It is not enough to say that an editor has to be profitable (see The Commandments: Thou Shall be Profitable); a business must also be efficient in the delivery of its goods and services. Thus the commandment: Thou shall be efficient!
Efficiency has many facets. Included under the efficiency umbrella are the steps an editor takes before editing a manuscript — the preparatory steps (see, e.g., Business of Editing: The Logistics of Large Projects). Also included are the steps an editor takes during editing to promote speed, accuracy, and consistency, as well as the steps (the planning) the editor takes to meet a schedule and those an editor takes to find and retain clients.
With today’s worldwide competition for editorial work and the resulting depression of fees — and let us not forget the rise in authors who believe they can do it all themselves, which rise is a result of the rise of ebook self-publishing — the need for editorial efficiency is greater than ever.
Two things clients look for are low price and short schedule. Everyone is in a hurry. When I started as an editor, my clients’ primary concern was getting it right — schedules were flexible. Today, as a result of the continual consolidation in the publishing industry and the rising power of the accountants, schedule is the highest priority among publishers (with low editorial and production costs a very close second). In addition, authors and publishers often do not have large reservoirs of patience for the editing process.
The pressure of low fees and short schedules means that editors need to be more efficient in order to earn a reasonable living from editing. The effective hourly rate has to be foremost in an editor’s mind (see Thinking About Money: What Freelancers Need to Understand for a discussion of the effective hourly rate). The ultimate question is: How does an editor become more efficient?
Some ways we have discussed previously, such as our discussion on macros (see, e.g., The Professional Editor: Working Effectively Online II — The Macros). But mastering macros is not enough. We must also be, for example, masters of Microsoft Word. We must also revise our approach to editing.
When we are paid by the hour, we can be less efficient than when we are paid by the page or the project, because the client is paying us without regard to efficiency, although there are limits to the number of hours for which a client will willingly pay. The problem from an editor’s perspective is that when we are paid by the hour, we are limited in our earning capacity and it becomes ever more important that we be able to fill our work week with work. If we are paid $30 and hour, all we can earn is $30 an hour and if we only work 20 hours in a week, we are paid only for those 20 hours.
In addition, there is no incentive to quickly finish a project because the next project will also pay us $30 an hour and it doesn’t matter which project is paying us as long as we are getting paid. (Of course, we are not really earning $30 an hour because that number is reduced considerably when we include the hours for which we are not being paid but which are also work hours; that is, when we calculate our effective hourly rate.)
Yet efficiency can bring some rewards even to the hourly earner. Being efficient reduces the hours we need to spend on a project and thus enables us to take on additional projects and additional clients — we can expand our base. Efficiency can help move us from being dependent on a particular client to a broad base of clients.
One aspect of efficiency is the number of reading passes an editor makes. Discussing with colleagues how they process a manuscript can be revealing. Some do multiple passes over a manuscript in an attempt to find and correct lingering errors. Others try to minimize the number of passes, especially if they are not being paid by the hour.
Limiting the number of passes to one or two is doable, depending on the type of manuscript (e.g., novel, nonfiction book, journal article), the client (e.g., whether author or publisher), the software used (e.g., PerfectIt, EditTools, specialized spell checkers), the client’s requirements, and the type of edit one is hired to perform (e.g., developmental, copyedit; see Editor, Editor, Everywhere an Editor). It is not true that every pass an editor makes over a manuscript makes the manuscript more error-free. That may be true for one, two, possibly three passes, but there comes a point when returns diminish — not because there are no errors, but because we begin to see what we expect to see, not necessarily what is really there. We become overfamiliar with the manuscript. Consequently, doing fewer passes can be both more efficient and more productive. (We, and our clients, need to accept that there really is no such thing as a 100% error-free manuscript, especially when many “errors” are subjective errors.)
Efficiency is also had by using the correct tools. Studies are very clear that using multiple monitors, for example, increases productivity and efficiency. Using two monitors increases efficiency by 50%; add a third and gain another 25%; add a fourth and gain another 5%. Basically, editing with three monitors seems to be the most efficient and productive. I know that I have found using three 24-inch rotating monitors has made it much easier for me to edit quickly, efficiently, and accurately. It allows me to, for example, drag and drop between documents, each document on its own screen. It also allows me to have my stylesheet open and before me at all times, as well research tools.
Efficiency is also found in reducing the number of keystrokes needed to process information. I have found invaluable a keyboard accessory called XKeys. I have used the Pro PS2 version for more than 10 years; it is what allows me to access many of my macros by the press of a single key. I have assigned each of the buttons on the XKeys to a key combination that I would not normally use (e.g., Ctrl+Alt+Shift+K) and I assign one of my macros to that key combination. Using Xkeys makes using macros like Toggle much more efficient.
Efficiency also means tracking one’s time carefully. An editor needs to know what areas of editing go relatively “fast” and what go “slow.” By identifying the areas that take longer to process, the editor can focus on ways to make such work go faster. More importantly, if an editor finds that she can process certain types of material faster and more accurately than other types, the editor now knows where to focus her marketing efforts.
Similarly, an editor needs to know her strengths and weaknesses. For example, I know that I am a fumble-fingered typist. Consequently, I know that if I have to type nonsteroidal antiinflammatory drugs, I am likely to mistype it and need to correct my typing, which makes both the original typing and the correction typing inefficient. Thus I know that I can increase my efficiency by having that phrase typed correctly once in my Toggle dataset and then pressing a key combination (or, in my case, an Xkeys button) to have it automatically typed.
Efficiency is good for the editor and for the client. No client wants to pay for an editor’s learning or redoing curve, and most editors want to increase their earning power. Analyzing how you work and trying to improve on it is a fundamental part of any business.
Thus the commandment: Thou shall be efficient!
An American Editor 