Category: Freelancing

Freelance Camp 2012—recap

This past Saturday, I attended Freelance Camp 2012, hosted by The Network Hub. The event was run in an unconference style rather than with a set program: those who wanted to present pitched their talks first thing, attendees voted on what they most wanted to see, and the schedule was defined from there. Topics included overcoming a fear of public speaking, accounting, mobile web design, intellectual property, video marketing, and Google Adwords, among others, and industries from publishing and graphic design to software development and business coaching were represented. Here are some highlights from the talks that I attended:

IP 4 you: Develop an Intellectual Property Portfolio

Chang Han, Canada’s Pay Per Click Experts (@changchatter on Twitter)

Chang Han introduced us to various forms of intellectual property and showed us how they can mean real value for your business. Ideas themselves, he noted, have zero commercial value. To harness the value derived from an original creative idea, you have to protect it with trademarks, brands, and other forms of intellectual property.

Intellectual property can be registered (e.g., registered trademarks, patents, copyright, etc.) or unregistered (e.g., passing off, trade secrets, etc.). Han introduced the idea of trade dress, which encapsulates a product’s or business’s distinctive physical appearance and packaging—including its colour palette, typographic treatment, ambiance, and so on—and allows that to be protected. Han suggests that in addition to copyright protection, trade dress may be a way that web designers can protect their or their clients’ websites.

Copyright comes into effect as soon as a work is created, but, Han, said, when push comes to shove, you still have to prove you created it first. “Poor man’s copyright”—where you’d write something you want to protect, stick it in an envelope and mail it to yourself, keeping it unopened until you had to offer proof in court—used to be a not uncommon practice but is not very effective in the digital age. Today, a better approach is to put the material online and archive screen shots. Han also notes that not only are your words and images protected under copyright, but so are any works derived from them.

A registered trademark (®) is stronger than an unregistered trademark (™), although the process of registering the trademark through a government office may demand a lot of your time, if you wish to do it yourself, or perhaps $5,000 to $10,000, if you pay someone to do it for you. The key advantage is that with a registered trademark, you don’t have to prove damages.

Those who work internationally must be aware that in some jurisdictions, such as Canada, the U.S., the U.K., and Australia, intellectual property is assigned to whoever created it first (common law); in others, such as most of Europe, China, and most of South America, it is assigned to whoever registered it first (civil law).

So how does a business build an intellectual property portfolio? For starters, the business plan is protected under copyright. If you can show that part of your business involves an innovative process, that process can be patented. Your customer list can be considered intellectual property if it’s part of your confidential trade secrets. If you’re ever in a business relationship with other entities, you can lay out the terms for protecting that information in a confidentiality agreement. Han warns that if you don’t protect your intellectual property, your partners, subcontractors, or even your clients may later take your ideas and become your competitors.

For anyone looking for a good primer on intellectual property, Han recommends Intellectual Property, Patents, Trademarks, and Copyright in a Nutshell.

My two cents: An interesting primer. Intellectual property is such a huge topic that a forty-five-minute talk can only barely scratch the surface. Since a lot of the audience members worked in the creative industries, I would have liked to hear a bit more of a discussion about the distinction between copyright and moral rights (i.e., how do you protect your moral rights if you’ve transferred the copyright to your work to someone else?). What are the effects, if any, of Bill C-11 on this issue? In the book Effective Onscreen Editing, author Geoff Hart says that until you get paid and transfer the copyright to your client, the copyright of the words that you have written as an editor belong to you, and you can use that as a tool to make sure you are paid—an interesting tip that would have fit well with this talk’s topic.

Contracts for people who hate contracts

Martin Ertl, Contractually

Martin Ertl, a lawyer, founded Contractually, which offers web software that allows you to fill in contracts, share them with clients, and get them signed. He noted that a lot of people don’t use written contracts, and in his talk he demystified what contracts are what they should include.

Everyone uses contracts, sometimes without realizing it; even verbal agreements can be legally binding contracts. However, a written contract is a more effective tool for communicating with your clients to make sure that you’re on the same page.

A contract can define, among other issues

  • the scope of your work
  • a timeline for your work, with major milestones
  • who owns the product of your work, in terms of intellectual property
  • what the client needs to provide you, and when, perhaps outlining a review process for your work
  • how much and how you will be paid
  • who can terminate the contract, when the contract can be terminated, and what happens if the contract is terminated
  • non-disclosure and confidentiality

Contracts, Ertl emphasized, are not about legal jargon—they’re about clear communication with your clients so that you can develop a solid working relationship. Some people are afraid to use written contracts because they’re concerned they might scare off clients; in fact, a good contract makes you appear more professional and inspires confidence in clients. If you encounter a potential client who’s turned off by the idea of a contract, that’s a red flag.

Ertl said to use plain English in your contracts; this is better than using legal-sounding language, which may not say what you intended. If something changes, make sure to spell out as early as possible what the changes are and how they affect payment and scheduling, and be sure the client indicates agreement. This can be done via email or, more formally, through a change order form.

Contractually is offering Freelance Camp attendees a discount on its services. Get more information here.

My two cents: This talk gave an excellent overview of the function of a contract and the importance of having one. Editors can start with the Editors’ Association of Canada’s Standard Freelance Editorial Agreement and modify it to suit their clients and projects.

Learn your client development priorities

Francis Waller, Steady Contractor

Francis Waller, a specialist in business marketing and communications, led us through a self-assessment checklist to determine our client development priorities. A lot of people talk about branding for small businesses, he said, but the focus should be different for service versus product marketing. When you are the product, it’s trust, not brand, that you must build. Once you’ve established trust, pricing becomes less of an issue for clients.

He divided his checklist into ten modules and asked us three questions per module. He told us to score ourselves based on our answers to those questions and determine which areas were our weaknesses. The modules were as follows (with one sample question from each):

  • Core message/value proposition: Can you describe the results of your offerings in simple, memorable, and conversational terms?
  • Target markets: Can you describe the ideal customers for each segment, using factors like location, age, business size, business type, needs, or other criteria?
  • Library of documents: Does your website clearly communicate to each target market?
  • Referral sources: Do you have a plan to train potential referral sources over time about your business?
  • Contact management: Do you have a way to organize all of your potential clients, past clients, suppliers, and referral sources, with a calendar of whom to contact and when?
  • Graphics/logo: Are your logo and graphic standards quickly recognizable and memorable?
  • Active selling: Can you list at least three ways you contact people or business in your target market who are not aware of you?
  • Networking: Do you record your networking interactions with people, so that you can prioritize them?
  • Buying cycle and information needs: Do you understand what customers do or discuss before contacting you?
  • Scoring and sorting: Do you have ways of prioritizing each potential client or referral source based on objective measurements?

The entire checklist is too long to reproduce here, but Waller did generously send it out to his talk’s audience members, for many of whom the exercise was clearly eye-opening. He polled the audience and discovered that, as a group, our weakest areas were in contact management, active selling, library of documents, and scoring and sorting.

For contact management, he suggests establishing some sort of a system—it could be as simple as an Excel spreadsheet—to track conversations and their dates, as well as the date of the next contact or next action. Create templates that can merge with your contact management system.

As for active selling, Waller suggests defining your probable buying cycle and to name two or three ways that you can approach new relationships and build them over time. Describe the different decision makers among your potential clients and how you will answer their needs.

Regarding the library of documents, he suggests using template documents for each step in the buying cycle and to learn your clients’ language and jargon. Because of your expertise, you are a teacher to your clients. If you have a set of business documents that you can readily pull out (and repurpose as needed), you’ll look organized and will be able to build trust.

Finally, for scoring and sorting, Waller suggests choosing two or three metrics for each target market; these can be objective (e.g., how much they’re willing to pay) or subjective (e.g., how you feel about them). Periodically sort your contacts to fine-tune your near-term priorities, and manage similar contacts together for more efficiency.

My two cents: Again, it’s too bad we had only forty-five minutes to go through this exercise, and I’m grateful to have a copy of the handout to repeat it at my own pace. Waller called his talk “Learn your client development priorities,” but to me, this process is so much broader than that. I’ve evangelized before that having well-thought-out systems, including templates, checklists, and records of recurring communications, allows you to streamline your work so that you can focus on what you do best. One question that particularly struck a chord was, under “active selling,” “Do you have an agenda and objective for each meeting or conversation?” Although the term “agenda” may sound formal, it drives home the point that you should go into every conversation with a goal and come out of it having accomplished something specific that will help move you forward. (Incidentally, my weakest area? Networking. Somehow, I came away from this event having given out exactly zero business cards.)

Supply Chain/Value Chain: It’s Your Business

Anthony Taylor, SME Strategy

Anthony Taylor works with small businesses to refine their business practices. He wanted audience members to look at all aspects of their value offering, from the beginning to end, to better understand their businesses. He also encouraged us to understand our clients’ businesses, which will ultimately help us sell more.

The foundation for your freelancing business is your core competencies, he said. Understand what you do well. Next, identify your competitive advantage: what do you do better than all of your competitors, and how do you harness that to your advantage? If your offering is valuable, that in itself can get your business started, but you need more to maintain it. If your offering is valuable and rare, you may have a short-term advantage, but ultimately competitors would be able to learn it to compete with you. However, an offering that is valuable, rare, and hard to imitate will result in a long-term advantage. Anyone, Taylor noted, can compete on price alone.

The goal, Taylor said, is not to get more customers—it’s to make more money. To define or refine your business plan, he suggested starting with the business model canvas. It compartmentalizes your plan into important areas of consideration, including key partners, key activities, key resources, value propositions, customer relationships, channels (how people find out about you), and customer segments. Finally, it asks you to look at your cost structure and revenue streams. Taylor emphasized that your competitors can’t copy your relationships, so those can serve as a competitive advantage if you handle them well. Understanding your business’s cost structure is also extremely important—know where the money is coming out of your business, since reducing costs is as important as increasing revenue. Taylor also pointed out that revenue streams were key: revenue should be constantly flowing in, not coming in sporadically.

Taylor encouraged audience members to go through this business model canvas and write down their ideas: “It’s not a plan until it’s written down!” He closed by noting that something is valuable only if it’s value to your customer. When you’ve clearly defined your offering, make it as easy as possible for people to buy from you. A confusing website or hidden contact information are barriers that could hurt your business.

The slides from Taylor’s presentation can be found here.

My two cents: “Understand what costs you money.” That makes complete sense, of course. But hearing that made me realize that I need to do a better job of tracking my time. I’ve been rather lazy about doing that on jobs where I’m paid a project fee rather than an hourly rate, but it’s the only way I can see whether they’re genuinely worth my while.

Top five mistakes freelancers make

Felicia Lee, Candeo Business Coaching

Felicia Lee is a business coach who helps entrepreneurs grow their businesses in a predictable way to reach their sales and revenue goals. She identified the top mistakes that freelancers make, within the five stages of business.

1. Lack of visibility

If people don’t know who you are, they can’t buy from you, which is why marketing and networking are so vital. Aim to always build visibility, regardless of how busy you are; you can dial it down, but never discontinue your efforts, because the visibility you establish today translates into your future business.

2. Lack of credibility

Visibility alone won’t increase your business; “sales vomit”—indiscriminate pitches to an ill-defined audience—isn’t effective. People have to trust that you are good at what you do before they’ll buy from you. Leverage your past clients’ experiences with you to build credibility. At the end of a project, have a standard survey or feedback form that solicits testimonials. Make sure the testimonials are individually specific but collectively address many facets of your offering (e.g., the quality of your work, your collegiality, your ability to meet deadlines, etc.). You may find that writing testimonials on your clients’ behalf and asking them to approve it is an effective approach.

3. Lack of profitability

Implement a system in which you can measure exactly what your costs look like. Consider different models: can you bill by results rather than by the hour? How can you become more efficient and lower your costs? Start tracking your time and tasks to find the answers to these questions and to make sure you have a business, not just a hobby.

4. Lack of sustainability

Being a business owner, says Lee, is a marathon, not a sprint. Proactively plan for rest periods when you can recharge. Rather than trying to achieve that mystical work–life balance, try to find a sustainable rhythm—a cycle in which you can rest, gently ramp up your work, work intensively, then cool down to another period of rest. Working full-tilt and then crashing for a day is akin to sprinting hard and suddenly stopping: your mind and body don’t have the opportunity to slow down enough to regenerate.

5. Lack of scalability

Is your goal, through self-employment, to simply have a job or to build a business? Identify your strengths—what you’re good at should be what you should focus on. Build yourself a support structure to take care of the other aspects of running your business so that you can scale what you do.

To figure out what to focus on, assess your performance in each of these five areas. Every business, said Lee, must master visibility and credibility. Next, think about what your sales goal is, and figure out how much business you’d have to bring in to meet your goal. Track and measure your progress.

Lee left us with one last bit of wisdom: it’s not your responsibility to pre-emptively filter your clients; show people what you have to offer and let them decide whether to buy from you.

My two cents: A succinct presentation, packed with sound advice, and once again we heard about the importance of ongoing objective tracking and self-assessment. Lee’s take on sustainability was particularly interesting; we hear so much about the concept of work–life balance that to see the issue from a different perspective was refreshing.

***

The sessions have given me a lot to consider. As a freelance publishing specialist, I know that my professional development so far has been heavily skewed towards the publishing aspect of my work, so I appreciated the opportunity to brush up on the freelance bit. I was impressed with how organized the unconference format turned out to be, and I’m amazed tickets were only $15, with all proceeds going to charity. Kudos to the event organizers and volunteers.

Not-so-lazy summer days

I’ve been meaning to post a write-up of a recent event I attended, but I just haven’t had the time (hence my silence for almost two weeks). Seasoned freelancers will laugh at my naïveté, but having worked in house for the past several years, I was used to having my work get just a wee bit lighter at this time of year—and I wasn’t at all prepared for the deluge of projects from clients trying to cover for vacationing editors. But I guess I’ve just discovered another perk of the flexibility that comes from freelancing: if you’re willing to take your holidays off season, the summer is, apparently, rife with opportunities.

Anyway, I’m hoping to get caught up this weekend. Check back soon, and thanks for your patience!

Book review: Editors, Scholars, and the Social Text

Too often we see book production as a sequence of tasks—writing, editing, design, proofreading—forgetting that behind these tasks are professionals who have to work as a team to make a book happen. Editors, Scholars, and the Social Text (edited by Darcy Cullen, published by University of Toronto Press) urges us to shift our perspective—not only towards the dynamic, social aspects of the production process that are so critical to its functioning but also away from the notion that an editor is “an invisible figure who must leave no trace of his or her presence or as a taint to be expunged.” (p. 4)

Darcy Cullen, an acquisitions editor at UBC Press, has assembled an impressive cast of contributors to this authoritative collection, including Peter L. Shillingsburg, author of From Gutenberg to Google, and Amy Einsohn, author of The Copyeditor’s Handbook. We hear from academic experts as well as editors and designers in a rich mosaic of experiences and complementary viewpoints. In short, this unassuming volume brims with wisdom.

Editors, Scholars, and the Social Text focuses naturally on academic publishing, but much of the insight and information it offers would also be useful to trade publishers. It divides its attention between scholarly editors (scholars who develop, curate, and compile) and academic editors (in-house or freelance professionals who acquire manuscripts, copy edit, and project manage), and although I found many of the former pieces interesting, I gravitated towards essays about the latter, which were both a mirror of my own experiences and a window into a parallel universe. Editors (and publishers) may operate according to the same set of best practices, but they all have different approaches, and it’s these details that intrigue me most.

To give a sweeping review of such a heterogeneous collection would be an unfair oversimplification, so my goal here is to hit what I considered the highlights, from my perspective as an editor, rather than attempt to be comprehensive.

Cullen’s motivation for bringing together these essays carries a subtle but definite tone of activism. Of the legions of books devoted to publishing, most are focused on helping authors get their manuscripts published or marketed, yet, writes Cullen, “the ‘middle’ part of the publishing process, sandwiched between acquisitions and sales, is often closed from view, or viewed as closed off, even though it is here that the manuscript’s metamorphosis into book occurs.” (p. 3) The shrinking-violet stereotype of editors must be abandoned because it perpetuates a certain self-marginalization that denies the important social contribution of an editor to the publishing process. Cullen hopes that “these chapters engaging the question of minority cultures and ethnicity in the spheres of scholarly and academic editing and scholarly publishing should serve as an impetus to editors who still invisibilize themselves, so that they acknowledge their place and position of influence as it extends beyond the chain of production.” (p. 12)

That thread is carried through Rosemary Shipton’s brilliant chapter, “The Mysterious Relationship: Authors and Their Editors,” in which she gives readers a most cogent description of the editorial process, comparing trade and academic publishing. “So long as the editors’ contribution to publications in all genres… is not given the recognition it deserves,” writes Shipton, “editors will remain vulnerable to low salaries and, in times of economic downturn, early layoff.”

The relationship an editor fosters with an author is key to a book’s realization—and it may play a role in a publisher’s ability to retain an author: “When the collaboration works well,” Shipton writes, “inevitably authors bond with their editors—they request them for book after book.” But “if the collaboration between author and editor does not work well, the author very quickly feels threatened and loses confidence in the editor.” (p. 51) As one of the founders of the publishing program at Ryerson, her advocacy for the editing profession is grounded in her belief in high standards and a solid foundation of editorial principles, as she warns, “The most common disputes arise when copyeditors lack training and experience.” (p. 45)

Shipton explains that whereas “most trade publishers know that, to make their books excellent and interesting, to attract good reviews and other media attention, to win book awards, and to get that word-of-mouth buzz that entices readers to buy, they really should edit at both the macro and the micro level,” (p. 50) meaning that manuscripts at trade houses go through structural, stylistic, and copy editing, “scholarly publishers do not usually do intensive substantive editing—and for many good reasons. Their mandate is to publish books that make an original contribution to knowledge; most of their authors are professors or researchers; the majority of their readers are academics and students; and the number of copies they print of most titles is small.” (p. 52) Because they write for an academic audience, says Shipton, scholars “know that these readers will understand the specialized jargon and the guarded, often obtuse long sentences in which they make their arguments.” (p. 52) (I haven’t worked much with textual scholars, but based on my experiences with scientific scholars, I couldn’t help wondering if scholars’ resistance to being stylistically edited or have at least some clear communication principles applied to their writing is a symptom of an academic culture that routinely conflates abstruseness with erudition.)

Shipton also touches on issues specific to legal editing and educational publishing, adeptly showing not only the peculiarities of each genre but also aspects of our work that unite us all as editors; as far as I’m concerned, her chapter should be required reading in all introductory editing courses. Veteran editors—trade or academic, freelance or in house—would also benefit from her wisdom.

Amy Einsohn’s piece, “Juggling Expectations: The Copyeditor’s Roles and Responsibilities” provides equally valuable information for both novice and seasoned copy editors, encouraging them to pull back and look at their own vulnerabilities so that they can become more effective in their work. “Conflicting opinions about what constitutes good or acceptable expository writing can be particularly difficult to negotiate. Because any sentence can be rewritten (and arguably “improved” thereby), copyeditors must learn to resist the impulse to tinker,” (p. 79) she writes, cautioning that copyeditors “labour in the presence of benevolent or fearsome ghosts: a high school English teacher, a freshman composition instructor, one or more publishing mentors, and the authors of favourite usage books.” (p. 69)

Copy editing is an exercise in juggling quality, collegiality, cost, and control, Einsohn says. And true to the book’s overarching message, she emphasizes the importance of the relationships built—largely through clear, respectful communication—between copy editor and author and between copy editor and press. Most importantly, she offers concrete suggestions to improve these relationships and improve editor retention, including checklists, sample edits, and style memos.

Whereas Einsohn’s contribution focused on text, Camilla Blakeley revealed through a case study of an award-winning project of hers, The Trickster Shift by Allan J. Ryan, the complexities of editing an illustrated book. Tactfully mediating a relationship between the author and designer, securing permissions within a specified budget, coordinating captions and credits, and taking into account the effect these added tasks have on the project schedule are some of just some of the considerations for illustrated books, and, again, communication is paramount. On this project, Blakeley set up a meeting with the author and designer at the very early stages, which the designer, George Vaitkunas, credited with making the project particularly rewarding. Blakeley notes, “early communication makes the job not only easier but more pleasurable. This is significant.” (p. 156)

One point of hers that caught my attention was that “while an experienced scholarly editor knows that a table or a graph requires as much editing as a narrative—often more—most of us have no training in how to look at photograph.” (p. 165) She points to a positive editor–designer relationship as an opportunity for editors to educate themselves about these kinds of issues so that they can better serve the author, designer, and, ultimately, the book.

Blakeley’s contribution is packed with examples from The Trickster Shift—of such details as art logs and schedules—that are useful not only because they inform readers about the anatomy of an illustrated book project as it evolves but also because editors can easily appropriate and adapt these documents for their own use.

Blakeley does a tremendous job of giving the designer on her project a voice, but what sets this book apart is that we get to hear directly from designers themselves. Learning from designer Richard Hendel, for example, about not only how designers fit in to the book production process but also how designers view editors (both flatteringly and unflatteringly) can be an important step to better communication and a more effective workflow. Hendel stresses that “The designer cannot properly address a text until an editor has understood and clearly dealt with the physical aspects of the content: how chapters and chapter titles are arranged, how subheads are dealt with, kinds of extract, and the like.” (p. 175) Referring to English typographer John Ryder, Hendel writes, “Ryder felt that editors should be more critical about how something in the manuscript will eventually appear in the printed book—the need to edit visually before the design process even begins.” (p. 176)

In her chapter, designer Sigrid Albert looks at the evolving role of the designer and the changing relationship between editor and designer as the publishing landscape adjusts to accommodate ebooks and other technologies. “The traditional printed book as a highly crafted cultural object, whether in a humble, low-budget or a luxurious, highly produced format, is the goal of the editor and designer. At the highest level of the book production process, the editor has shaped a piece of history, and the designer has shaped a piece of art,” writes Albert, in one of my favourite quotes from the book.

Whereas the traditional book all but demands a strong, communicative relationship between editor and designer to transmit a single vision, digital books have meant that content and form are separate: “book content is increasingly being stored in databases and tagged with content-related markup—such as chapter titles, subtitles, subheads, extracts—by the editor, while the visual design is controlled by a separate style markup—such as margin widths, font, font size, font weight, colour, or line height—delivered by the designer.” (p. 184) Albert wonders if the relationship will only grow further apart as designers eventually stop designing single books and instead create digital templates that they license. Yet, Albert says, “From the designer’s point of view, the design process, despite the technological advances, still requires a synthesis of information and a variety of visual choices to form an aesthetic unity.” (p. 193)

Yuri Cowan (“Reading Material Bibliography and Digital Editions”) and Darcy Cullen (“The Object and the Process”) also explore the implications of a workflow that incorporates digital outputs, with Cowan taking a more theoretical approach and Cullen sharing the triumphs and growing pains of UBC Press’s first steps into the realm of digital production. Writes Cowan, “our editors can inform their theoretical approaches with recent scholarship in the sociology of material texts, creating a model of readerly engagement and a generation of reader/editors who will be neither overawed by the authority of print nor seduced by the hyperbolic claims made for the electronic edition.” (p. 236)

The book’s other contributors—Peter L. Shillingsburg, Alexander Petit, Peter Mahon, and John K. Young—offer scholars’ perspectives on various facets of the academic publishing process, and although these chapters are all worth reading for the sake of interest, I believe that the general editor-reader will find the essays I’ve mentioned most engaging and directly relevant to their work—and it’s to this specific but vast audience, editors of whatever genre and whatever experience level, that I wholeheartedly recommend this book. Freelance editors who have never worked in house may have the most to gain from this insiders’ view. As Amy Einsohn writes, “Some presses make an effort to train, coach, and acculturate their freelancers, but most freelancers have few opportunities to learn about the publisher’s activities, customs, and mores,” (p. 69) and being informed about a publishing house’s inner workings helps editors anticipate what may be expected of them.

UBC Press—and hence Cullen’s book—specializes in the social sciences, but I would be intrigued to see how the processes described in Editors, Scholars, and the Social Text compare with the workflow and author–editor relationships at academic presses focused on the natural sciences. Most of those authors probably will not read this book, and perhaps even most social science scholars hoping to get published would not think to read it. In many ways, it is much more information than they need to play their roles in book production. Yet, I hope that some academic authors choose to hear what Cullen’s roster of experts have to say. This book beautifully humanizes the publishing process in a way that could only foster mutual respect between professionals—ones with the common aim of producing great books.

P-credit and e-credit

Following my entry last week about properly crediting all of a publication’s team members, Ric Day posted some very interesting information about the International Standard Name Identifier (ISNI), which would allow all of a publication’s contributors to be given credit within a digital work’s metadata, opening the door to a model such as the one Jeff Norton proposed in “Follow the editor.”

Whereas Day seems to imply that my suggestions and his are divergent, however, I see them as having exactly the same aim: ensuring that everyone who contributes to a published work be recognized, and in the process raising the profile of each of their respective professions. Credit is credit—whether it’s a line on a copyright page, in a masthead, or in a digital file’s metadata—and I do feel it’s worth pursuing.

I also don’t share his pessimism about publishers being unwilling to change their ways. First, all of my book-publishing clients credit the designer, and most credit the substantive editor, so clearly a precedent has been set. Those that don’t credit editors seem to be the exception. Most publishers don’t credit indexers, but I strongly suspect that it’s simply because they’ve never been asked; I see the problem as far from insurmountable.

Second, we’re in a key time of transition in Canadian publishing. Last year UBC Press, D&M, and Arsenal Pulp all celebrated their fortieth anniversary (was there something in Vancouver’s water in 1971?), and several other publishing houses were founded in the same period. Many have either completed or are in the midst of implementing succession plans, and coming into the industry are savvy, bright minds who understand that publishing must evolve in order to survive. This evolution includes adopting digital strategies and changing the way they interact with their human resources, both in house and freelance.

And with more and more authors wishing to self-publish, whether in print or digitally, we as publishing professionals are now in a unique position of being able to educate authors and define a new standard rather than having to resign ourselves to “this is how we’ve always done it.” Why not begin explicitly requesting a credit line (or an equivalent shoutout in the metadata) as part as your boilerplate freelance contract?

Credit where credit’s due

EAC-BC’s professional development co-chair, Eva van Emden, has posted some thoughts of her own about low-cost ways book and magazine publishers can help keep their freelancers happy, following my posts about the care and feeding of freelancers and maximizing your freelance editors’ marketing potential.

Her point about acknowledging a freelancer’s role with a credit line is an excellent one. Although most of my book publisher clients will credit at least the designer and substantive editor, and sometimes the copy editor, I’m well aware that doing so is not standard within the industry, and I think that, as minor a point as it seems, making it standard is something worth fighting for. Our work as editors should be invisible, but we shouldn’t be.

I appreciate that my editorial credits often pop up in Google Books results when people search for my name and that I can easily point prospective clients to Amazon’s Look Inside feature to show that I’ve worked on a particular book when my name appears on the copyright page. Not only does not including an editorial credit hurt my ability to promote myself, but it also hurts the profession. We aren’t doing ourselves any favours by essentially agreeing to pretend that editors don’t contribute to a book.

Although I understand why the proofreader may not be credited (or wish to be credited), particularly unsung are indexers, who are only very rarely acknowledged for their contributions. In a way, I can understand why—the tight timelines involved in indexing and the fact that the author and editor will modify the index often mean that the indexer does not have direct control over the quality of the final printed index, and since the index is occasionally added in at bluelines, having to modify the copyright page to add a credit would mean additional costs for the publisher. Mostly, however, I think it’s just inertia that has prevented crediting indexers from becoming standard. The indexer for Derek Hayes’s Historical Atlas of the North American Railroad (2010), Judith Anderson, was delighted to be asked if she wanted a credit, and Hayes, who designs all of his own books, has acknowledged the indexer on the copyright page of his atlases ever since. Associating the index with a name is especially important, I think, to show that a person is involved in creating the index—there’s a common misconception that indexes can be computer generated without human input, and, again, perpetuating that myth can only damage the indexing profession.

I’m not suggesting that we need some sort of overt advocacy campaign to change the way publishers operate (although organizations like the Editors’ Association of Canada and Indexing Society of Canada are in a good position to raise awareness of this issue), but if we all begin requesting credits when we work with our clients, we can begin organically to define a new standard for giving all team members their due.

Publishers: Are you maximizing the marketing capacity of your freelancers?

As I put together my post last week on the care and feeding of freelancers, I began to wonder why gestures like inviting freelancers to events and sending them awards news weren’t standard in the industry, and it struck me that most editorial and marketing departments tend to operate independently and too often don’t communicate with one another to refine their strategies. Although this division has its advantages—most editors and authors would be loath to have marketing weigh in on every aspect of a book’s content—it can also mean that publishers may be missing out on an easy way to get the word out about their lists.

In addition to pursuing traditional marketing channels, publishers should also consider taking some simple steps to fold their freelancers into their marketing plans. Why is this a good idea?

1) The editor of a book (or its designer or indexer) can be its most enthusiastic champion

In some ways, an endorsement carries more credibility coming from a freelancer, because, unlike the author or publisher, she has no vested interest in book sales and would be unlikely to go out of her way to promote a book she doesn’t believe in.

2) Everyone has a network*

Freelancers—introversion notwithstanding—are no different. Through social media they can effortlessly reach their contacts with news about their projects, and we’ve all seen how quickly and widely news can spread with social networks serving as a multiplier. Imagine a designer tweeting “Got my comp copy of History of Canadian Photography today. Printer did a beautiful job with the colours!” or an editor posting “Looking forward to next week’s launch of The Backcountry Cookbook at the Outdoor Store. I finally get to meet the author in person! The event starts at 7pm. Hope to see some of you there” and the early buzz that could generate.

What’s more, a freelancer’s likely to have likeminded contacts—people who enjoy the same types of activities, share the same interests, and read the same kinds of books—exactly the audience you want to reach.

3) Reaching out to freelancers helps foster a sense of teamwork and loyalty

And giving them a sense of ownership over their projects from beginning to end helps to encourage high standards and excellent work. Nurturing goodwill will help with freelancer retention, which will cut down on training and recruitment costs.

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So how do you get started?

1) Develop a system to feed freelancer contact information to marketing

The in-house contact for freelancers—whether that person’s called the managing editor, production editor, or production manager—will have a record of who worked on each stage of a book, maybe even in a convenient format like a spreadsheet. Simply make sure that this information is passed along to the person coordinating event, award, and review notices, whose only added task is adding three or four email addresses to a contact list.

2) Develop a concrete policy informing freelancers about what information they can share and when

The term “policy” may be overly formal here—a simple FAQ on an editorial information site (like a wiki) would do. Freelancers—particularly if they’ve never worked in house—may be reluctant to share news about their work on a project because they don’t know if the publisher or author would approve. Letting them know in general terms what you’d encourage them to share will not only free them to publicize the book, but it will also tacitly help them understand the bounds of confidentiality in the author–freelancer–publisher relationship.

You may also want to list some important dates before which information must be held back—for example, the manuscript delivery date, catalogue date, or the pub date. For example, specify when it’s okay for a freelance designer to post a cover image on his blog.

All this said, it may not be wise to expect your freelancers to do any marketing for you. The reason some freelancers work on contract is so that they don’t have to be involved in all aspects of a book’s production and promotion. Make it easy for them to unsubscribe from notifications or newsletters, and consider any free publicity you do get from them gravy.

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Ultimately, publishers have very little control over what their freelancers say or do; we can only hope that they will use good professional judgment and not post or tweet anything that will hurt the book, the author, or the publisher. Setting out these guidelines and improving communication with freelancers about marketing issues can only help your cause as publisher, though, and it carries a low risk with the potential for a high reward.

*Some of you will (rightly) point out the irony of my having neither a Facebook nor a Twitter account, but if you’re reading this, you’re part of my network!

Care and feeding of freelancers: a guide for book publishers

Those of us who have gone freelance understand that we’re not going to be coddled by our publisher clients. That said, if you’re a publisher, showing freelancers that you respect and value their work can go a long way to promoting a mutually beneficial long-term relationship. After all, although there seem to be freelancers everywhere who are trying to compete in this industry, anyone who’s ever had to build a stable of high-quality, reliable freelancers knows that it’s not so easy to find editors, indexers, and designers who will reliably uphold high standards for publishing’s relatively low rates. If you’ve gone through the trouble of testing and training a freelancer and are happy with his or her work, it’s in your best interest to retain that freelancer, and there are some very simple ways to show your appreciation for your freelancers’ contributions. None of these measures is hard to implement, and they all help foster freelancers’  sense of ownership of their projects and encourage them to continue delivering excellent work.

1. Send them a complimentary copy of the book

Nothing can replace the satisfaction of flipping through a finished book and seeing the fruits of one’s hard work. Sending a freelancer a complimentary copy should, in my opinion, be a given for trade publishers. Academic and technical publishers may not be used to sending their freelancers finished books, and the freelancer may not necessarily want them, but the offer should be made. The freelancer might want a copy for his or her portfolio, and, if you use that person again for a similar project (e.g., the next textbook in the same series), he or she will find having a reference copy on hand extremely helpful.

2. Invite them to launch events

Book launches and other book events give freelancers the rare opportunity to meet the author and in-house staff with whom they’ve probably exchanged dozens of emails. And let’s face it—along with the freedom and flexibility of freelancing comes isolation, and many freelancers would welcome an excuse to get out of the house and meet new people.

3. Send them award announcements, reviews, and other good news

Did an author send the company an effusive note after her book was published? Has the book an editor toiled over been shortlisted for an award? Did the Globe and Mail name it a best book of the year? Freelancers aren’t always plugged in to this kind of information, but they do always appreciate knowing about it.

4. Offer them feedback

Both positive and constructive negative feedback on their work can help both parties take steps towards perfecting a system that works well for everyone.

5. Apprise them of relevant company news

Reading news about staff changes and company restructuring in a publication like Quill and Quire may leave freelancers wondering how those changes will affect them. Be proactive in sharing the news, either by sending freelancers relevant press releases or including them on your mailing list for your external newsletter, if you have one.

6. Set up a freelancer account with your distributor so that they can qualify for discounts on books

I hope all freelancers in book publishing have had the opportunity to work on a book they loved so much they wished everyone they knew could have a copy of it. Setting up a freelancer account—akin to an author account—would let them order their own copies for a discounted rate. This idea may be a bit more blue sky than the others, as I haven’t seen it implemented anywhere, but in principle it’s not difficult. Through the freelancer account the publisher gets non-returnable sales without having to go through conventional bookseller channels, and with the discount your freelancers are more likely to buy copies for their friends and family—it’s a win-win.

Tell me how you really feel

When you work in house, you’re a member of a big extended family: the managers are the elders—parents, grandparents, aunts, and uncles—and it’s easy to develop sibling-like or cousin-like relationships with your other coworkers. No family is without its dysfunction, of course, but even more fraught is the freelancer–client relationship, a dynamic that can feel an awful lot like dating: as a freelancer you try to make enough of an impression on the other party to be engaged on a project/date, and if it goes well, you hope they like you enough to contact you again. But if they never call, well, that can evoke the same kinds of thoughts and insecurities, whether you’re looking for love or looking for work.

One perk you enjoy by being in a family—something that may feel like no perk at all—is the scathing, critical honesty that only your kin could get away with dishing out. But “when a client stops calling,” said a friend of mine a few years ago when she first left an in-house position to go freelance, “you never know why. Maybe they just don’t have any work. Maybe your contact got fired. Or maybe you did something wrong and royally screwed up a project. The problem is that even if that’s what happened, you never get any feedback. How are you supposed to grow as an editor or to make sure you don’t make that mistake again?” Ann-Marie Metten echoed the frustration at last month’s EAC-BC meeting. When asked why she chose to organize her style sheets the way she did, she admitted she now understands why her method may not have been ideal, “but when you’re a freelancer,” she said, “you hand it in, and nobody ever tells you anything.”

Unfortunately, clients—and my focus is on publishers here, especially book publishers—aren’t in the business of helping their freelancers grow as editors, and they often don’t have the resources to do much training. They have certain expectations of their freelancers, and when those expectations aren’t met, they may decide it’s easier to move on to other contractors rather than invest the time to give feedback. So what should we do?

Freelancers

  • Be proactive about asking for feedback. When I submit a finished project or when I invoice, I’ll add a brief line thanking the client for the work and saying something like, “If there’s anything you’d like me to do differently for future projects, please don’t hesitate to let me know.” One of my current clients, after my first project with the organization, responded with a pages-long email listing everything I should have done. It stung, but at the same time, it was reassuring. My contact probably wouldn’t have taken the time to offer those suggestions if she weren’t planning on giving me more work.
  • Keep a running checklist based on your past mistakes. (And these don’t necessarily have to come through direct feedback. Sometimes we all know why a project/date went badly.) Eventually you’ll know what kinds of problems to look out for and what kinds of questions to ask new clients.
  • Try to keep learning and improving your skills. Editors’ Association of Canada seminars and workshops are always a good place to start, as are editing and publishing courses offered at schools across Canada and around the world.
  • Maintain a high standard of professionalism and ethical conduct. Most of the time publishers drop freelancers not because they missed a serial comma but because they missed an important deadline.
  • Finally, take it easy on yourself. (Remember that first dates are almost always awkward.) Sometimes the problem is related not to skill but to an incompatibility of personalities. Know that although the publishing community is small, industry-wide blacklists of editors aren’t as prevalent as you might fear. And clear, honest communication with the client will encourage reciprocity.

Publishers (and other clients)

  • Develop clear guidelines—not only about matters such as style but also, and perhaps more importantly, about your editorial process. Different houses have different expectations of where the freelancer’s role begins and ends, and a freelancer’s failure to adapt to your process can be one of your greatest sources of frustration. Are you expecting your editors to format the manuscripts in a certain way? Do you have a specific file-naming convention? Do you want your proofreaders to flag changed pages and use red ink? Say so in your guidelines, and make these easy to access and search (preferably on an online resource like a wiki). That said, expect new freelancers to ask questions that your documentation may already answer. When faced with a huge volume of new information, a project with a new client, and a looming deadline, freelancers may not always know what to prioritize.
  • If a freelancer messes up, tell him. Doing so will save you time and trouble if you use him again, and at the very least, it will make him aware that there’s a problem. If you start to notice a recurring problem with several of your freelancers, take a look at your guidelines to see if they need to be revised or rearranged to highlight specific issues.
  • If you can afford to, build in a postmortem as part of your publishing cycle, and make editorial feedback (for both freelancers and in-house editors) a component. This feedback doesn’t have to be long, and keep in mind that positive comments are just as important as the negative.
  • Finally, if you never intend to use a particular freelancer again, let her know (gently!). She wants to be barking up the wrong tree no more than you want to get an inquiry from her every few months for which you have to take time to compose a cryptic, evasive response.