By Richard Adin
In the early years of my freelance editing career, I joined the EFA (Editorial Freelancers Association) as a way to “meet,” via its chat list, other freelance editors. One thing that struck me was how united — except for me and a very few others — EFA members were in their approach to the business of editing. We outliers viewed our chosen career as a business, while most of our colleagues viewed what they did as more like art; that is, they paid as little attention as possible to the business side of freelancing and as much as possible to the skill (editorial) side.
There were many discussions about financial struggles, poor pay, added tasks, multiple passes, and the like. There were few discussions (and very few discussants) regarding advertising, promotion, business practices, calculating what to charge, negotiating — any of the business-side skills. And when business-oriented discussions did start, they often ended quickly because colleagues piled on about how craft was so much more important than something as pedestrian as business and money.
As I said, I was an outlier. For me, it was about the Benjamins (the money). Freelancing was my full-time job — my only source of income. I had a mortgage to pay and two children to feed, clothe, keep healthy, and school. I had no trust fund or wealthy relative who couldn’t wait to send me money on a regular basis. Although how well I edited was very important to both myself and my clients, the money was equally important to me.
I recognized from the start that if I didn’t pay close attention to the business side of freelancing, my family and I would be in trouble. When my son needed $5,000 worth of dental work, it was my job to make sure he got it. It was not my job to tell the dentist, “Sorry, but I am an artisan without sufficient income to pay for your services.” When it came time for college, it was my job to try to get my children through with minimal or no debt for them to deal with upon graduation. And this doesn’t even address such things as providing for my retirement or providing health insurance and auto insurance and the myriad other things that are part of modern life.
In other words, for me, it was all about the Benjamins in the sense that my editorial work could not be viewed through rose-colored glasses as if the only thing that mattered was artisanship.
Which brings me to the point of this essay: EditTools 9 and the project management macros that are part of the just-released EditTools 9 (www.wordsnSync.com).
In Business, Data Drive Success
What seems a lifetime ago, I wrote a series of essays for An American Editor about calculating pricing and why it is important not to look at rate surveys or ask colleagues for guidance (see, for example, the five-part essay “What to Charge,” beginning with Part I, and “The Quest for Rate Charts.” ) Yet, when I go to chat lists like Copyediting-l, it is not unusual to find colleagues asking “What should I charge?” or “What is the going rate?” Nor is it unusual to see a multitude of responses, not one of which is really informative or meaningful for the person who asked the question.
When I meet or speak with colleagues and these questions come up, I usually ask if they have read my essays (some yes, some no) and have ever actually gathered the data from their own experiences and used that data to calculate their personal required Effective Hourly Rate (rEHR) and their actual EHR, both for a project and over the course of many projects. Nearly universally, the answer to the latter questions (about data collection, rEHR, and EHR) is “no.” Why? Because “it is too much effort” or “the XYZ rate chart says to charge X amount” or “I can’t charge more than the going rate.”
But here are the problems: If you don’t collect the data,
- you can’t determine what you are actually earning (as opposed to what you are charging; you can be charging $3 per page but actually earning $45 per hour, or you can be charging $5 per page but actually earning $9.25 per hour);
- you can’t know what is the best way to charge to maximize your EHR for the kind of projects you do;
- you can’t determine whether some types of work are more profitable for you than other types; and
- you can’t easily determine what to bid/quote when asked for a bid/quote for a new project.
Ultimately, if you don’t know your rEHR, you don’t know if you are making money or losing money because you have nothing to compare your EHR against.
It is also important to remember that there are basically two ways to charge: by the hour or not by the hour (per word, per page, per project). Although many editors like to charge by the hour, that is the worst choice because whatever hourly rate you set, that is the most you can earn. In addition, it is not unusual to start a project and suddenly find that it is taking you less time — or more — to work than originally expected. If you charge by the hour and it takes less time than originally thought, you lose some of the revenue you were expecting to earn; if it takes more time, and assuming nothing has changed, such as the client making additional demands, you run up against the client’s budget. I have yet to meet a client with an unlimited budget and who doesn’t rebel against the idea that you quoted 100 hours of work but now say it will take 150 hours and expect the client to pay for the additional 50 hours.
However, to charge by something other than the hour requires past data so you can have some certainty, based on that past experience, that you can earn at least your rEHR and preferably a much-higher EHR. The way it works is this:
If you charge $3 per page for a 500-page project, you know you will be paid $1,500. If your rEHR is $30, you also know that you have to complete the job in no more than 50 hours. If you can complete the job in 40 hours, the client still pays $1,500 because the fee is not tied to the time spent but to the page count, and your EHR is $37.50. If you were charging by the hour and charged your rEHR of $30, you would be paid $1,200 — a $300 revenue loss.
All of this is based on knowing your data. During my years as a freelancer, I accumulated reams of data. The data were not always well-organized or easy to access until I got smarter about how track the information, but it was always valuable. Within months of first collecting data, I learned some valuable things about my business. I learned, among many other things, that for me (I emphasize that this applies solely to me and my experience):
- medical textbooks earned a higher EHR than any other type of project;
- charging by the page was better than charging hourly;
- calculating a page by number of characters rather than words was better;
- high-page-count projects that took months to complete were better than low-page-count projects (I rarely edited books of fewer than 3,000 manuscript pages and usually edited texts ranging between 5,000 and 7,500 manuscript pages; I often edited books that ran between 15,000 and 20,000+ manuscript pages);
- working directly with an author was highly problematic and to be avoided;
- limiting my services to copyediting was best (I phased out proofreading and other services);
- working only with clients who would meet my payment schedule was best;
- saying no, even to a regular, long-time client, was better for business than saying yes and not doing a topnotch job because I hated the work.
I also learned that investing in my business, such as spending many thousands of dollars to create and improve EditTools, paid dividends over the long term (the more-important term).
And I learned a lesson that many editors don’t want to accept: that sometimes you lose money on a project, but that is no reason not to try again. Too many editors have told me that when they have charged by a non-hourly method, they lost money, so they returned to hourly charging. How they know they lost money, I do not know, because they had no idea what their rEHR was, but their assumption was that if they earned less than they would have had they charged by the hour, they lost money. This is not only incorrect thinking, it is short-term thinking.
Such decisions have to be made based on data. Because collecting and analyzing accurate data is a stumbling block for many editors, EditTools 9 includes the Time Tracker project management macro, discussion of which will begin in Part 2 of this essay.
Richard (Rich) Adin is the founder of the An American Editor blog, author of The Business of Editing, owner of wordsnSync, and creator/owner of EditTools.
The Business of Editing: Managing Comments with Comment Editor
Tags: Comment Editor, cost-efficient, EditTools, macros, profitability, timesaving
We all know that Microsoft Word wasn’t designed by editors for editors. As good a program as it is, it is a compromise. The result is that some “features” aren’t really features for editing; instead, they are time-consuming and thus cost efficient editors money.
This is certainly the case when it comes to managing comments and queries (hereafter “comments” means both) we have inserted in a manuscript, regardless of whether we inserted them using Word’s method or EditTools’ Insert Query macro. For example, to delete a comment, Word requires us to locate the comment in the text, select it, and delete it. Similarly, to modify the text of a comment, we need to locate the comment and open it. I have had instances where a comment I inserted on page 3 of a document needed to be changed because of information on page 19. To edit the page 3 comment, I had to leave page 19, not my preference when the only reason to do so is to be able to edit the comment. But that is the Microsoft way.
EditTools’ Comment Editor changes the way I deal with comments and has reduced the time I spend “managing” comments — which, in my editing world, means more profit for me.
Comment Editor is an easy-to-use method for reviewing and modifying comments created using either EditTools’ Insert Query macro (A) or Microsoft Word’s method. Comment Editor is accessed from the EditTools ribbon as shown here (B). Comment Editor can also be accessed by keyboard combination. To assign a hotkey combination, go to Hotkeys (C) and choose Set Up Hotkey for Macro and choose Comment Editor.
Comment Editor on the EditTools Riboon
When a comment is inserted, Word automatically numbers it as shown here (#1):
The Comment Editor dialog
The Comment Editor dialog is shown below. It is from this dialog from which anything that can be done to a comment is done. There is no need to locate the comment in the text or go to it; wherever you currently are in your document is where you will stay unless you choose otherwise.
Comment Editor dialog
When you open Comment Editor, the main text area (#2) is automatically populated with every comment present in your document. As you can see, in our example, the document already has six comments. Comment Editor gives you a few options. If you use Word’s method to edit a comment, you need to go to the comment — otherwise the comment is inaccessible. That means you need to leave your present location in the document. For example, if you are at the location where comment 5 is found and realize that because of the text at that location, you need to modify comment 2, with Word’s system, you need to go to comment 2. Word also doesn’t provide a way to automatically return to where you were in the document.
Comment Editor doesn’t work that way. Instead, Comment Editor offers you the option to go to the comment or not. If you want to go to the selected comment, you can click Go to Comment (#3) — the manual way of going to an individual comment — or if you prefer to always go to the comment, you can set your default to automatically go to a comment when it is selected (#4). When you are done, you can return to where you were in the document by clicking Return to Before (#3), the manual method, or make your default that you automatically return when Comment Editor is closed (#4).
Another difference from Word’s method is that to get to a specific comment in Word, you go to the Review ribbon and click Next or Previous. In contrast, with Comment Editor, you simply choose the comment you want to go to in the text field (#2).
When you select a comment in the text field (#2), you are given several bits of information: comment ID or number, a small amount of the comment’s text, and the text you attached it to (see, e.g., #1 above). More importantly, you are also shown the complete text of the comment in the Text field (#5). This Text field (#5) is where you edit the comment. If you make a change to the text, click Update (#6) to update the comment in Word. Want to delete the comment? Click the Delete button (#6) and the comment will be deleted from your document and the comments will be renumbered.
If you want to keep Comment Editor open until you manually close it, check the box at #7. Comment Editor also displays the total number of comments in the document (#8) should you not be able to see all of them in the main field.
Inserting a new comment
Note what is currently comment 6 in the list of comments shown at #2. In the image below, Insert Query has been used to insert a new comment (arrow), which is numbered 6 by Word.
Inserting a new comment
If we reopen Comment Editor, you can see that there are now seven comments listed and the comment we added above is shown as number 6 (violet highlight and arrow).
Reopening Comment Editor
If you were to use Word’s method, you would see the new comment at the bottom of the page, as shown here. (In this image the numbers 5 and 6 correspond to comments 5 and 6 in Word’s viewing pane.)
Word’s display
Modifying a comment in Comment Editor
Using Comment Editor, it is easy to modify a comment. As shown in the image below, we have selected comment 6 to modify (#9) by clicking on it to select it. Its text appears in the Text field at the bottom of the Editor (#10). The text we are adding to the comment is highlighted in yellow (for illustrative purposes; the highlighting is not part of Comment Editor) (#10). Clicking Update (#11) will add the text to the comment.
Modifying a comment in Comment Editor
Before modifying the text, you will be asked to confirm that you want to update the comment, and the comment to be updated will be identified by its ID (circled text below):
A comment’s identification
Clicking Yes results in the comment being updated as shown here:
Updated comment in Word’s view
which we can see in Comment Editor when we reopen it:
Updated comment in Comment Editor
The editing of the comment took place solely within the Comment Editor. Comment Editor lets us see the complete text of all comments in the document and lets us manage the comments as needed. Time is saved because we no longer have to travel around the document to find the correct comment to edit or to do the editing.
When there are a lot of comments
Dealing with comments in a long document that has many comments can be tricky. An example is shown in the image below, which shows the comments in the chapter I was editing when I was only two-thirds through the document. At this point in time, I already had 42 comments in the document (see #12). Because I could scroll through the comments in Comment Editor, I was able to locate the comment I needed to modify and change its text without moving from my present location in the document. A much easier and faster way to manage comments, especially when there are a lot of them.
Example of Comment Editor’s Ease of Use
In my experience, it is not unusual for one comment to be dependent on another comment, or even on several other comments. Before Comment Editor, I had occasions when I had to go to and check several comments, modifying some of them, deleting others, which took time, especially to locate the correct comments. Comment Editor has made that process quick and easy.
Comment Editor is a much easier, quicker, and more efficient way to deal with inserted comments in Word than the method offered by Word itself. Most importantly, because it is efficient and a timesaver, using Comment Editor means enhanced profitability.
Richard Adin, An American Editor
Related An American Editor essays are:
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