An American Editor

November 6, 2017

On the Basics: Overcoming a Freelancer’s Isolation

by Ruth E. Thaler-Carter

One of the concerns that many people have when they contemplate going freelance and working from home is feeling isolated from colleagues (and even the nonwork world). Depending on where you live and your personality, isolation could be an issue. If you’re in a rural area or suburbia, you could feel cut off. If you’re an extrovert who needs to interact with people in real life, freelancing alone from home could feel almost like punishment. (If you’re an introvert, you might actually feel better freelancing at home because you would have control over when and how much you interact with other people.)

The good news is that today’s electronically connected world makes it easier than ever to combat isolation by providing constant connections with colleagues, friends, and family. In fact, that always-on environment could be overwhelming; many people remove themselves from online communities at least occasionally because it can be too much interaction and activity.

The easiest way to overcome isolation is to join a few online communities or discussion lists — and not just ones focused on the type of editorial work that you do. Participating in such activities expands your horizons in many ways. You meet new people, stay connected with valued friends and colleagues, learn new information, solve problems, provide solutions, and more. You do have to discipline yourself not to get so immersed in that social media world that you neglect your freelance work or real-life relationships, but online engagement is a great way to conquer isolation. How can we feel isolated when we’re in contact with the whole world?

If isolation does worry you, here are a few ways to head it off by engaging with the real world that beckons outside your home office.

  • Don’t subscribe to home delivery or online versions of your newspaper, so you have to get out of the house every day to keep up with the news. This works best in neighborhoods where there’s a newsstand in walking distance, and serves as both an antidote to isolation and an exercise routine. Depending on your current deadlines, you can choose a cybercafé or coffee shop for picking up and reading the paper rather than taking it right back home. That gives you the opportunity to connect with neighbors, or at least the café staff and customers, which also helps reduce feelings of being cut off from the world.
  • Get a pet. Dogs are particularly good because you have to get out of the house every day for “walkies,” giving you opportunities to meet and make friends with neighbors and other dog people. If you have a cat, dog, or other animal companion, veterinary appointments will get you back into the real world, and could provide opportunities to expand your personal and professional networks — people you talk to while waiting for your animal’s appointment could become friends and even new clients (always carry business cards with you!), or the clinic itself could become a client. If you notice errors in the clinic’s website or office flyers and brochures, find a tactful way to present your writing, editing, proofreading, or other relevant skills. If they don’t want to pay, you might be able to barter or swap services.
  • At the beginning of every new year, budget to attend at least one work-related conference and, if possible, one hobby-related conference. Conferences are a wonderful way to enhance your skills and build your network, as well as combat isolation. You get exposure to new places and new people, along with new skills and information. If you put targeted funds aside starting in January, it will be easy to commit to these events and the related expenses as soon as you see an announcement of a conference that might interest you.

If the thought of going to a big conference full of strangers frightens you, keep in mind that there are smaller events you can attend. Most organizations also have special sessions for first-timers or hospitality committees dedicated to making new attendees feel welcome.

  • Develop a hobby that involves going somewhere. Instead of staying home to knit, crochet, quilt, collect stamps, etc., join a group for whatever hobby interests you and work on your art or obsession in company with other people who share that interest. You can take lessons in new hobbies or crafts, and join various clubs based on your nonwork interests. There’s an organization, association, or business for any hobby or craft you can imagine, and they all hold meetings in real life. Sometimes meetings are based on creating charity projects, which means you not only get out of the house, you do something nice for other people.

Keep in mind that those same associations, clubs, organizations, and businesses all have — or should have — activities that probably could use your professional skills. As an example, one of my all-time favorite projects was editing and producing the newsletter of the American Kiteflyers Association — which paid its editor!

  • Get out and walk or run. This may seem obvious, but it’s an invaluable habit to develop, and one that’s good for your health as well as for overcoming a sense of isolation. Even if you don’t plan to interact with other people, you’re out and about with the potential of meeting or joining others.
  • Volunteer with a not-for-profit organization or cause you believe in. Volunteering gets you out of the house for a good cause, so you can make new friends, meet potential new clients among organizational staff and other volunteers, learn new skills or enhance existing ones, and contribute something to society in the process. Most nonprofits also host events, which adds to your ability to network while conquering isolation.
  • Be the one to organize something. Instead of waiting for family, friends, and colleagues to contact you about outings, make an effort to be the one who hosts a get-together, whether an informal brunch at a new restaurant, a museum or leaf-peeping outing, a movie or bowling night … whatever you’ve been wanting to do but haven’t gotten around to because no one has invited you.
  • Join — or start — the local chapter of a professional association. Most organizations have local or regional units, and many others would if only someone would step up to be the host or coordinator. If one already exists, get to a few meetings. If one doesn’t, be the guiding force. The national level is usually more than glad to provide tips and resources for local chapters. You don’t have to hold monthly meetings, but even bimonthly or quarterly ones have value, and will get you out of the house and enhance your networking efforts.

Do keep in mind that coping with or defeating isolation is an important aspect of freelancing, but that we must be disciplined about finding and maintaining a proper balance between work and play. If your efforts to combat isolation start taking time away from meeting your deadlines, it’s time to restructure your schedule.

How do you combat feeling isolated when working from home? Which works better for you, in-person activities or online engagement?

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, which hosts an annual conference for colleagues, and a regular contributor to An American Editor.

October 23, 2017

On the Basics: Make Your Editing Identity Clear and Constant

by Ruth E. Thaler-Carter

In a Facebook discussion of how to vet people who ask to join a specialized editing group, a colleague recently noted that “many people don’t have obvious ‘I am an editor’ parts of their profiles.” That made me think about how we identify or brand ourselves in this ever-increasingly electronic world so prospective clients or employers can find us easily.

The first step in this important process is to make sure that everything you do makes it clear that you are, indeed, an editor.

Some version of “edit” should be part of your website domain name (the part of the site name between “www” and “.com,” “.biz,” “.info,” or whatever other suffix you use). JoeTheEditor, EditorJoe, EditingByJoe, etc., all make what you do clear at first glance. A more-general business name might be appealing, but if it doesn’t identify you as an editor, freelance or in-house, it will not work for you, whether you need to attract business or be hired for a staff job.

Website/domain or business names like these also make you easier to find when prospective clients or employers do Internet searches for people with your skill set. Nowadays, online is how most of us will be found by new clients or vetted by new employers, so we have to be easily findable. We can’t count only on in-person contacts or interviews.

Once you have a useful name, every page of your site should also have some reference to the fact that you are an editor and offer editing services, starting with the page names themselves and progressing to the content in general. You don’t have to go overboard with this aspect of identifying yourself as an editor — it doesn’t have to be mentioned in every sentence — but that fact should be clear and obvious. No one should have to make an effort to immediately see from your website that you are an editor.

Once you have a domain name and website that makes your identity clear as an editor, make sure you capitalize on it by using it for your e-mail address. Joe@JoeTheEditor.com is more memorable than Joe@gmail.com, Joe@yahoo.com, etc., and helps maintain and strengthen your brand as an editor.

The same goes for whatever other ways in which you promote your editing services or skills: business card, brochure, directory listings, social media accounts and profiles, ads, bios, signatures (siglines) in e-mail discussion lists. Take some time this very week to look at everything you use to present yourself to prospective clients and employers, as well as to colleagues. Try to look at all of your promotional material — and yes, a LinkedIn, Twitter, or Facebook account is a promotional tool — with an objective eye to make sure your identity as an editor shines through.

Do your website and online accounts clearly identify you as an editor (or other editorial professional)? If not, why is that? If so, can you enhance them in some way?

Here are some things you can do to enhance your identity:

  • Review site and account language to make sure your identity as an editor is clear and immediate. If you think you might not be able to do that objectively enough to catch any gaps, ask a colleague to look things over for you. Consider swapping services — proofreading each other’s sites, for instance.
  • Include client testimonials at your website, and make them easily visible. Make sure you use LinkedIn’s recommendations function. The opinions of people you have worked with can be even more powerful than work samples. You don’t have to include actual names of clients or their employers.
  • Announce your training and experience, also clearly visible and easy to find. List not only editing jobs, but any courses you’ve taken, whether through a college degree or certificate program, or offerings from a professional association. Let prospective employers and clients know that you have invested in your career and skills. Even volunteer projects are worth including — no one has to know that you weren’t paid for editing work that you did pro bono.
  • Say which style manual(s) you are skilled in using. Depending on the type of editing you do, that could make the difference in getting a new job or project. Individual authors might not know the difference between Chicago, AP, APA, MLA, GPO, etc., but publishing colleagues do — and look for editors who can use their preferred styles.
  • Create samples for your website to show how you work and the kinds of elements you would notice and fix. If you wish to use actual client samples, be sure to get permission from the client first and do whatever it takes to anonymize the material; clients usually don’t want the world to see the “before” versions of their projects.
  • Write about how you work — your approach to a project, your process, your philosophy.
  • Describe your ideal client or project. That could encourage prospective clients or employers to choose you over someone else.

How have you identified and promoted yourself as an editor in various venues, from your website to your social media activities?

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, which hosts an annual conference for colleagues, and a regular contributor to An American Editor.

September 25, 2017

On the Basics: “Falling Back” into a Fall Mindset

by Ruth E. Thaler-Carter

Summer is over (sob) and real life has resumed. Well, for some of us. Freelance editorial professionals probably don’t see much difference between summer and fall/winter/spring; most of us are working almost all the time and don’t have big chunks of time off for summer vacations. Even those with children, who might take more time off in the summer than those of us without, probably still worked during those vacation days or trips.

No matter how you spent your summer, though, there may still have been a sense of time out of mind — even if it was only a memory of school days, when summer was an opportunity to escape our regular responsibilities and routines. Many of our clients take vacations, so a lot of freelance work could slow down, depending on your market or niche.

I like to think of the fall as a sort of new year. We shake off the heat and torpor of summertime and kick ourselves back into normal working mode with the help of weather that’s usually cooler and breezier, with the beginnings of fall colors adding brightness and verve to the landscape. The school year begins, which means a “new year” for young people. The Jewish high holidays officially launch a new year. I find all of this energizing and motivating.

A client recently noted that “Fall is…a great time to update, remodel, redecorate, and landscape your home.” If that’s the case for home and garden work, it’s also the case for our freelance business efforts.

As Better Homes and Gardens editor-in-chief Stephen Orr said in the October 2017 of the magazine, fall is “an exciting time with everyone back in action and plugged in after summer’s off-the-grid vacation months.…There’s something about the shorter days and cooler nights that has inspired the human imagination through the centuries…”

I even like to reverse the “fall back/spring forward” mantra for remembering how Daylight Savings’ Time works; instead, I often think of “fall forward.” No less a figure than F. Scott Fitzgerald agrees with me: “Life starts all over again when it gets crisp in the fall.”

For me, the fall also means a flurry of annual effort as the Communication Central conference approaches. It’s always exciting to anticipate seeing colleagues and friends again at the conference, as well as meeting people who are new to the event. The conference also represents another type of new year — one of new information and knowledge that will inform the rest of the year, along with a new cycle of planning to begin once this year’s event wraps up.

The 2017 conference — the 12th annual, “Be a Better Freelancer® – Better by the Dozen” — confirmed that perspective. The combination of new and known speakers with new and known attendees generated an impressive flow of information, tips, insights, approaches, resources, and more over two days of high-impact interaction. Participants came away energized and ready to implement new ideas into their freelance business practices. I even learned a few new techy things myself, such as how to run a webinar. It was exciting!

Some of us have to reset our minds for reality pretty quickly at this time of year. Colleagues who work in the government or nonprofit sector often find the early fall to be suddenly busy. Those clients tend to have budget years that end on September 30, which creates pressure to get a lot of work done within that budget timeframe. It also means that we as freelancers have to gear up to prepare bids for projects in the new year that will begin for these sectors on October 1, creating somewhat of a pressure cooker as we juggle between meeting that September 30 deadline to complete projects under the current fiscal year and visualize what to offer for the new one.

The cooler weather also seems to have an energizing effect on clients who took summer vacations and came back to full inboxes to be cleared as soon as possible.

However you see the fall (there’s always the factor that it presages the arrival of winter and all the hassle that can involve), it’s a good time to capitalize on its vibrant colors and connotations of new opportunities by ramping up our promotional efforts. It’s a great time to contact clients you haven’t heard from or worked with for a while, especially those in government sectors, who might — as noted above — have urgent need of editorial services in a hurry. Let them know that you’re available!

This also might be a good time to brighten up your promotional materials — business cards, websites, brochures, blogs, etc. — with the warm colors of fall. You don’t have to do a wholesale overhaul or redesign, but you might want to add a little “pumpkin spice” to your materials. Thinking in such terms is a good way to refresh your marketing process without necessarily making a huge investment of time or money on major changes.

This can also be a year-round process. If you can enliven your website by adding a fall-themed piece of artwork or color to borders or type, you can keep this technique in mind for when the seasons change again. Don’t go overboard or get too cutesy with clip art, but look at ways you can make your materials pop in tune with the seasons. This could be especially useful for websites, because every change and tune-up increases your visibility in rankings or searches.

How are you “falling into fall”? What new challenges and opportunities does this season represent for your freelance activities?

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, which hosts an annual conference for colleagues, and a regular contributor to An American Editor.

May 3, 2017

On the Basics: Being Businesslike

by Ruth E. Thaler-Carter

The other day, I met a colleague for coffee who’s a freelance writer, proofreader, and voice-over professional who has been doing well at finding and being recommended for projects, but confessed to being terrible at the business side of dealing with clients.

Many of us struggle with the business of editing (and writing, proofreading, indexing, desktop publishing; whatever editorial work anyone here might do). That struggle is one reason for Rich Adin’s book by that very title (The Business of Editing: Effective and Efficient Ways to Think, Work, and Prosper), and for this blog and the columns by its various contributors.

Some of the things we talked about inspired this column.

Setting policies and limits

Getting paid can be the hardest part of freelancing, no matter what service or skill you provide. My colleague did the smart thing with a recent project: She asked for an advance on a five-book project for a local arts institution. The plan was that she would be paid a certain amount before starting, receive a payment as she finished each book, and then receive a final payment when the last book was done.

The good news: She got the first payment. The bad news: She didn’t get it right away. Because she knew the project was on a tight deadline for publication, she felt obliged to start work based on the promise that the advance would arrive soon. Even though the first payment did show up soon after she got started and the subsequent payments did come in reasonably on schedule, she realized in hindsight that she ran a real risk of not receiving the advance and there was a constant sense of foreboding over each payment.

Version control

Another project was a great example of scope creep: Every time she turned around, the client added more to the project. Because she did not have language protecting against the ever-expanding project, she was expected to absorb the new requests without additional payment — and felt obligated to do so. She spent a lot more time on the project than she had planned and wound up only being paid what amounted to minimum wage.

Contract concerns

Many of us have had the good luck to work with clients without needing contracts, or ones who adhere to contracts to our benefit. The most frustrating part of another project for this colleague was that the client ignored almost all of the elements in the contract. Yes, they signed it, but then proceeded to violate almost every clause. She eventually asked why they had agreed to the conditions of the contract when they weren’t complying with it.

The client’s response? “We wanted you for this, and no one else.” That is, they were willing to agree to anything as long as she agreed to do the work. She was flattered — and floored.

Because she’s a self-confessed perfectionist with an “if I start something, I finish it” work ethic, she did not want to walk away despite the frustrations. She knew that she was being played, even as she basked in the sense of being wanted and supposedly the only person who could do the project. She couldn’t figure out how to stand her ground, nor could she walk away.

Reality checks

Being committed to providing excellent service can backfire. Whether it’s from a sense of perfectionism and a commitment-based work ethic, or a fear of negative consequences (not getting paid, having the client badmouth you to colleagues), remaining committed to a project when the client is behaving badly is not good business. It’s bad for the project, bad for your mental (and physical) health, and bad for your business. As hard as it is to stand up for yourself, it’s something we all have to learn to do.

Being told “We want you and only you” or “We’ll agree to anything to get you on board” feels great. Sometimes that’s the beginning of a beautiful relationship with a client who does value you and treats you with respect, but sometimes it’s bait for a situation that turns into a nightmare. The flattery can blind us to a headache-inducing client or project.

One way to handle a situation like this is to do a reality check. Some of us may really be so unusually skilled that we’re the only one — or the best one — for a given project, but most of us aren’t all that unique. We want to feel that we are, but we aren’t; except for rare circumstances, we can be replaced. Another editor might do things differently, but differently does not necessarily mean worse.

Feeling irreplaceable can interfere with all kinds of aspects of freelancing, and sometimes even with working in-house. It can blind you to the reality that a client is treating you badly and making you crazy, and that it would be better for your business and yourself to either reset the boundaries or walk away.

Getting help

One strategy that my beleaguered colleague and I discussed implementing has two aspects: (a) keeping a contract template at hand that includes language regarding both a fee advance or deposit and protection against scope creep, so you don’t have to reinvent the contract with every new client, and (b) using your website to state such a policy.

Possible language could be:

“An advance/deposit representing 50% or the first X hours of the project is required with a new project. Depending on the length and scope of the project, interim payments may be required. The finished project will be provided once full payment is in hand.”

And:

“Any requests for work beyond the scope of this agreement/contract will be charged on an hourly basis in addition to the original fee, and will not be provided or performed without such additional payment.”

Not all clients will go along with such a policy, but it could be a lifesaver, especially with an individual author or a graduate student. While most such clients can be trusted to pay as agreed, some either never intend to pay for editorial services or do not budget sufficiently to pay the tab. When they see the final amount in your invoice, they panic, go into sticker shock — and disappear. This can especially be a concern with students, because when they hand in that paper and get that degree, they’re gone, and you might not be able to reach them to chase down your payment.

If you require an advance and establish interim payments for a lengthy project, you protect yourself against not getting paid (or at least against not getting paid in full), and you also help the client. Most people find it easier to pay a couple hundred dollars at a time over a few weeks to months than a couple thousand all at once when the project is done.

Establishing your policy

I hadn’t thought of this until that coffee date, but establishing your business policy for payments and scope creep and posting it at your website is worth considering. Doing so could head off problem clients who could become nightmares of uncontrolled project morphing and payment hassles, no matter how appealing the project might seem on the surface. However, merely posting it at your website is not enough to make the terms part of the work agreement.

It is important that specific policies — regardless of what they address — be included in written contracts and, because many of us do not work under formal contracts, in your e-mail exchanges with the client. At a minimum, your correspondence should include a statement such as:

“Additional terms governing our work relationship are available at ________ and are made an explicit part of our agreement by incorporation by reference.”

(Caution: Do not make supplementary terms available only on social media like Facebook. Not everyone participates. Be sure that wherever they are posted, they are universally accessible without a client having to “join” some third party.)

Finally, having colleagues to lean on and consult can be a lifesaver in establishing good business practices. Even just meeting over coffee to bewail the trials and tribulations of a problem client or project can provide useful insights from someone who has been there and done that.

For more insights

A number of other essays at An American Editor relate to this one and are worth reading for additional insights on the business of editing, including (for additional essays, be sure to search the An American Editor archives):

 

Rich Adin’s book (with Jack Lyon and myself), The Business of Editing: Effective and Efficient Ways to Think, Work, and Prosper, provides additional practical insights on this important topic.

The key is to remember that being the world’s best editor is not enough for a profitable career; you must be a good businessperson as well!

How have you handled payment, scope creep, and other business concerns? How have you found supportive colleagues, either online or in real life?

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, which hosts an annual conference for colleagues, and a regular contributor to An American Editor.

January 16, 2017

On the Basics: Some Ideas for a Strong Start to the New Year

by Ruth E. Thaler-Carter

It’s a new year, so it’s time to stop for a moment and think about everything that we should or could do to start 2017 with fresh perspectives on what we do and how we do it as editorial professionals. Here are a few ideas.

  • Change your passwords.

The beginning of a new year is a great time to refresh and revise the passwords for all your accounts — email, social media, bank accounts, credit cards, website(s), memberships, etc. It doesn’t have to be a big change; even switching one letter or number will do — if you used 2016 or 16 in last year’s passwords, change the 6 to a 7. Hacking and security are such huge issues nowadays that changing passwords on occasion is the smart thing to do to protect your identity and accounts, and the new year provides the perfect opportunity to take steps to do so. Consider putting a reminder in your calendar to make another change every quarter. You might also take steps to enhance your computer’s overall security against malware and ransomware. Search AAE’s archives for suggestions.

  • Update your account contacts.

Check in with whoever you have designated to handle your accounts —especially social media and e-mail discussion lists — should you have a crisis of some sort, to make sure they’re still willing and able to handle this for you. No one wants to think about mortality, but having someone with access to those accounts who can notify communities (including clients) of illness, injury, or death is important. If you haven’t asked a relative, friend, or colleague to do this, now is the time to give someone trustworthy your account passwords so they can act on your behalf. (It’s also a good time to update your will and healthcare proxies.)

By the way, if you ask someone to handle your accounts in the event of a crisis, make sure to provide language for them to use — don’t assume they’ll know what to say. As an example, a friend’s Facebook account status recently said, “I passed away on date X. See you on the other side.” The immediate reaction of her friends and colleagues was shock and confusion, since this isn’t how someone’s death usually appears in that arena. Some thought it was a macabre joke, others thought her account had been hacked. Since the comment appeared on a holiday, it was difficult to confirm what had happened. It turned out that she had actually died and one of her relatives thought that was an appropriate way to announce it, but those two or three days of confusion were quite upsetting.

  • Change copyright dates.

Update the copyright date on your website, client newsletter(s), and related material to 2017. It may not be mandatory, but it’s good sense in protecting what you write or produce.

  • Budget for professional development.

Start now to set aside funds every month for conference attendance, memberships, training, new tools (whether books, updates for or new software and hardware, office equipment, business cards, etc.), so you have funds on hand when an opportunity arises and don’t have to scramble to cover it. (Keep the fall Communication Central Be a Better Freelancer® conference in mind — and calendar September 15–16, 2017 — it’s a great way to meet colleagues and learn new professional “tricks.”)

  • Plan your promotions and marketing projects.

Even if you have plenty of work in hand, but especially if you don’t, use the first few weeks of the new year to set up a formal plan for promoting your business and marketing your services if you’re a freelancer, or working toward a promotion, raise, or change in assignments if you work in-house. Be prepared to meet new opportunities as they arise, rather than panicking because you haven’t thought about what you want to or where you want to go.

If promotions and marketing will require money, set something aside every month, just as you do for regular expenses or professional development.

Successful freelancers know to market their businesses constantly, because even the most reliable long-term clients can disappear in a moment. We can’t assume that any project or client will last indefinitely. We can’t even assume that high-paying clients won’t suddenly reduce their rates or the volume of work they provide to us. Companies and publications downsize, fold, are acquired, or change policies on using outside services; long-time contact people leave for new opportunities or retire. The classic Girl Scout motto “be prepared” is well worth adopting, and being prepared means doing something on a regular basis to bring in new business, or at least be visible to potential new clients in case the status quo suddenly changes.

  • Update your résumé.

Make sure your résumé reflects both your recent achievements and any new trends in design or structure. Keep it fresh and current so you can respond to requests for it immediately, so you don’t have to worry that you might have left something out or don’t appear up to date in terms of layout and content.

Even if you don’t make any changes, but especially if you do, ask a colleague to proofread it for any egregious or subtle errors that you might have overlooked, or anything worth including that you might have forgotten to add.

You don’t have to be job-searching for an up-to-date résumé to be useful. You might want it have it handy for freelance projects outside a regular job, if you’re asked to make a speech, as the basis for requesting a raise or promotion, as the starting point for an “About” page at your website, or as the foundation of a blog post about career development and progression. And, of course, for that lovely moment when a headhunter contacts you about an amazing, perfect-for-you new job that you weren’t looking for but are thrilled to be considered for. And be sure to update your LinkedIn and other bios, directory listings, and profiles.

  • Review your expenses and income.

Take some time to create a formal, written overview of your financial situation. List all regular/recurring expenses and when they occur. Ask yourself where you can cut back to build up a savings cushion or add to funding the projects mentioned above (professional development and promotions/marketing).

If you’re a freelancer, list current clients and how much income each one generates. If you work in-house, break down your salary into monthly segments. Compare the income numbers against the expense numbers to see if there’s a gap. Once you put those factors down in writing, it might be a little scary — but it’s a vital first step in getting those finances under control, reinforcing a need to generate more income, and reducing any stress you’ve been experiencing about making ends meet.

  • Improve your health.

Among the potential challenges of the new political world in the USA will be health insurance coverage, so it might be smart to start the new year with a physical exam and a commitment to eating and behaving more healthily. The fewer medical services you have to use, the better off you’ll be — both physically and financially.

  • Think about service.

A new year is also a good time to look for opportunities to support a community, cause, or organization. It can be a challenge to fit volunteering in a busy schedule, but making time to do so can be rewarding on many levels (and might even lead to new projects or jobs!). If you can’t commit to personal involvement, at least try to put some money where your social conscience is.

  • Look ahead.

Depending on your age and career status, the first month or two of the new year might be a good time to think about, and do some formal planning for, the future. Younger colleagues might want to invest some time in formal plans for how you want to progress and set some specific, achievable goals for advancing your careers. Older colleagues might want to start planning for retirement — when you’ll be ready, what you’ll want to do with your time, how much money you’ll need, where you might want to live, etc.

  • Start something new.

A new year is also a great time to try something new, whether a hobby, sport, or project. This might be the year to try blogging, either as a contributor to someone else’s or on your own. You could try getting training in a new skill that you could offer in your freelance business or as the stepping stone to a new in-house job. If you’re single and want to meet new people, consider joining a dating site or a hobby group of some sort (participating in hobby groups, a church, or a social service project could lead to editorial work!). If you’re chronically disorganized, look into hiring someone to help you try to get things sorted out — whether files or your home — so you can feel more in control and less frustrated.

Doing something new can change your perspective, cheer you up, help you meet new people, make you feel better, get you unstuck. It’s worth a try!

  • Become active in online discussions.

We often forget how important it is to let people know we exist and that we really are highly skilled. Finding ways to get that word out means we can help others achieve their literary goals. One of the best ways to get referrals is to participate in online groups — actually participate, not just lurk. Make this the year to be more than what I call a “checkbook member” of a group or organization: one who joins but never contributes anything. Post to online discussions, offer to speak, write for an organizational newsletter or blog, etc. An American Editor has its own LinkedIn group — a great place to start making your voice heard!

  • Invest in tools for your business.

Investing in your business is a good way to make your career more rewarding. Who doesn’t feel better when cash flow improves? Investing in tools to make us more productive and efficient is but another method of improving that flow. Look into the resources of the Editorium and EditTools, for starters, as well as the offerings of various professional associations.

However you use these first few weeks of 2017, here’s wishing all of our readers good health, fulfilling work, high incomes, and happy home lives. Feel free to share your plans for making the most of the new year!

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, which hosts an annual conference for colleagues, and a regular contributor to An American Editor.

October 31, 2016

The Business of Editing: Putting Out the Fire

Every editor eventually faces the question of “damage control” and over a long career, may face it more than once. Preparation is the best way to address the issue.

What do you do when a client finds an error
in your work?

Every business faces this problem. For service people, like editors, the issue is error; for a retailer, the issue is defective goods; for service-retailer (e.g., an auto mechanic), the issue may be either error, defective goods, or a combination. No matter, every business — from the smallest to the largest and in every type of commercial venture — has on occasion had to deal with the question of what to do when a client finds an error.

The difference is that most businesses have an existing plan to address the problem; editors rarely do. Reasons why editors rarely are prepared include:

  • We expect errors to exist in our end product; we know that editing perfection is a goal, not a standard against which we should be judged;
  • We understand that it is a matter of preference and opinion whether to use serial commas or to close up hyphenated compounds;
  • We recognize that language is fluid — what was forbidden yesterday may well be de rigueur today;
  • We expect at least one if not many more eyes will go over our material, thereby minimizing the number of errors; and, perhaps most important,
  • We know that our work product is not (or should not be) the final iteration because the client has the power, right, and duty to accept or reject our suggested changes.

It is for these reasons, among others, that editors — unlike content creators such as writers who carry errors and omissions insurance policies — do not carry editing liability insurance policies. Of course, those reasons do not address the problem with which we are faced: What should we do?

The usual suggestion is to offer a discount on the work or on future work. Some clients demand reimbursement for any costs incurred, such as the cost of reprinting. Neither is an acceptable solution.

The more severe the client considers the error, the less likely it is that the client will continue to use your services, making the ultimate goal of your giving the discount/reimbursement — to smooth ruffled feathers and maintain the work relationship — less achievable. If you cannot be certain that your goal will be achieved, why proceed down that path?

Taking steps to avoid this problem — that is, the problem of being asked to compensate a client for an error — should be among the first acts of an editor when setting up to do business. The steps that can be taken are to have a written policy regarding errors and liability. (It is important to note that we are speaking of editing errors, not content-creation errors that include fact-checking errors.) The policy should indicate:

  1. What constitutes an error;
  2. Whether there is a margin for error and if there is, the size of the margin. (The margin of error can be a set number of errors or a percentage such as “constituting greater than 4% of the number of words in the document/project.”);
  3. The remedy(ies) available to the client; and
  4. The client’s responsibilities to minimize any negative effects that might arise from the error(s).

The terms need to be in writing and part of any agreement or correspondence with a client.

Probably the most important item in the foregoing list is #4. Clients have to assume some responsibility for a final product, whether it be a novel, a biography, a quarterly report, a dissertation, or something else. Clients too often assume that they can hire an editor and walk away from the project. But they cannot. One of the responsibilities can be (and should be) to hire an independent proofreader to review the near-final product.

One of the reasons I do rarely work directly with authors is because it was always a battle to convince authors that editing without independent proofreading is like taking one’s car in for an oil change and just having the oil drained and not replaced. Authors were (rightfully) budget conscious, but there is a difference between being conscious of one’s budget and being a slave to the budget to the detriment of one’s creation. When I do work directly with an author, I make it clear that I cannot accept liability for errors in the absence of high-quality independent proofreading.

Probably the most difficult item in the list to define is error. But the absence of an agreed upon definition of error is an invitation to an acrimonious editor–author relationship. This definition must be clearly spelled out and in writing. The easiest way is by defining the parameters of the work to be done. For example, if the editor is being hired to fact check, that should be included in the definition of the job’s parameters; if fact checking is not part of the job, it needs to be explicitly excluded as part of the editor’s responsibilities and explicitly included as part of the client’s responsibilities.

Once there is agreement, then the remedies available to the client need to be spelled out. It is here that you give the answer to the question “What do you do when a client finds an error in your work?” The remedies have to reflect what you are comfortable doing and should never be based on the unknowable, such as the likelihood that a client will continue to send me work if this particular remedy is available. It is better to assume that no matter what remedy you offer, there will be no future work from the client. With that assumption, you can focus on what will enhance your reputation for fairness and quality work.

What do you do when you find an error in work
that you have already submitted to your client?

Although a related issue, this is a garment of a different color. Some editors choose to say and do nothing, assuming that the next person in the chain will spot and fix the error. Some, like me, prefer to notify the client immediately and send a corrected file.

We gain or lose work based on our reputation. Consequently, I try to make my decisions based on whether I think the action I am contemplating will build up my reputation or tear it down. To my thinking, sending the corrected document will enhance my reputation.

I have sent a corrected document even weeks after I submitted the original edited to the client. Sometimes it is too late, sometimes it is in the nick of time, but always the client has been appreciative. I have never lost a client by sending a corrected file.

I not only send a corrected file, but also a cover note in which I explain what the correction is and why it is important to correct my error. (Sometimes it is not an error but something has changed since I edited the document, such as the announcement of a new treatment modality.)

I have said in other essays that the most important marketing tool for an editor is impressing upon the client that you are knowledgeable about the subject area and are always expanding your knowledge. It sends an important message about you to your clients and prospective clients.

I grant that there are many ways to send such a message; my admission that I made an error and correcting it is one way. (Another is when I develop a better way to accomplish a task and I let the client know about it. For example, when I developed the reference renumbering report that I send along with a document with renumbered references, I made sure that clients learned about it and how useful the report would be to their authors, proofreaders, and compositors. The result has been an increase in inquiries about my willingness to take on large projects with complex reference renumbering.) Being forthright about errors gives clients confidence in my abilities and willingness to accept responsibility for what I do.

The key to both questions is to create a response that enhances your stature. Remember that as an independent businessperson it is your reputation that determines your success in building clientele.

Richard Adin, An American Editor

October 5, 2016

On the Basics: Dealing with Distractions

by Ruth E. Thaler-Carter

One of the attendees at a panel session I participated in recently asked about managing distractions when working from home. This comes up a lot in conversations among colleagues. It’s a good question in these days of what often feels like constant distraction — not just from friends and family whose demands for attention can pull us away from our editing (writing, proofreading, indexing, graphics, etc.) work — but, more invasively, e-mail and social media clamoring for both attention and response. It can feel as if we’re missing out by not responding to every incoming message or new Facebook post, but doing so breaks concentration on the project in hand.

How do we get work done with all this “stuff” going on around us, much of which seems either more urgent or more interesting than that open project on the desktop?

Everyone is different, so what works for one person may not work for another, but here’s my basic approach. Keep in mind that I don’t have children or pets, although I can share few tips for balancing them with working at home.

Nowadays, I check e-mail first thing in the morning, to make sure there’s nothing urgent and to clear out or respond to anything of interest that came in overnight. Then I check Facebook, because I belong to several work-related groups that might have conversations I want to participate in. I give myself permission to be distracted from work by responding to messages and by dipping in and out of both personal and work-related forums as a way to start my day. It’s like meeting at the office water cooler to gossip about what we did over the weekend before the real workday begins.

I dip into LinkedIn and Twitter less often than I go to Facebook, but am trying to be more active in both environments. That’s something else that I do first thing in the morning and last thing in the evening, mainly to keep up with what colleagues are doing and get my activities and opinions out there. Again, these are potential distractions, but ones that can be useful to my freelance business.

I usually keep e-mail and Facebook open throughout the day, in part because I have a couple of clients who send me editing and proofreading work on demand, but that doesn’t work for everyone. I have colleagues who close both while they’re tackling assignments, or turn off the sound so alerts to new messages or posts don’t distract them from the work. They go back to e-mail and online forums once they’ve finished, or have at least reached a good break point — such distractions can be used as rewards for getting a certain amount of work done. However, if I have to focus on a demanding writing, editing, or proofreading assignment, I do close both e-mail and my browser.

Some distractions actually are work. You might be focusing on a lengthy editing project when a smaller assignment pops up. Depending on the status of the deadline for that first project, you might be able to set it aside and take care of the new one then and there. It might even be a good change of pace from intensive editing of a complex manuscript. We all need the occasional break, both physical and mental.

Those distractions are reasonably easy to deal with. You can set a time for non-client e-mail interaction and social media participation, and limit the number of LinkedIn groups you belong to or the amount of time you spend in those groups. Managing distractions caused by family and friends can be a greater challenge.

Step 1 might be to establish office hours and stick to them (see, e.g., On the Basics: So You Want to be a Freelancer, The Business of Editing: A Fourth Fundamental Business Mistake That Editors Make, On the Basics: The Issue of Availability, The Proofreader’s Corner: How Lucrative Are Your Editorial Clients Really? Keeping an Eye on Creeping Costs [Part II], and Summertime & Wondering Why). Post them on your home office door so anyone in the house knows when you’re working and prefer not to be disturbed, and at your website so prospective and current clients can see when you’re available. If the phone rings, let it go to voice mail, or at least use Caller ID so you can shield yourself from nuisance calls — spammers, robocalls, unfamiliar numbers, etc., that get through the Do Not Call list. Plan ahead for saying “No” when friends or family call to chit-chat or ask you to run errands because you’re home all day. It can take constant reinforcement for the message to sink in that “I’m working here. I can’t stop to take Johnny’s lunch to school for you or pick up Susie at school or walk your dog” or “I’d love to chat, but I’m on deadline. I’ll give you a ring this evening.”

I was lucky in that I was already freelancing successfully when I met the guy who became my husband. We didn’t have to change any routines, and I didn’t have to justify or explain what I did for a living. He’s always been impressed by and supportive of my work (although there were times when he’d have preferred that I ignore it, such as when I’d spend part of a vacation day on finishing up something that came in unexpectedly just as we were leaving).

When my husband was working, he didn’t have to know very much about my work style or schedule. My routine was to get up at around 7 a.m., check messages, work for a couple of hours, run errands and get a light lunch, do some more work, break for an early dinner when Wayne got home around 3 or 4 p.m. (he was on shift work), and do another hour or two of work in the evening if I didn’t have something social going on. To my everlasting delight, he loves to cook and would fix dinner when he got home, so I could keep working until close to 5 p.m., when clients might expect me to be available by phone or e-mail.

Once Wayne retired and was home all day, I had to educate him about what it takes for me to get my work done, and I had to train myself a little as well. He had to remember to actually walk toward my home office to see if I was on the phone with a client, rather than holler from the other end of the apartment if he wanted to ask or tell me something. I had to remember to let him know if I was on a deadline and couldn’t take the day off for us to go on an adventure together. I made a point of staying ahead of deadlines as much as possible so I could drop everything for a play day as often as feasible.

Those with different spouse/partner situations may have to do more work on communicating what they need. You may have to set up something fairly formal about, for instance, who fixes dinner when, gets the kids to and from school and extracurricular activities, etc. It can help to show a spouse or child what you’re working on — and maybe your latest check for your freelance work. That makes it a lot more real to people who don’t understand what you’re doing and why.

Colleagues with babies or small children often schedule their work time around the kids’ naps. You may want — or need — to find someone to provide an hour or two of respite care/babysitting so you can achieve uninterrupted focus on work. That might mean going to a coworking space, library, or cybercafé, or just having a minder with the little one(s) in another room.

My dad once told a relative that as long as there was no blood on the floor and no detached limbs, my brothers and I were free to tussle around at will. You may need to adopt a similar philosophy. With older children, you may have to set very clear rules about when you can be interrupted, and even put a Do Not Disturb sign on your office door. The trick is to make the rule and stick to it.

People with pets schedule walks and play time around their deadlines whenever possible. Some let the animals join them in their home offices; others have doors (solid works a lot better than glass!) to fend off the beasts. As with any other potential distraction, the freelancer has to remember who is in charge.

As with everything else these days, there are apps for managing distractions; electronic timers come to mind. I prefer to be my own app — to train myself to manage distractions without outside assistance. It’s better for self-discipline, and it means I’m not depending on something that could go wonky when most needed.

Dealing with distractions, like much of freelance life, means developing a sense of discipline and self-worth. You’re in charge of your freelance business, which means that you also have to be in charge of your life in general. If you let distractions throw you off track, your business will suffer. Your personal life is likely to suffer as well, because you’ll be resentful or upset by interruptions and the inability to control what goes on around you and interferes with getting your freelance work done. Family members may be resentful as well, if they don’t have any idea of when you’ll be able to pay attention to them.

How do you manage, head off, or give in to distractions from your freelance 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, which hosts an annual conference for colleagues, and a regular contributor to An American Editor.

September 28, 2016

When Authors Look for Editors

I am certain that hundreds, if not thousands, of articles, books, and blog essays have been written to advise authors how to find the perfect editor. Even so, authors continue to ask about finding a good editor, especially if they have already had a bad experience, which tells me that the question of how to find the right editor remains unanswered.

The Plain-English List

There are several recurring problems. The first is that the searching author rarely knows what she wants or needs from an editor and so uses terms like “proofing,” “proofreading,” “light editing,” and “copyediting” with the expectation that the editor’s understanding will equate with the author’s meaning. The two rarely meet.

Rather than using terms like those, it would serve the author better to make a plain-English list of exactly what she wants an editor to do with her manuscript. As detailed a list as possible serves best. When the author gives that list to the editor, they can have a meaningful conversation.

The Editorial Budget

The second problem is deciding how much to pay for editing. Before searching for an editor, the author should decide on a budget. The budget should not be based on going rates or what the author thinks the editor’s services should be worth. The budget should be the maximum amount that the author is willing to spend on editorial help — a number calculated in the same manner the author would calculate the maximum amount she is willing to spend to buy a house or a car before actually shopping for the house or car. This number should be a gross amount; for example, it should be $5,000 and not $50 per hour.

The reason for the gross budget amount is that too often authors decide not to hire an editor they otherwise think is a good fit because they “feel” the cost is too high. An editor will quote a price of $50 an hour and immediately the author’s hackles rise, thinking that $50 is too much because she had budgeted for $20. Sometimes it is better to pay more per hour for fewer hours of work than to pay less per hour for more hours of work. Better editors, as with many things in life, also tend to be more experienced and efficient; thus the higher per-hour fee and the fewer hours needed. Having set a gross budget limit moves the focus of the discussion from the per-hour rate to whether what is wanted can be done within the budget.

The Evaluation Criteria

A third problem is that authors tend to use the wrong criteria to evaluate an editor. It is true that an author should carefully evaluate an editor, but not by applying criteria that do little to answer the questions of competence and fit.

Great editors do not have to be authors themselves, by which I mean writers of books or published in magazines or journals. But in today’s competitive internet world, the editor should be a blogger and a participant in public editorial forums.

If I were looking for an editor, I would begin my search at a place like LinkedIn. Not because LinkedIn is such a great website, but because it provides an opportunity to get a first look at a pool of editors — those who participate in the various editing and writing groups. The first information I would be looking for is the kinds of questions they ask and answers they give in editorial/writing-oriented groups. Editors whose contributions to LinkedIn conversations consist of “Joe is right,” or whose responses tend not to address where the conversation is currently, or whose answers are often not answers, just a lot of smoke, are editors I would avoid. I also would avoid those who need help with fundamentals such as the reasonableness of some request made by a client or what to charge (or what others are charging; while I would avoid someone who asks what is the going rate, I would consider someone who doesn’t want to know what others are charging but how to calculate what she should be charging). I would not want my book to be an editor’s learning experience at my expense.

The editors I would want to consider ask and discuss more “advanced” things, such as questions of ethics, grammar, underlying principles of editing, both as a business and as a craft, and the like. I want an editor who sees more than the surface of my manuscript. Every competent editor can find and correct misspellings or can understand what an orange is, but not every editor can grasp that a word has been deliberately misspelled or that what you really mean, based on the context, is not orange but tangelo. Editors give clues about themselves in the questions they ask and in the responses they write. One can determine with some accuracy an editor’s experience with certain areas of subject matter through their questions and answers.

Equally as revealing are an editor’s blog articles. Blogs are generally intended to sell the editors (bloggers) to their audience. When you look at editors’ blogs, who is the audience they are trying to sell to? What are they trying to sell that audience? If they address an issue, do they do so cursorily or in depth? Does their writing evoke a sense of editorial competence, or is it so casual that it is bothersome? Are there mistakes in their writing? (But be sure to consider “mistakes” in light of blogs’ tendency to be more casual, and remember that few people write perfectly.)

Questions, answers, and blog essays give an insight into an editor’s approach to business — and editing is a business. Note that I haven’t mentioned scrutinizing the editor’s website. The problem with using a website to form an opinion about an editor is that it is difficult to know who is responsible for the website’s content and design. I understand that the editor is ultimately responsible, but authors looking for an editor are looking for editorial skills, not for design skills, which is what the focus on a website is — design, not editing. One of the best editors I know has one of the worst websites to be found short of what pops up with a Not Found error from your ISP.

The Reliance on Recommendations

A fourth problem is that authors too often rely on recommendations — positive or negative —from fellow authors. The smart author avoids hiring or not hiring an editor solely because someone she knows recommended or dissed the editor. If the editor was recommended, the editor should be put on the author’s list of editors to check out. If the editor was dissed, the author needs to ask questions designed to elicit more in-depth detail about why the editor was dissed. It makes a difference, for example, if the dissing is the result of such things as these: editor incompetence; unreasonable author expectations that the editor did not, perhaps could not, fulfill; or a personality conflict between author and editor. Depending on the reason (e.g., personality conflict), the author might add the editor to her list. After all, each author is an individual and has different needs. Different authors have different personalities — some are easier to work with and some harder. Every author needs to find the editor with whom she can work successfully — even if that editor was fired by another author.

The Key to Finding the Right-Fit Editor

The key, I think, to an author’s finding the right-fit high-quality editor lies with the first-mentioned items: seeing the questions and answers the editor posts on editorial/writing forums and reading the editor’s blog. It is the culling done with the help of these items that will leave standing those editors the author should further interview using the first two items discussed in this essay — a description of what the author is looking for the editor to do and keeping within a preestablished budget. Once the author enters into a dialogue with the editor, the author can learn more about the editor’s skills and background in an attempt to find the perfect editor for the manuscript at hand.

Yet I offer one word of caution to authors: your budget can be a very limiting factor. Experienced, high-quality editors are in demand and rarely work on the cheap. Editing is their business, the source of their income, and thus the editor has to and does charge accordingly. If you are unrealistic in your budget, you will cripple your search for your perfect-fit high-quality editor by narrowing the pool of editors from which you can choose. This is why the discussion of money should not occur until you think you have found the editor you want.

Choosing editing for editing’s sake, by which I mean hiring an editor simply so you can say your book was edited, is not a worthwhile goal. Editing by a professional, highly skilled editor will enhance your manuscript and improve its likelihood for success. In contrast, hiring an editor largely because the editor fits within your budget is unlikely to advance your goals. Budgets do not have to be unlimited but they do have to be reasonable in relation to the work required from the editor.

Richard Adin, An American Editor

August 10, 2016

On the Basics: So You Want to be a Speaker or Presenter

by Ruth E. Thaler-Carter

Whether you’re an editor, proofreader, writer, or other communications professional, and whether you’re working in-house or freelance, you may have information worth sharing with colleagues. You’ve developed experience, knowledge, and a strong skill set as a writer, editor, proofreader, etc., and perhaps as a businessperson as well. It might be time to consider adding to that skill set by becoming a public speaker or presenter of conference speeches, workshops, or classes.

Why Speak Up?

The two most compelling reasons to develop a speaking business: to make money and to help colleagues.

You can get paid for sharing that information and experience, especially if you develop classes to present locally or webinars to offer to the world at large. You could increase your client base, if you’re a freelancer, by becoming visible to more potential clients and to colleagues who might refer you to other clients.

Speaking and teaching also enhances your reputation and makes you appear more important and respected, again to prospective clients or employers.

Every time you make a presentation, you give colleagues — both current and prospective ones — a share of your wisdom. Not only is that generous of you, but it helps make our profession better by passing on knowledge and experience. That’s one reason I make presentations about freelancing — not only do I think there are opportunities for all, I also think that providing suggestions about how to be more businesslike and effective is good for the publishing/editorial/freelancing profession as a whole.

Preparing to present your knowledge as a speaker does not involve a lot of out-of-pocket cost; it primarily involves time and effort. You already have the information in your head; it’s just a matter of transferring it to a script or PowerPoint presentation.

Speaking for Free?

As with other skills we offer, be prepared for being asked to make presentations for free. Think about this ahead of time so you know how to respond to such invitations when they arise. While many professional associations, for instance, do pay their speakers, many do not. Some pay honoraria ranging from skimpy to generous, some cover travel and/or accommodations, but some don’t offer anything in return for benefiting from your insights.

Again, as with being asked to write, edit, proofread, index, design, etc., for free, you have to weigh the possible advantages of accepting a speaking engagement that doesn’t pay, or doesn’t pay very much. Reasons to say yes include:

  • Genuinely useful visibility. The audience might be packed with people who are likely to hire or refer you once they meet and hear you.
  • Other speaking opportunities. You might be able to arrange another presentation as part of the same trip for which you will be paid. I’ve done this several times, offering a topic different from the presentation for which I officially made the trip on the day before or after that one. I’ve even done that when I’ve been paid, or at least had my expenses covered — I love generating more income from the same trip.
  • Sales opportunities. If you have published a book or have other resources that you would like to sell, you can usually piggyback selling those items on the speaking engagement.
  • Organizational support. You may be willing to donate your time and insights because you believe in the host organization. If the host is a nonprofit organization, you can’t use the costs of travel and accommodations for such a speech as a tax-deductible charitable deduction, but your travel and expenses should be tax-deductible as a business expense (caveat: I’m neither an accountant nor a tax expert; you need to check with your tax expert on this).
  • Personal. If the destination is one you want to visit or where friends or family live whom you’d like to see, it may be worth making the trip. If you have a business reason for the trip, you should be able to deduct at least part of the travel and accommodation expenses (see caveat above).
  • Pleasure. For many of us, public speaking is just plain fun. I enjoy the change of pace from writing and editing to speaking, and I love meeting colleagues in person — both students and peers. Of course, as I’ve said before, I’m the poster child for extroverts, but even more introverted colleagues have found that doing presentations can become enjoyable.

How to Get Gigs

Once you decide to try speaking, you have to find opportunities to present your ideas. You can’t wait for speaking engagements to come to you; you may have to start by going to them. That means looking for events or host organizations where you can pitch your topics and expertise, and letting them know you’re available.

Start with associations you already belong to, where you are likely to be known and respected for your skills. Look at the programs currently and recently offered to see what kinds of classes or presentations they host, and submit your ideas, along with information about why you would be the ideal person to present those ideas. Tailor your proposals to an organization’s mission and whatever gaps you notice in its current offerings. Think about what you’d like to learn or hear.

Some organizations have formal proposal processes for prospective speakers to follow; others are more relaxed and open to informal messages or calls with your ideas and credentials.

Once you’ve gotten your first few speaking engagements and they go well, you’re likely to start receiving requests to speak. From that point, it’s all onward and upward.

Keep in mind that you don’t always have to speak in person. Teleconferences and webinars make it easy to make presentations to groups of any size without ever leaving your home or office. You also don’t necessarily need a host to sponsor your presentations. You can learn to use the software to host online presentations yourself, or book space and make presentations under your own flag rather than that of an organization. Software to check out includes Skype, GoToWebinar, Adobe Connect, and FreeConferenceCall, among others.

Once you have a speaking engagement in place, be sure to take a role in promoting the event. Don’t rely on the host organization to get the word out for you. The host organization may only announce the program through its own network; you may have a far wider net to spread. Post about it through your Facebook, LinkedIn, and Twitter accounts; any professional organizations you belong to; your local press and that of the event location; friends, colleagues, and family in the city where the event will be held, if it’s an in-person program, etc. Promotion can make a huge difference in attendance, especially for webinars.

Making the Presentation

Public speaking is supposed to be one of the most nerve-racking activities we can experience. It might be easier to start locally, perhaps with offering a class at a local writer’s center or adult-education program. Standing up (or sitting down) in front of a small group is less terrifying than facing an auditorium full of people.

No matter how skilled you are as a writer, editor, proofreader, or other publishing professional, you probably need some training in public speaking. Consider joining a local Toastmasters club to get a sense of how to structure a presentation and practice at actually making speeches.

Learn what to do — and not to do — from other presenters. Pay attention to presentations you attend — watch and listen for what makes the speaker effective (or ineffective), especially body language such as gestures and facial expressions. Look at the graphics or PowerPoint displays critically for whether they enhance or detract from the presentation.

Once you’ve done this a few times, you’ll feel comfortable enough not to worry beforehand or need as much rehearsal time, but don’t wing it for the first few speaking engagements. Practice a few times to develop your timing and get a good sense of how much material you need for a given time slot (the rule of thumb seems to be 145 to 160 words per minute for a presentation vs. 110 to 150 words per minute for casual conversation).

You can speak “to” a mirror or your computer screen, or ask a family member or friend to be your guinea-pig audience. When I’ve done teleconference presentations where I can’t see the audience, I sit in front of my computer so I can see myself, which helps me feel as if I’m addressing people rather than a void. Some webinars make it possible for both speaker and audience to see each other, but sometimes all you see is yourself. I still find that helpful as a form of audience to direct my attention to.

One old saying about public speaking remains useful: “Tell ’em what you’re going to say, say it, tell ’em what you said.” In other words, have an introduction, then a narrative, then a conclusion. It isn’t necessary to open with a joke or include jokes in your presentation — you’re better off playing it straight than trying to make a joke that falls flat.

To help me focus and relax, I find a couple of people in the audience with whom to make eye contact to feel as if I’m addressing them one-on-one. (Be sure to move your eye contact around a bit rather than only interact with one person for the whole speech. Focusing on only one person could make you seem rigid and the person you lock onto quite uncomfortable.)

PowerPoint displays seem to be mandatory elements of presentations nowadays, but they might not be necessary. I like to have the audience focus on me and what I’m saying rather than a screen behind me (although I usually do provide handouts to make it easier for listeners to take notes). Then again, there is a role for PowerPoint slides: to repeat and reinforce your verbal points, as well as to illustrate complex ideas graphically. There are those who say that using PowerPoint to give listeners something to focus on other than the speaker is a good thing.

If you do use slides, do some research on what makes them attractive, readable, and useful rather than boring, overstuffed with lettering, hard to read, or otherwise more of a distraction than a benefit.

Have you tried speaking or teaching? How did you get your first few engagements? What is keeping you from trying to add to your business by being a speaker? What do you think about the value of PowerPoint slides as part of a presentation?

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, which hosts an annual conference for colleagues, and a regular contributor to An American Editor.

July 20, 2016

Thinking About Retirement

I am at the age when I can say “Enough — it’s time to retire.” I don’t plan to do so anytime soon, but I have actively reduced my workload from what it used to be.

One of the most difficult things I’ve done over the years has been to set aside money for retirement. My income was the primary family income, and the trappings of a middle-class life are not cheap. Mortgage, college, automobiles, house maintenance, health insurance, braces, and other everyday expenses really can cut into an income. In addition, being self-employed increased the taxes I paid.

When I first began setting aside money for retirement, I followed the standard advice of putting the money into tax-deferred accounts. The theory behind that advice is that when I finally do retire, my income will be less and so I will pay less in taxes, and deferring taxes seemed like a cash-back savings plan.

But a few years ago, I took another look at the tax-deferred savings in light of my reaching the traditional retirement age, and I considered what my real plans for retirement were — that is, not to fully retire, ever. The truth was that I wasn’t going to save any (or very little) tax money, and I would probably have to keep on working just so I could afford to pay the deferred taxes and the rising living expenses. Which made me rethink how I was investing my retirement money.

To take advantage of tax-deferred savings, investments pretty much had to be in mutual funds. The wonderful thing about mutual funds is that they spread risk. In contrast, buying individual stocks not only didn’t defer taxes but also focused risk: If the stock went up, I became richer; if it went down, I became poorer. The mutual fund might also have its ups and downs, but they tended to be more controlled — until 2009, when down was all there was.

After reviewing my retirement funding in light of my real plans, not the imaginary plans I had earlier in my career, I’ve put less emphasis on tax-deferred savings and more emphasis on investing with after-tax dollars. By using after-tax dollars, I do and will pay tax based on dividends and long-term capital gains. If I don’t sell any of the stocks, then I just pay tax on the dividends, a much lower tax burden than will be imposed when I am forced to start drawing down the tax-deferred accounts.

Of course, this raises another issue. Most of the mutual funds that are the base for tax-deferred accounts charge management fees. In some cases, a fee is assessed annually; in other cases, no fee is incurred until you start drawing from the account. Each fund needs to be looked at individually for the answers to “when” and “how much.” But regardless of when and how much, there is still another charge against the tax-deferred savings. Not only do you pay taxes on an ordinary income basis as you withdraw from the accounts, you also pay the management fees.

Usually, when you invest through a stockbroker, you have to pay buy and sell fees. That was always a downside to direct investing with after-tax dollars. Another downside was the minimum purchase amounts; brokers avoided fractional shares, or if they did allow fractional-share purchasing, the fees made the purchase unwise. Some brokers also charged minimum service fees when the accounts had fewer than a certain number of shares or less than a fixed value. In recent years, this has changed as competition among brokerages has increased and investing options have changed. The original impetus for the change was the rise of the Charles Schwab discount brokerage.

A while ago I read a newspaper article about an online brokerage called Loyal3. It is one of a newer type of brokerage that offers no-fee or fixed-fee options. (Three examples are Motif, Folio Investing, and Betterment.) With no-fee brokerages, if I invest $100, I receive $100 in shares; if I sell $100 worth of shares, I receive $100; if the shares earn a $10 dividend, I receive $10.

(Note: I am a client of Loyal3, and I am referring to it only because of my personal experience dealing with it; I haven’t dealt with any similar brokerages. I am not affiliated with Loyal3 and I receive no compensation for my mention of it here.)

What attracted me to Loyal3 were these features: no fees, IPOs (initial public offerings), fractional shares, and low purchase requirements for scheduled monthly purchases. I saw the brokerage as a good way to advance my financial interests without having to incur any undue expense.

Again, I want to state that while I am talking about my personal experience, there are similar brokerages available and the services they offer may differ. Loyal3 has certain limitations, some of which are important. The first limitation is the number of stocks available — currently, 70. Why only 70? Companies have to agree to both sell fractional shares and pay the brokerage fees. But there are high-quality investments available, such as Amazon, Coca-Cola, Twitter, Facebook, Tesla, Alphabet, Apple, Netflix, and Berkshire Hathaway.

A second limitation is that Loyal3 doesn’t have joint accounts, at least right now. A third limitation is that it doesn’t have TOD (transfer on death) accounts, which makes the process of transferring stock ownership after death a little bit more cumbersome but not difficult.

A fourth limitation is that transactions are not instantaneous. This can be a serious limitation if you are looking for short-term investments. A regular brokerage will receive your buy or sell order and execute the transaction within minutes, if not more quickly. Loyal3 works, instead, on daily batch buying and selling. Once a day it batches together all of the orders to buy and sell it has received and executes them. Consequently, if you see your stock take a dramatic rise at 10 a.m. and send the instruction to sell, you may get a different dollar amount from the sale than you expected, because the execution occurs only once a day.

But there are plus sides to investing via Loyal3 or other similar brokerage. First, no fees that reduce the value of your investment. Second, an opportunity to participate in IPOs at the same price and time as Wall Street.

I have always wanted to have a chance to invest in IPOs. I realize they are a gamble because they can drop like a cement block, but they can also be rewarding. How many of us could participate in, for example, Facebook’s IPO. The Facebook IPO price was $42.05 per share; at the time of this writing it is $116.42 a share. Amazon’s IPO price was $18; at this writing it is $734.75. Small investors like me couldn’t participate in these IPOs in the absence of a service like Loyal3 for a variety of reason, not least of which was the minimum number of shares that had to be bought.

Granted, I came too late to Loyal3 for those IPOs, but I have been able to participate in others and have experienced a significant increase in share value. (For information on how IPO investing works at Loyal3, click here.) Unfortunately, IPO investing is limited and infrequent, but some opportunity is better than no opportunity.

The third plus is the ability to buy fractional shares, as I’ve said before. I am not as wealthy as I wish I were. I cannot afford to buy 100 shares of Amazon at $734.75 a share or even Microsoft at $53.70 a share. And I want to gamble on Tesla because I love its cars and its dreams for the electric automobile, but $220.40 a share is a bit steep for me. Loyal3 gives me an opportunity, however, to become a shareholder by allowing me to buy fractional shares in those companies. I can choose to invest any amount from $10 to $2500 — either once or monthly — in any of the stocks, and whatever that amount will buy is what I get.

Loyal3 has a fourth plus: I can invest in stocks and amounts of my choosing either one time or on a monthly schedule that I can alter at any time. It is easy. I’ve set up my account to take a certain sum from my checking account each month on a particular day (you pick the day, such as the first, the seventh, the fifteenth, or the twenty-first of each month) and divide that sum among stocks of my choosing. There is no limitation except the $10 minimum and $2500 maximum. Consequently, you could tell Loyal3 to take $250 from your checking account on the first of each month and invest it as follows: $25 in Disney, $25 in Pepsi, $100 in Amazon, $50 in Apple, and $50 in Tesla. If Disney shares are selling for $100, your $25 will buy one-quarter share. That would remain your standing order until you change it. You can change the amount, the date, the stocks — anything, including canceling the investments altogether.

When a company declares a stock dividend, it appears in your Loyal3 account and you can either leave it and have it applied to your next scheduled investments or have it electronically transmitted to you.

I’ve spent a lot of time explaining how Loyal3 and similar brokerages work, and for a good reason. These brokerages offer the small investor — like many of us freelancers — an opportunity to prepare for our future. This is an opportunity that many colleagues are unaware of. This type of investment should not be your sole investment. Mutual funds offer stability and greater security, but the penalty is often lower return and fees. For example, my tax-deferred funds are currently returning less than 5%, whereas my Loyal3 investments, in the aggregate, are returning over 15%. That imbalance is unlikely to last, but I’ll enjoy it while I can.

Because we are responsible for our own retirement preparation, we need to learn about and explore multiple ways of increasing our net worth. Firms that offer no minimum required account balances and low minimum investment opportunities via fractional shares can be important parts of our future. It is never too late to start.

If you know of firms like Loyal3, Motif, Folio, or Betterment, whether in the United States or another country, please mention them in the comments.

Richard Adin, An American Editor

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