how you would edit the original version to be different enough to be appropriate for the new one.

For me, short posts to LinkedIn have been jumping-off points for full-length articles here, as well as ones for my Freelance Basics blog for the Society for Technical Communication. I’ve used the same idea, from slightly different angles, for posts and articles for different organizations—the common thread might be, say, New Year’s resolutions, but I tailor each version to the specifics of a given publishing, writing, organizational, or freelancing niche. That is, I edit myself.

If you’ve written several articles on the same topic, you might have the makings of a syndicated column—having the same pieces used in several different publications—and being paid more than once for the same work. Do some research on how syndication works, and give it a shot. Just be prepared to keep the topic rolling over time. Syndication may mean one article getting published in a dozen places, but it usually isn’t a one-shot deal; it means keeping a flow of articles going.

You also could take an original article and develop a longer, deeper version for a website, which is a popular technique for many publications nowadays, especially for newspapers. The time and space constraints of a daily paper may limit a story to a short-and-sweet version of a story, but the website offers scope for more in-depth reporting, analysis, images, and more.

Repurposing your writing doesn’t always mean going longer on a finished article; it can also mean chopping it up into smaller pieces. You could turn excerpts from or shorter versions of your articles into online posts—blogs and tweets, for instance. One article could become an entire month’s worth of posts to your Twitter account.

And articles aren’t the only projects that can be used in multiple ways, or the only ways to reuse information. I’ve used my notes from conference presentations for both onsite newsletters and subsequent articles for magazines and newsletters covering the industries or professions that were the focus of the presentations.

The outlines and talking points from an early speech about freelancing became the basis for my self-published “Get Paid to Write! Getting Started as a Freelance Writer” booklet. I just had to flesh out my notes and outline, and they turned smoothly into a booklet, which I’ve updated a few times now and may be about to expand further into a book. A couple of years later, I used the content from that publication as the starting point for a new one on “Freelancing 101: Launching Your Editorial Business” for the Editorial Freelancers Association, recasting some of the original material and adding information to make it relevant to people who are editors, proofreaders, indexers, and other members of the editorial field, as well as writers.

I’ve used a section from my “Getting Started” booklet as the basis of a column for the newsletter of the American Copy Editors Society (ACES). My editor said I could use that section just as it appears in the booklet, but I preferred to do some fine-tuning to make it unique to that publication. How much self-editing you do on repurposed articles is up to you.

I’ve also converted both speeches and articles into webinars. There are differences in how you talk about a topic and how you write about it, but the essential information can be the same. You might make more use of contractions in a speech or webinar than in an article, and you would have to practice your timing and use of emphasis, but the same material often can make both a great article and an effective presentation.

Those of us who write put a lot of time and effort into crafting our work. Capitalize on that time and effort by looking for ways to reuse the same information. Your income, and fame, will increase!

Now to think of more ways to reuse some of my own recent work …

Ruth E. Thaler-Carter is an award-winning freelance writer, editor, proofreader, desktop publisher, and speaker whose motto is “I can write about anything!”® She is also the owner of Communication Central, author of the Freelance Basics blog for the Society for Technical Communication, and a regular contributor to An American Editor.

March 5, 2014

Why Are You Hiring a Professional Editor?

Increasingly, I wonder why professional editors are being hired. In reading online discussions, it is pretty evident that (a) everyone thinks they can be an editor, (b) a growing number of authors think that self-editing or peer editing is more than sufficient, (c) professional editors are believed to be overpaid, and (d) people who have edited a romance novel think they can as competently and easily edit a 5,000-page manuscript on the genetics of cancer.

Of course, a lot of discussion online centers around price. Not only are editors offering services at unsustainable prices (see The Business of Editing: Why $10 Can’t Make It for a discussion of sustainable pricing), but users of the editing services offered are balking at those prices. (How absurd is this “pricing war” becoming? I received a job application from an editor offering to work for 25¢/page!)

It seems to me that the fundamental problem is that those who need a professional editor’s services have no clue as to why they need those services except that everyone tells them that they do and because using an editor is what authors have done for decades. The users of editors do not contemplate the purposes for which they want an editor’s services.

We have discussed professional editors and what their role is in the publishing process numerous times over the life of this blog. The editor’s role hasn’t changed, probably since the time of the very first editor. Yet even with that history, when asked “Why are you hiring a professional editor?”, the answer is rarely inclusive of what the editor does.

Within the past few weeks, I was asked to edit a paper that was going to be submitted as part of a grant proposal. The instructions were clear: check spelling and look for egregious grammar errors but touch nothing else. Why hire me? (I turned down the work for a multitude of reasons, including the project’s schedule was incompatible with my schedule, but largely because I am not a spell checker — I am a professional editor who expects to make use of my editorial skills, not a verifier that spell check software didn’t miss something.)

I think a significant amount of blame for the state of editing lies in the hiddenness of what editors do. It is hard to point to a paragraph in a book and say that because of the suggestions of the editor, this paragraph altered the author’s destiny, turned the author into a star or into a has been. Editors may have star-making power, but if they do, it is not readily apparent to either the editor or to the person who hires the editor.

The person hiring the editor is really looking for someone who can take away embarrassments before they become embarrassing. That’s because of the limited understanding of the editor’s role. Each person who hires an editor needs to ask, “Why am I hiring a professional editor?” If the answer is to verify spell checking software, then the follow-up question should be, “Why am I hiring a professional editor for a job that doesn’t require a professional editor?”

Ultimately, there should be an epiphany. The questioner should realize that what she needs to know is what a professional editor does. It is this appreciation of the skills owned by a professional editor that will enable the answering of the original query, “Why am I hiring a professional editor?” Importantly, once the question can be answered, it is likely to move the focus away from pricing and toward skillsets.

Another result of being able to answer the question is that the asker will be able to analyze her needs and guide the editor as to what is needed and wanted: If all you need to do is cross the street, you don’t hire a taxi. It is the lack of understanding on the part of an editor’s clients as to what an editor does and why it is important that is at the heart of the problems professional editors face in terms of unrealistic expectations and downward pressure on pricing. It is hard for an editor to convince a client that she is worth $50 an hour when the client thinks the editor is just a glorified spell checker.

Someone who understands what an editor does, understands the need for a professional editor. It remains true that no one will be able to point to a single paragraph in a book and say that the editor’s transformation of that paragraph instantly altered the author’s status; such singular events remain within the realm of the speechwriter. Unfortunately, because readers never see the before and after of an editor’s work, it is not possible for readers to see how the editor has improved or worsened an author’s work.

In addition, an editor suggests and the author decides, which means that an author can easily reject the advice that would transform his work from a member of the pack to leader of the pack as accept the advice.

The reason a professional editor is hired is that the client wants to ensure that her manuscript is accessible and understandable, that it flows not just in her eyes and mind but in the mind and eyes of others. She wants to know that her word choice conveys the meaning she intends. Professional editors have honed the skills that deliver these results. Professional editors are able to maintain a distance from the manuscript that enables an objective assessment; it is very difficult for a mother to objectively assess her child.

Once it is realized what a professional editor does and what skills he has, it becomes clear that not everyone can be an editor, just as not everyone can be a lawyer or doctor; that peer group editing is not the same as using a professional editor; that professional editors are skilled artisans who are worth more than a bottom-scraping fee; and that the editor who has successfully edited a romance novel is not necessarily the editor who can successfully edit a large manuscript on cancer genetics.

In other words, once one realizes what skills a professional editor possesses, it is easier to see that different skills are needed for different projects. Now one can answer the question, “Why am I hiring a professional editor?”

Richard Adin, An American Editor

Next Page »

Blog at WordPress.com.

%d bloggers like this: