The Proofreader’s Corner: Tackling Editorial Learning Anxiety (or Embracing Change Rather Than Resisting It) — Part II

by Louise Harnby

In this two-part series, I consider how resistance to change can stop us from learning new skills or testing new methods to make our editorial businesses more successful.

In Part I, I discussed “learning anxiety” and how it can stop us from embracing change. I introduced three ideas for how to tackle anxiety: planning the change so that it’s considered and systematic; redefining “failure” as “lessons learned”; and doing a cost-to-benefit analysis.

In Part II, I present a personal case study of how I dealt with anxiety about offering a new customer-engagement service with regard to quoting. I explain how I used a cost-to-benefit analysis to identify my concerns and come up with a solution that enabled me to move forward rather than rejecting change outright.

Case study

I recently carried out an exercise with regard to a new marketing technique. My colleagues Adrienne Montgomerie and Nick Jones were the inspiration for it. Nick’s Full Proof website includes a Get a Quote button and a page that details a range of rates per 1,000 words. Adrienne’s Right Angels and Polo Bears website has an Instant Estimate tab.

I love the customer-centric nature of these websites – when I’m considering buying something, I want to have a rough idea of what it’s going to cost, so it’s not unreasonable to assume that my customers are the same. Nick and Adrienne already provide this sense of immediacy and customer engagement, though in different ways. Up until recently, I’d resisted including such a device on my own website. I’d read a lot of opinions on the issue, most of it focusing on how one can’t offer a quotation unless one’s seen a sample of the work. That’s all well and good, but is it what the customer wants? Both Nick and Adrienne make it clear that their instant quotations are preliminary and nonbinding. I wanted to take this idea and run with it in my own way – provide a quick way for the customer to engage with me, a device that would give them a sense of immediacy. I wanted to be able to provide them with a ballpark price for proofreading that they could use to decide whether to continue the discussion. So I tackled the questions above, and the answers helped me to map out a solution that I could test.

What are the potential gains from the change?

• Customers who previously passed me over because they wanted an immediate sense of what the cost would be might be more inclined to contact me.
• In particular, I might be a more attractive prospect for self-publishing authors (a client group that I particularly enjoy working with) scouting for editorial assistance but who have a fixed budget in mind.
• I’ve always provided detailed value-on quotations in the past (see “Value-on or money-off? Putting a price on your editorial services”, Proofreader’s Parlour, September 2013 http://www.louiseharnbyproofreader.com/blog-the-proofreaders-parlour/value-on-or-money-off-putting-a-price-on-your-editorial-services) but these take time to produce, and if the price isn’t even in the customer’s ballpark I’ve invested a lot of time for no return. The quick-quote option would be an interesting alternative to test.

What will I potentially lose if I introduce a quick-quote function?

• I’m always “on” – customers can contact me whenever they want and I’ll be committed to responding to them accordingly.
• An instant quotation is all about the money, not about the value.
• If I want to avoid placing prices on my website, I’ll need to have a device with me that enables me to calculate a price – this could be a challenge, as I want to offer different rates for different client groups, and I want to introduce economies of scale for larger word counts.

What will stay the same, even though I’ve made this change?

• My proofreading website is still focused on providing comprehensive advice about the value I bring to the table. The customer comes through that medium and so will see this information.
• My current client list is not affected.
• I’m still offering a proofreading service.
• I can still refuse the work after I’ve seen a sample if I don’t think I’m a good fit for the customer – the quote is preliminary with no obligation on either side. Critics can argue that no matter how much one protests that the quote is not binding, it gives the user a number around which to wrap their thinking. If my quote is £150 but then I see the manuscript and realize that the real quote needs to be £450, I have a major hill to climb to move the client off the £150 mark. However, I’d counter this as follows: I’m a proofreader. If the sample file arrives with me and it needs so much work that there is going to be a significant difference between the preliminary quote and the post-sample quote, the manuscript is not ready for me to work on and I’ll decline the work anyway.
• I’m still in a position to turn down the work if it doesn’t fit in my schedule.

How will the changes make me feel once I’ve completed them?

• I hope I’ll be glad that I’ve tried something new.
• I’ll be excited to see what the results are.
• It will give me even more confidence to embrace future ideas for change that I might have rejected in the past.
• I’m in control of my website, so I’ll still feel secure in the knowledge that I can withdraw the quick-quote service instantly if I deem this to be necessary.

My solution was to offer a “Within 1 hour” service via text messaging to customers requiring a preliminary ballpark price. I require a few words of description, a deadline, and a word count. I commit to responding within 1 hour to any request that comes in prior to 10 p.m. GMT. I don’t want to have to carry around a tablet or laptop all the time because I won’t always have internet access, but my phone is always with me and I can always take calls or texts. I’ve set up a spreadsheet in the Excel app on my phone; this contains formulae that calculate the preliminary price based on different word-count ranges and client types. When a text comes through, I can place the word count into the spreadsheet; the fee is calculated automatically. I reply to the customer with the preliminary price and an invitation to continue the discussion, this time with a sample. At that point, I’ll be able to demonstrate the value I can offer.

I’ve placed this quick-quote service on a dedicated “Get a quote” page of my website. I’ve copied some of the client testimonials onto the page so that customers have a sense of the quality of service I offer.

On the same page I also offer a “Within 1 day” service via email. This provides customers with a confirmed quotation (rather than a preliminary ballpark figure) but requires them to furnish me with additional information and a sample of the work.

The quick-quotation tool has been up for a month at the time of writing, and early results are encouraging. I’ve had around 20 enquiries via text messaging, 4 of which have led to commissions to proofread works of self-published fiction. I also acquired a small, fast-turnaround job for a business client. I’ve turned down requests to proofread a business book and several theses, owing to the time frame.

I’m delighted that I decided to work out a creative solution to my earlier resistance. I’m even more delighted that the outcome has been positive. My fears about what I’d lose have been overshadowed by the decisions I made on how to manage the service: The time limit means that I’m not available 24/7; the fact that I’ve limited the service to text messaging means that I’m using a device that is always with me, so there’s no added inconvenience on that front; I’ve not been so inundated with requests that the service has felt intrusive; I can tweak the Excel spreadsheet at will; and if I decide to withdraw the service, I can update my website in an instant, even from my phone. I’ve also found a way to display the information in a way that provides social proof of the quality of service I offer.

Even more importantly, perhaps, carrying out this exercise has forced me to think more broadly how customer trust relates to pricing transparency, and about whether I want to increase my customer engagement further by being more explicit on my website about my pricing model – but that’s another test for another time! For the next few months, I’m going to focus on monitoring the “Within 1 hour” text-messaging service.

Taking professional responsibility

Resistance to change is a normal human emotion. However, we are business owners. We work for ourselves. There’s no one in the HR department to walk us through the changes we might need to make even though we feel nervous about them. Change is inevitable. The fact that it can be anxiety-inducing needs to be acknowledged. The key is to ensure that anxiety doesn’t get in the way of action. The decision I’ve made about my quick-quote service will not be something all my colleagues will agree with or want to implement. That’s fine – they have their businesses to run and I have mine. They make the decisions that are best for them while I make the decisions that are best for me.

Still feel reluctant to make a change, or learn something new? Break it down into smaller components so that it seems more manageable. View it as an opportunity for discovery rather than failure. And analyze it in terms of what you stand to gain and what you stand to lose. Chances are you’ll be pleasantly surprised by the results. Whatever happens, you’ll know that Woody and Thomas would pat you on the back for it!

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 Marketing Your Editing & Proofreading Business.

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The Proofreader’s Corner: Tackling Editorial Learning Anxiety (or Embracing Change Rather Than Resisting It) — Part I

by Louise Harnby

In this two-part series, I consider how resistance to change can stop us from learning new skills or testing new methods to make our editorial businesses more successful.

Part I looks at “learning anxiety” and how it can stop us from embracing change. It introduces three ideas for how to tackle our anxiety: planning the change so that it’s considered and systematic; redefining “failure” as “lessons learned”; and doing a cost-to-benefit analysis.

Part II presents a personal case study of how I dealt with anxiety about offering a new customer-engagement service with regard to quoting. I explain how I used a cost-to-benefit analysis to identify my concerns and come up with a solution that enabled me to move forward rather than rejecting change.

“I’m not trying that!”

Editors, like any other professionals, can fall into the trap of resisting change – for example, not trying out a new marketing strategy; claiming they have no need for business tools such as macros; or refusing to take on work that requires using a new platform, software package, or format. All of us have either said, or heard one of our colleagues say, “I don’t work in that way,” “That’s a bad idea,” “I don’t like the idea of that,” “That’s not the way I do things,” or “I just couldn’t bring myself to do that” at some point in our careers.

We work in a highly competitive, crowded, and international marketplace. We’re business owners, not hobbyists. That means our businesses have to earn us a living. Our market isn’t static – it’s always shifting. New software and digital tools are developed; new platforms on which we can make ourselves visible emerge and expand in terms of their importance; our clients ask us to work in ways that colleagues in the editorial field 40 years ago likely never anticipated; the types of clients for whom we are discoverable, and the ways in which they find us, are more varied than I expected when I set up my proofreading business only a decade ago.

All of that means that resisting change and failing to learn the new skills or to try new methods (whether technical, promotional, or practical) simply doesn’t make sense for today’s editorial business owner. If we refuse to change, we refuse to compete – and that’s a path to business failure.

So why do we resist change? According to psychologist Edgar H. Schein, Sloan Fellows Professor of Management Emeritus at MIT’s Sloan School of Management, it can be a result of “learning anxiety” (Diane Coutu, “The Anxiety of Learning,” Harvard Business Review, March 2002). Says Schein:

“Learning anxiety comes from being afraid to try something new for fear that it will be too difficult, that we will look stupid in the attempt, or that we will have to part from old habits that have worked for us in the past. Learning something new can cast us as the deviant in the groups we belong to. It can threaten our self-esteem and, in extreme cases, even our identity.”

Back in 2002, Schein discussed the issue in relation to the challenges of organizational change and transformation, corporate culture, and leadership. But that quotation can apply just as well to the editorial solopreneur in 2015. We may be anxious about making a change for fear of not doing it well; equally, we might have heard or read negative opinions from our colleagues about using a particular technical tool, testing a new marketing effort, or changing to a new way of working — and that makes us wary of being seen publicly to be trying such things, lest they draw negative attention.

So how might we go about tackling learning anxiety so that we can embrace change rather than resisting it? There are several options:

• Plan the change so that it’s considered and systematic
• Redefine “failure” as “lessons learned”
• Do a cost-to-benefit analysis

Plan the change so that it’s considered and systematic

If you think there are changes that should be made, or new skills learned, approach them as you would a business plan. By breaking the changes down into components, they will seem more manageable and less anxiety-inducing.

• Write down the proposed changes (e.g., learning how to use macros; working with a new editorial tool; working in a new format, such as PDF using digital markup; studying a new editorial skill such as proofreading or localization; testing a new marketing technique or pricing model; making yourself visible to a new type of customer group such as self-publishers, students, or publishers).
• Make a list of the objectives (e.g., increased productivity, new work stream, more diverse skill base to offer potential customers, enhanced customer engagement).
• Make a note of how difficult you think the task(s) will be to learn and implement.
• Make a note of how making the process of bringing in these changes makes you feel (e.g., reluctant, anxious).
• Record the financial outlay required to make the changes to your business.
• Consider the time frame in which you think you could make the changes. If there are several, you can stagger them so as not to overload yourself in terms of action and pressure.
• Ask yourself whether you will need assistance to make the changes (e.g., a trainer or mentor) or whether you can implement them on your own.

Redefine “failure” as “lessons learned”

We must accept that change always brings risk. However well we plan change, however well it appears to meet our business objectives, the outcomes aren’t always what we hoped for or expected. The key here is to redefine those results in a positive light whereby “failure” becomes “lessons learned.” What if that cold-calling session to local businesses doesn’t bring in any immediate new clients? What if that training course in a particular software program won’t pay for itself because no clients will ask you for that skill? What if some people in your social media network think that the directory you’ve chosen to advertise in is disreputable and encourages a race to the bottom, rates-wise?

All those outcomes could occur; but it’s also possible – particularly if you’ve made thoughtful, informed decisions about what changes to test – that you might acquire a new lead, take on a piece of work using your software skills, or generate interest from your online colleagues about your marketing efforts. And even if you do end up in the worst-case scenario, who’s to say that the changes you’ve made won’t reap rewards farther down the line? Who’s to say that those colleagues who were disparaging about your efforts are correct in their assumptions?

Being prepared to try new things is how we learn. When the outcomes are not as expected, that’s not failure; that’s information on which we can make future decisions about what not to do, what needs tweaking, and what needs retrying. Not being prepared to learn and change in a competitive market is more likely to lead to failure that trying something new. If you don’t try, you don’t know.

There’s nothing wrong with trying something new, only to find that it didn’t work. Any normal human being trying to be creative when running their business is not going to get it right every time. And if things don’t go to plan, you’ll be in great company. Here’s Woody Allen: “If you’re not failing every now and again, it’s a sign you’re not doing anything very innovative.” And here’s Thomas Edison: “I have not failed. I’ve just found 10,000 ways that won’t work.”

Do a cost-to-benefit analysis

If you’re nervous about making a particular change, do a cost-to-benefit analysis by considering the following questions:

• What will I gain from the change?
• What will I lose if I change the way I do things?
• What will stay the same, even though I’ve changed things?
• How will the changes make me feel once I’ve completed them?

Working through these questions can highlight benefits and challenges, and help you to think through ways to maximize the former and minimize the stress of the latter.

In Part II, I’ll discuss how I used a cost-to-benefit analysis to help me introduce a change to the way in which I invited customers to engage with me over pricing. I wanted to make things as easy and as quick as possible for my customers to ask me for a price, but in a way that wouldn’t ignore value. Up until this point, I’d let my anxiety stop me from testing a new method. However, by thinking about what I might gain, what I might lose, what would stay the same, and how any changes would make me feel, I was able to come up with a solution to test.

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 Marketing Your Editing & Proofreading Business.