Posted on May 5, 2016
Years ago, ages it seems, I had a job where I had a great deal of control over how much people were paid. I conducted performance reviews, sat in on budget meetings, and fought for comp increases for valuable employees. Even though money in and of itself isn’t the only way to retain employees, it doesn’t hurt to recognize and reward hard work. However, what I started to notice was that the talented women on my team weren’t raising their hand and asking for what I thought they deserved. Their anxiety in broaching the question of title changes and quarterly increases was palpable and I remember at the end of one review me saying, that’s it? That’s all you’re going to ask for? From then on, I made a point of mentoring women to fight for what they deserved. It seems counterintuitive, right? Companies want to keep costs down (especially salary + benefits), and here I was teaching my team how to ask for more. However, it was important to me because only one person in my career taught me how to fight for myself. He taught me to ASK for what was my due. My mentor coached me on salary and benefit negotiations (and contract negotiations, in general). From him I learned about BATNA, and more importantly, I learned how to be assertive and bet on myself. Because, quite honestly, in enrages me that men–when acumen and experience are leveled–make more money than I do.
After my recent Great Depression, I made it my mission to give the people I care about more of the kindness I’d received during those dark months. I passed around resumes, reviewed Statements of Work, and even though I’m not a lawyer I explained the importance of IP and indemnification. I told several of my friends they were underpricing themselves, that they should ask for 50% of the project fee, up front, that they should bill project with an hourly cap because hourly doesn’t always cut it especially for those who have tenure and years of experience.
I scanned Facebook group posts where women were trepidatious when it came to asking for more. After sharing one of my contracts with a few of my friends for reference, it put me to thinking that it behooves all of us to share information and be helpful where we can. It behooves us to price right for the work we do so that we don’t get taken advantage of.
So…I’m here to help. Here’s what I know:
If you have any questions related to the above, drop them in the comments (you can leave a comment anonymously), and I’ll do my best to answer all of them in an upcoming post (or point you to the right resources), and if you see questions and you think you can help, chime in!
Meanwhile, here are some great resources:
Posted on April 16, 2015
Can I tell you that I wish I had a SWAT team of consultants with whom I could confide when I left 18 years of office life behind? People who understood the abject terror that was email radio silence and project drought. Peers who expertly navigated clients who thought they’d come cheap because they were no longer backed by a company. People who were the architects of their own days since they’d abandoned all semblance of office structure.
Two years ago I had no idea what I was doing. I didn’t know how to price projects and I didn’t even know what sort of projects I wanted to pursue. And while I’m a creature of habit and had no issues with cultivating routine and structure, I still cringe at the notion that I could go months without a project or that I have to deal with college graduates with cell phones trying to compete with me on price. I learned a lot about myself, my worth and my work over the two years, and I don’t hesitate when I send my rates because I calmly remind prospects that they’re buying experience, agility, speed and creativity instead of a hungry kid who can navigate the latest newfangled technology. Comparing the two is akin to comparing apples to oranges and I’ve often had to turn down projects because they weren’t in line with my worth or my vision.
This week a friend and fellow freelancer called me with contract questions. Another friend inquired about how she should price herself–what should be my rate? And as the questions accumulated, I thought it fitting to round up some of the smartest people I know–across industry, experience and perspective–to tackle the questions we’re sometimes frightened to ask publicly.
So here we are. A roundtable of pros who are so generous with their time because I suspect someone was once generous with them. You’ve got an incredible FREE resource at your fingertips so ask the questions. About money, family, balance, clients, competition, work–ask it all. Be shameless, be inquisitive, be bold. We’ll post our answers in a follow-up post next week And I realize that some people may be contemplating career changes and are frightened to comment publicly–no sweat, look to the right of your screen and you’ll see my email. Shoot me a note, preface that you want your question published confidentially and we’ll answer accordingly. Or, tweet me your questions using the hashtag, #feelingfreelance
All of us made a choice to go out on our own. I’m sure we’ve made the BIG mistakes and the BIG leaps, so we’re here to impart some of our wisdom (and failures) so you have the tools you need to make smart decisions.
And now…meet your team of EIGHT!!!:
Kim Brittingham is the principal of Kim Brittingham & Co. Content Developers. She’s been working as a full-time freelancer since 2014, and started part-time in the late ‘90s. She’s the author of the memoir Read My Hips (Random House, 2011) and Write That Memoir Right Now (AudioGO, 2013). She also teaches How to Blog for Gotham Writers’ Workshop.
FS note: Kim is a bucket of awesome. Not only is she such a witty writer, she’s adept in: ghostwriting books, ghostblogging/business blogging; writing web copy, white papers/special reports, newsletter articles, video scripts, podcast scripts; social media management.
Cariwyl Hebert is a freelance web marketing consultant specializing in SEM and SEO. She is also the founder of Salon97, a non-profit that makes classical music accessible to all via live events, a podcast, online articles, and more. Cariwyl resides in San Francisco with her author husband and an orange cat.
FS note: I had the pleasure of meeting Cariwyl through her husband and my dear friend, Kevin. I remember a day in particular when I attended a salon she hosted, and how I was so nervous amongst so many new people but fell to quiet when she played selections of classical music. I’ve so much respect for Cariwyl, for her passion for the arts as well as her adeptness in marketing.
Amber Katz is a freelance writer, consultant, copy writer/editor and founder of rouge18.com, a pop culture-infused beauty blog featuring everything from skin smoothers to hair spray to body scrubs. A former financial copy writer, Amber started her blog in 2006 as an outlet from which to rave about her favorite lotions and potions to fellow beautyphiles–instead of her non-target audience of middle-aged (straight) male auditors at the office. Amber writes frequently for Allure.com, LuckyShops.com, Refinery29.com, TeenVogue.com and Yahoo Beauty. Find her on Twitter – Facebook – Pinterest – Instagram
FS note: Amber is not only one of my dearest friends but she’s an incredible writer–an artisan with a pen. She’s a pro copywriter, copyeditor and I’ve never met anyone who knows the innards of the beauty industry quite like Amber.
Alexandra Ostrow is a strategist and marketer for social impact and innovation. She is the founder of WhyWhisper Collective, a network of independent consultants serving nonprofits, social enterprises, and impact-focused brands.
Prior to venturing out on her own, Alexandra worked for two social media marketing agencies, where she managed the global and local accounts for a wide variety of brands, including Mattel, JP Morgan Chase, Medtronic Diabetes, The Michelin Guide, and Pepperidge Farm. She also spent two years working in the Communications Department at Cardozo Law School.
Alexandra’s passion for the impact sector first began while volunteering for a local animal rescue. After visiting an AIDS orphanage in India and establishing a nonprofit consultancy in Jamaica while still employed full-time, her path became clearer. Today, her clients address issues within the areas of health, human rights, education, and conscious consumption.
FS note: Alex is one of the good ones. I’ve worked with her, and she’s one of the most passionate and smartest women I know. Alex is a force of nature, and everytime I see her I’m reminded of the fact that she’s changing the world.
Matthew Sharpe is a novelist, professor, and freelance editor. In his capacity as editor, he works one-on-one with authors of fiction and nonfiction who are writing books or shorter pieces. His own novels include You Were Wrong, Jamestown, and The Sleeping Father. He has been a National Endowment for the Arts Fellow in Fiction and The Sleeping Father was featured on The Today Show Book Club. He teaches part time in the graduate writing program at Columbia University.
FS note: Matthew is one of the most extraordinary writers I know. In another life I had the pleasure of reviewing one of his books and I remember comparing him to Don Delillo. Not only is Matt an exceptional writer, I’ve heard rave reviews from some of his clients whose books have been transformed as a result of Matt’s editing.
Leah Singer helps businesses and entrepreneurs tell their story and connect with their ideal audience and clients. She specialize in writing and marketing strategy, and works extensively in higher education, and with attorneys and businesses within the law field. Leah is a perfect fit for businesses without marketing departments.
She writes regularly for The Huffington Post; Red Tricycle (where she serves as San Diego editor); Edible San Diego; Millionaire Girls’ Movement; and many other national blogs and websites.
Leah left a lucrative career in higher education to become a full-time freelancer three years ago and hasn’t looked back since. She was a speechwriter and communications manager for two college presidents at San Diego’s largest public university, and oversaw communications for San Diego State University’s Enrollment Services Department. Before that, Leah worked in marketing and public relations at KPBS public broadcasting station.
When she’s not working, she can be found reading books and blogs; cooking and baking; taking photos; drinking coffee; browsing bookstores; and walking her dogs. She also blogs at Leah’s Thoughts where she writes about motherhood, books and writing, and the everyday nuances of life. She lives in San Diego, CA with her husband, very extroverted daughter, two dogs, and a cat.
FS note: Can I tell you how excited I am to finally meet Leah when I move out west later this year? Not only does she love food and animals as much as I do, we both have an affection for books and marketing.
Lindsey Tramuta is a Paris-based food and travel writer (New York Times, Conde Nast Traveler, Afar) and social media consultant. After over three and a half years working in-house for Proximity BBDO in Paris, she works with brands big and small to master their tone of voice, to develop their social media strategy and presence and create content to enrich their identities. Find her on Twitter – Instagram.
FS note: I’ve had the pleasure of getting to know Lindsey, albeit virtually, for the past two years. Oddly enough, I discovered her site whilst looking for places to eat in Paris. I’m delighted to not only know her as a writer, but also as a pal in the industry. She specializes in content creation, social media strategy and copy, digital copywriting, food & travel writing.
And me, naturally! You know my story, but here’s my LinkedIn profile if you want to learn a little more about my professional background.
Posted on April 1, 2015
Over the past two years of being a consultant*, I’ve seen it all. I’ve cringed during uncomfortable conference calls when counterparts waged a financial war over 30 minutes of billable work, and I shook my head when another freelancer told my client, in no uncertain terms, that they weren’t big enough to be a priority. I’ve had to bear witness to freelancers loading a gun and shooting off every limb until there’s nothing left. Freelancing isn’t for everyone–some prefer the structure and rhythms of a traditional office environment, and that’s totally fine–but for those who have made the leap it’s important to know that there are nuances in handling client relationships and managing yourself. I’ve read through Copyblogger’s exhaustive list of all the mistakes one could possibly make as a freelancer (all 53 of them), but I keep seeing the same excruciating five over and over again.
TIP ONE: GET RIGHT WITH YOUR LOVE. Nothing says you’re not my priority than telling a client you can’t manage their request because you have other deliverables…for other clients. I’ve seen scenarios where a freelancer would tell a client they couldn’t answer their question (which was actually a simple one) until the following week. I’ve seen countless instances where people would be too transparent with their workload (I’m so slammed with other client work, can I get back to you on this? is a constant refrain). Let me let you in on a little secret: your client doesn’t care about your other clients, obligations, or workload–they only care about what’s in front of them. Clients care about their own problems, and they hired you for solutions.
And I get it. You need to juggle multiple clients because of the uncertainty of deal flow. You need to save for the drought. Sometimes your clients ask stupid questions (and they do, often) and you just don’t have time to answer them. Sometimes you read through your emails think, are you kidding me with this? However, let me be clear about something:
The fact that you can’t manage your workflow is your fault, your problem. Right now, I’ve three very active clients and they barely know that one another exists. And that’s how it should be. Want to know how I got to this place? Simple:
a. Be clear about your work arrangement, hours allocation and response time for “fires” in your contract. I go through the pain and bloodletting during the contract process. Contracts are critical because you’re not only negotiating the deliverable, IP, warrants, and all that other nonsense, but you’re also stipulating how you will work with the client and their expectations on your time. You’ll go through so many rounds on the contract that your client will have your availability committed to memory. In all my agreements, I define the hours or days allocated to a project, how we’ll mutually manage overages, and I even have clauses about how I’ll manage fires and normal response times on off-hours, and how I can be reached in an emergency. I hired a lawyer to manage my vendor agreement, and usually use a lawyer for 1-2 hours if I’m working off a client’s standard MSA/vendor template so I can ensure my language is covered, however, there are amazing affordable resources like Upcounsel, where lawyers can help you in one-off agreement negotiations.
b. Maintain your agreement (because there is the reality of the slippery slope) but be open to flexibility: Be thoughtful and strategic about managing client requests during off-hours. Is this an urgent request and can it be completed quickly? Is this just a one-off question that won’t take more than five minutes of your time? Then manage it. Your client will be grateful. If the request is substantial, be open with your client and remind them of your terms but suggest a midway point if the request is urgent, i.e. I’m sensitive to the request, and although I’m not available at the moment (I never say why because they know and don’t want to be reminded!!!), how about I come back to a solution at [insert later point in time]? Or, offer an alternative resource internally, or someone you trust who can supplement the work. Notice how I’ve address urgent inquiries. Use your best judgment in determining what’s truly urgent. If the situation is not urgent, kindly remind your client of your terms.
c. Manage your time: The hardest part of being a freelancer is establishing your own structure amidst a day without guardrails and routine. Establish a routine. Use productivity tools that are best for you–click here and here and here and yes, here, for some excellent resources. And, more importantly, be honest about what you can manage, because while I understand the need to squirrel away cash, at one point you will face diminishing returns and your performance will suffer, which will affect your performance and future referrals. Personally, I can only take on one “big client” in a 3-6 month time frame, and then I can take on other clients where the workload is no more than 10-15 hours a week. I usually have 1 big client and 2 smaller projects cooking at once and that tends to work for me. Yesterday, I read this interesting post where a freelance web designer takes on projects sequentially. Not right for me, but figure out what works for you and the services you’re offering.
TIP TWO: RIGHT-SIZE YOUR APPROACH. Because consulting is not a one-size-fits-all approach. A few years ago I bemoaned a client to a dear friend and peer. I prattled on about how my start-up client wasn’t doing things the right way, they skimped on the essentials of branding and marketing, to which my friend responded that I was doing the equivalent of fitting a square peg in a round hole. She continued and said that startups don’t have the time, luxury or money to do everything according to plan, that I had to rethink my approach and focus on the essentials for the client. I had to deliver what my client truly needed at that point in time, as opposed to what they should have.
That advice has lingered with me since, and now I’m able to shape my services to all sorts of client sizes and budgets. What I would deliver to a billion dollar electronics giant would be markedly different than my deliverable to a start-up clothing brand. Usually, the latter is leaner, tighter and execution-heavy. Yes, there’s strategy in both but the strategy for an established brand or business is demonstrably different than the needs of a burgeoning brand, whose positioning and value proposition may change over the course of refining their product or service.
What you think your client should do might not really sync with what they need, and you have to be prepared to be a consulting chameleon. Assess your client’s objectives, evaluate their resources and budget, and deliver what works best for them now, even if it’s a phased approach. I LOVE a phased approach because it gives me the flexibility to add and refine over time while offering the client a more risk-averse approach (and they can see your BIG THINKING!). All too often I see startup founders shake their head when reviewing a proposal, with a that’s nice, but that’s not really feasible when I’m still trying to get my product in shape.
In short, be flexible, be malleable. Realize when you’re fitting square pegs into round holes.
TIP THREE: DON’T GET SURGICAL ABOUT EVERY BILLABLE HOUR. No one believes in getting paid on time more than I do. If you expect me to deliver at a specified time, I expect to be compensated for my work at a specified time. However, we live in the real world not an imaginary one, and sometimes in this world people in accounts payable go on vacation, people forget to submit your invoice for processing or the direct deposit might take forever and a day to set up properly. Give your client the benefit of the doubt and don’t roll in acting like a collection agency if your check is under 5 days late. Client service was invented for a reason, people.
While I establish late fees in my contract (usually when payment is over 30 days), I also specify and negotiate payment terms in my agreements. Few companies pay N30 and even fewer pay on receipt. Most companies pay N45 and I’ve even seen N60. Luckily, most of my clients pay N30, and I have a few different gigs happening at once so the cash flow feels continuous (although I admittedly have to get better at budgeting–WIP!!!).
I usually wait five days after the payment due date before I send notes of inquiry because I try to exercise the belief that most people have good intentions and want to pay for the work you’ve delivered. And while I’ll send out the troops for clients who are clearly being egregious with late payments, don’t issue the brigade if the payment is a few days late and exercise compassion for when clients have good reasons for delays.
Also, while it’s important to track your project hours, don’t get crazy over every billable hour. I’ve actually seen emails where freelancers nickel and dime over a 1/2 hour. I’ve read emails where a consultant underdelivered on a project because they didn’t have enough time in the hour allocation. Umm…that’s your fault. As a consultant, it’s critical that you price right, profile right, and allow for flexibility in the contract when the deliverable changes or you encounter scope creep. Delivering subpar work and telling your client you’re doing so will ensure that you will never work for them, or anyone they know, again.
In general, you’ve noticed the constant, quiet refrain of flexibility. While I have iron-clad agreements and I’m pretty direct when it comes to how, when, where I work, I allow for a degree of flexibility for the times when I know being flexibility is an investment in the relationship and future business. Be smart. Don’t think in the billable moment.
TIP FOUR: DON’T ALWAYS BE PITCHING. There’s a time and a place for a sale and it’s not every waking moment. This isn’t Glengarry Glen Ross–know when and how to sell. Education is always an implicit, soft sell. Balance that with upsells once you’ve identified a real need, have established a relationship, and have problem yourself a valuable, trusted resource. Overt sells can be grating and show just how focused you are on money. Yes, we all want to make money and secure successive deals and cash flow, but exercise grace. Be subtle about how you sell.
I’ve created education guides (e.g. social media best practices, worksheets for branding exercises, etc) that I use as investment products and soft-sells. Once I’ve established my value with a client, I’ll often send guides that are relevant for their needs/business, with no explicit sell. I’ve done mini education sessions (or the clients have used these guides for internal education), and I’ve almost always secured MORE business because of it.
Be strategic about the sale and offer additional services when you’ve established trust and value, and have some back-pocket tools that you can offer than can bring you closer to a sale.
TIP FIVE: HAVE A PLAN FOR RECIPROCATING/COMPENSATING FOR LEADS. Can I tell you how many people have received project leads or jobs because of my network? Can I tell you how many people have thanked me or issued a % compensation for their completed project as a result of my introduction or lead. Believe me when I say the former is greater than the latter. I continue to be shocked by the fact that people feel entitled to connections or leads. Every single time I get a lead, I thank the person who made the introduction, because although the project might not come to fruition I have someone new and valuable in my network. If the project comes to fruition, I offer a % referral fee on final payment. Why? Because it’s the right thing to do even if people refuse it.
At the very least be humble and thankful for any lead, even if it’s beneath you, not appropriate, not in budget, etc. I’ve experienced ingratitude that’s prevented me from sharing leads or referrals, moving forward. Every referral speaks to my brand and my integrity and I won’t risk either over an ungrateful/entitled referral.
*Bit of Advice: I accept LinkedIn invitations from people with whom I’ve worked previously and prospective clients. If we don’t know one another, please make an effort to pen an introduction to your connection request. Otherwise, it feels like the equivalent of you walking into my home, uninvited.
Posted on March 16, 2015
For most of my career my mentors and sponsors have been men. In 1997, I entered the workplace in an age where women were just starting to experience the taste of leadership, when they were told by various books and handsomely-paid speakers that they could “have it all” if they were ambitious enough. We had finally recovered from the cruel sartorial joke that were shoulder pads, yet most women still wore tights and sneakers on the subway. Having studied business with both men and women, have interned at some of the most prestigious investment banks alongside men, I didn’t yet understand that there was an invisible line between men and women. In the age of Bill Clinton and this burgeoning phenomenon called the Internet (we had one Internet terminal at Chase when I started and nearly all of us used Lotus Notes for email), I walked into the workplace blind. It was only when I noticed that I was one of few women in banking, it was only when I noticed the ascension of men to higher ranks with ease while women had to constantly prove their worth did I recognize that the divide, although in start contrast to years past, still existed.
It existed when I was #3 in an agency and I noticed that my aggressive, ambitious behavior was admonished while the same behavior from my male counterparts was praised and fostered. I felt that it was not only important that I be admired, but as a woman I must be liked; I must play nice. I must be the caretaker and nurturer while my male counterparts weren’t expected to assume the role of mother in the workplace. I must be assertive, but not too assertive, and after a while I started to get really frustrated.
That’s when I encountered my first extraordinary mentor, Anne Bologna. Anne is a bucket of awesome. She’s smart, passionate, assertive–all the things I want to be as a leader, but she doesn’t compromise. She refuses to play into a gendered role, and has given me confidence in my voice, my role, and more importantly, how to speak up for what I want and deserve. She was responsible for getting me involved with StraightUp, an informal organization that focuses on fostering women execs in the agency world. While I’m no longer interested in being part of the agency structure, the network and the advice are invaluable.
I’m really thrilled to share some tips and advice from a recent StraightUp discussion with Sarah Thompson (Global CEO of Droga5) + Emma Cookson (until recently Chairman of BBH New York). I was unable to make the event because I was stuck in a Miami airport, cursing out American Airlines (never again, people. NEVER AGAIN WITH THIS AIRLINE), but they were kind enough to share the notes from the meeting and they gave me permission to reprint them for you guys. Enjoy!
1. Being Assertive One-on-One (e.g. Negotiating a Raise/Promotion)
2. Being Assertive In Meetings
3. Being Assertive Generally, Day-to-day:
Photo Credits: First image via; Second image: Death to the Stock Photo.