Author Archives: Abi Saffrey

English Grammar Day 2018

By Abi Saffrey

Since 2014, the British Library and UCL (in association with PhilSoc and the University of Oxford) have hosted English Grammar Day. Although the event is primarily aimed at those teaching or studying grammar, the variety of sessions makes it a fascinating day for anyone with an interest on what we do with our words.Dictionary entry for grammarI first found out about English Grammar Day 2018 earlier this year (thanks Twitter) and was very keen to go – despite not having studied linguistics for 20 years, it’s still a subject that fascinates me and grammar is part of my day-to-day editing life. And it’s not often that you can get a day of CPD for the bargain price of £10 (and in the wonderful surroundings of the British Library too).

Jonnie Robinson started the day with a look at the British Library’s Evolving English VoiceBank and WordBank – excerpts of people talking about their word choices and grammar demonstrate how grammar forms part of our identity. The next session, presented by Lynne Murphy (an SfEP conference favourite), showed us the differences between American and British English grammar. Nope, not as different as we might like to think.

After a cuppa and a leg stretch, Rebecca Woods discussed how children acquire the grammar needed to ask questions – how they build up the components necessary to create a grammatically correct question (and how short a time it takes them), and of course what funny things they come out with in the process. How chickens?Small chick with other chicks behindTeaching and understanding grammar is on many teachers’ minds following curriculum revamps over the past few years. Suzannah Ferguson, a primary teacher now moving into postgraduate study, explained how there is a generation of teachers in schools who are without grammar knowledge and without second language knowledge. They face a steep learning curve just like their pupils. Suzannah was passionate about reassuring children (and teachers) that grammar is not the scary beast that it can easily be perceived as.

After lunch, SfEP President David Crystal brought humour and warmth to his session about grammar teaching.

‘Poppy knew what adjectives and nouns are.
She’d been drawing circles around them for ages.’

Giving children (and writers) the ability to play with words, to ask why changing the ‘standard’ word order changes the effect, develops their love of language. (Anyone for a game of adjective tennis?) Most children know many grammar rules through their acquisition of language – David believes we quibble and debate about around only 5% of grammar as a whole. We’re all grammar experts by the time we start to learn to write and read.

The final session was a panel discussion with all of the presenters, chaired by John Mullan from UCL. In summary:

  • Breaking (grammar) rules is fun.
  • Observe, explore and investigate language to make it – and grammar – interesting.
  • Usage creates norms.
  • Grammar arguments quickly evolve into identity.
  • Linguistic prejudice is real, and wrong.

Although the day was not directly aimed at editors, it did feed my appetite for language awareness and grammar knowledge. It reminded me to question my own preferences for certain structures or word choices; an author’s voice must be respected when it does not sound like my own.

I will certainly be booking my ticket for English Grammar Day 2019 as soon as the email arrives next spring – join me, editors and language lovers!

Abi SaffreyAbi Saffrey is an editorial project manager and copy-editor, and is an Advanced Professional Member of the SfEP. She really should get around to finding a suitable postgraduate linguistics course.

 

 

 

The views expressed here do not necessarily reflect those of the SfEP.

Why should editors pay any attention to readability metrics?

By Howard Walwyn

Like other things that are not universally loved but keep coming back – general elections, Christmas, the X Factor – readability metrics don’t seem to be going away.

There are people out there who like general elections, Christmas and the X Factor. And there are people out there who like readability metrics. But many who don’t.

“I thought that [setting readability targets] … had long since fallen out of fashion. It’s not a reliable tool, and it’s not appropriate in many circumstances.” (SfEP Forum contributor, August 2018)

This view is by no means isolated and is very defensible. Far better to write like a human than to be constrained by over-simple metrics, which don’t capture nonsensical meaning and can be outright misleading about how ‘good’ – clear, simple or ‘readable’ – a piece of prose is.

Young shocked boy holding open book

Photo by Ben White on Unsplash

What are they?

A quick reminder of what the measures are, pretty much in two classes.

Flesch-type: Simple arithmetic measures of two elements: (i) the ratio of words to sentences and (ii) the ratio of syllables to words. In essence, shorter words and sentences translate to better readability scores.

Other: Widely used by Search Engine Optimisation (SEO) tools, a separate but related class of measures looks at frequency: how often something occurs and whether it is above or below a given threshold. For example if the number of sentences with a passive verb exceeds 10% the prose will be marked down on this metric. Similarly, the number of ‘long’ sentences as defined (20 words, since you ask) shouldn’t exceed 25%. And the number of sentences including a so-called ‘transition word’ should exceed 30%.

Why use them?

Why would any editor in their right mind pay attention to such simplistic notions?

Well, for two main reasons.

As a benchmark

In their own limited way – not sufficient, not even necessary, but still useful – these metrics support intuition surprisingly well. A postgraduate thesis will score around 30 on the Flesch Reading Ease measure. This is one version of the simple ratios mentioned above, scaled into an index which can be then attributed to different reading levels. 30 is hard to read. 60 is plain English. 100 is readable by an eight-year-old child.

I think of them as no more than benchmarks: background data in the back of my mind which helps me judge (1) the level of reader who find might this piece easily readable – which may be very different to who it is aimed at; and (2) how a piece compares before and after editing or compares to work by a similar but different author.

I emphasise that I fully understand the technical limitations. I wouldn’t judge a piece based solely on the metrics. But I do find the information they give me is valuable in its own terms as part of my assessment of the piece.

You can’t drive a car based solely on the speedo. You don’t even really need it that much if you’re an experienced driver. But it’s still a useful part of your armoury at the wheel.

Because clients do

This is perhaps the main reason in practice we, as editors, should be paying more attention even if we have to hold our noses while doing so.

Increasingly – perhaps reflecting the more general drive towards plain English standards in corporate and official life – non-publishing clients are using Flesch and other metrics explicitly as in-house writing targets. A couple of examples came up in a recent SfEP Forum thread on this topic.

“I do some work for a government department … their reports must have readability scores of between 40 and 60, varying according to their intended recipients.” (SfEP Forum contributor, August 2018)

I can vouch for this. One of my clients in the finance sector has set external and internal Flesch readability targets for its comms department and its policy gurus respectively. The arguments are as follows:

  1. On the external (comms) side, they want to communicate in plain English and a Flesch measure is an objective way of at least encouraging that.
  2. On the internal (policy) side they want to improve their management decision-making, and clearer internal writing – which they think is at least partially evidenced by a ‘good’ Flesch score – is part of that determination.

We can help

On this basis it is pragmatic and sensible for us, as editors, to develop some expertise in the tools; while not losing any scepticism we may have for them. We can add value for clients by helping them understand the metrics better, and work with them to help them appreciate the limitations. As Luke Finley said on the SfEP Forum thread I mentioned:

“There’s some evidence applying readability formulas too rigidly can make a text harder to read. To me this is an argument for putting them in the hands of language experts like editors if they’re to be used in a nuanced way.” (August 2018)

In short, keep an open mind. It could help you in your business if you have this expertise. I wouldn’t necessarily suggest volunteering them if the client doesn’t use them. But even that may be apt and valuable for certain types of non-publishing client. And you may help mitigate some of the misapplications that come with limited understanding.

You can even have fun with them. I expose my students’ work to the measures and they are often thrilled or horrified to see how academic (read tortuous) their business writing has become. And often pleased to be set on a path which involves a clear metric (even if a limited one).

Want to know more?

For more information I have published two (yes, two!) blogs on this topic, which I suppose reveals my interest: Flesh of my Flesch and
The Pix Simplicity Measure.

And for a bit of further informative fun, here are the readability metrics for this blog:

  • Flesch Reading Ease 60 (plain English).
  • 24% of sentences are long; 12% are passive; within or close to the guidelines.
  • 34% of sentences with transition words: above the guideline.

In short, I am happy to release this post to the editor in the knowledge that it should be broadly ‘readable’, but you can be the human judge of that!

Howard WalwynHoward Walwyn is a writer, editor, trainer and SfEP Professional Member. After a career in the City, he now helps clients write clear business English and bridge the worlds of language and finance. He is a visiting lecturer in Writing for Business at City, University of London and has degrees in English Language & Literature and Economics. Follow him on LinkedIn or Twitter.

Posted by Abi Saffrey, SfEP blog coordinator.

The views expressed here do not necessarily reflect those of the SfEP.

Wise owls: expect the unexpected

After an unusual British summer, the SfEP wise owls share their tips for expecting the unexpected – what kind of planning can a freelance editor or proofreader do to lessen the impact of illness, bereavement or other life events on their business and clients?

Ceramic owl on wet stone

Hazel Bird

Hazel BirdThere’s often a perception that being freelance means a life free of impositions by other people, and there are certainly elements of truth to that. It’s also true that many clients will be warmly understanding when unavoidable circumstances mean a deadline becomes tenuous. But the cold, hard reality is that sometimes a deadline just cannot be shifted. Sometimes the push might come from the client (they may have financial and scheduling commitments that mean your lateness will create havoc for them) but sometimes the push to knuckle down and hit the deadline no matter what can come from you (if, for example, getting behind on your current project would have an unmanageable knock-on effect on your scheduling of other future projects). The result is often that a freelancer will find themselves working when they really, really wish they didn’t have to.

There’s no magical solution when you find yourself in this situation. Obviously the first step is to talk to your client and find out whether there’s any leeway in the deadline (even a day or two may make all the difference) or whether, for example, you might be able to deliver the work in stages. If you then feel the work will be manageable, get it done while taking as much care of yourself as possible, perhaps varying your usual hours around when you feel more able to focus. Shutting down your email and giving yourself a break from ongoing non-urgent commitments (work and non-work) are other possibilities that might help. And, if you can, look ahead to your future projects and see whether they can be moved around to give you some recuperation time once you’ve finished your current task.

In some circumstances, though, no matter what you do, you won’t be able to hit the deadline your client needs. When this happens, one possibility, if your arrangement with your client allows, may be to subcontract the work to another freelancer whose work you trust. However, if that’s not possible (or desirable), the most important thing you can do for the sake of your relationship with your client is to let them know as soon as possible that you won’t be able to meet the deadline. Few things are more damaging to a business relationship than failing to keep the other party informed about circumstances that might affect their ability to manage their schedules and stakeholders. What happens after you’ve told your client will vary widely between clients, and of course the worst-case scenario is that you end up losing the current project or even future work. Sometimes this is just an inevitable part of being freelance: we’re only human and we don’t have bottomless resources. However, in my experience at least (both as the freelancer and as the client), when circumstances that are truly beyond the freelancer’s control are handled with professionalism and good communication, there is rarely a major loss of future work.

Liz Jones

Liz Jones

Needing to take time off work for illness can be tough for freelancers, and I admit it’s something I haven’t got quite right yet myself! Along with everyone else in the UK, earlier this year I had the winter lurgy and, while I was able to scale back my workload so I could rest, I didn’t feel able to take time off completely. Clients would most likely have been sympathetic, but putting off too much work would only have affected projects scheduled in afterwards, which I didn’t want to have to send elsewhere. I battled through it all, but it wasn’t easy at times. So based on my recent experience, which I didn’t handle perfectly, here are a few tips for mitigating the problem, if not entirely solving it.

  1. If some deadlines can be extended, negotiate this with clients as early as possible. They will usually be sympathetic, even if they can’t give you much extra time.
  2. Don’t try to push on with work if you’re feeling too ill – it won’t be of a high standard. Take a break, or a nap, and come back to it when you’re fresher.
  3. Even if work can’t grind to a halt, ask for and accept help in other areas of life to ease the pressure.
  4. With all projects, try to allow some contingency in the schedule. This helps if things don’t come at expected times, too.
  5. Stay vigilant when it comes to rates. It’s difficult to take any time off if you’re only just covering your costs at the best of times.
  6. Seek the support of colleagues. Freelancing is always demanding, and working through illness is just another aspect of this. A little sympathy can go a long way.

Abi Saffrey

Abi SaffreyI think there are two aspects to dealing with the unexpected: preparing for it, and dealing with it when it happens. Wise financial gurus tell us we should have three months’ income stashed away to cover our expenses if we’re not earning; there are income protection insurance policies that pay out when we can’t work due to illness and injury; the government pays Employment and Support Allowance if an illness or disability affects our ability to work (though if we have stashed away that three months’ income, we may not be entitled).

As well as thinking about the financial aspect of the unexpected, there’s the practical aspects of running a business too – who is going to contact clients if we are unable to? A great suggestion on the SfEP forums a couple of years ago about a disaster plan was turned into a blog post; knowing that everything is in order will mean one less thing to worry about if faced with long-term or terminal illness.

Even an absence of a few days has implications – good relationships with clients are going to be essential when asking for a deadline extension or having to return a project unfinished. The temptation is always there just to keep on going, but sometimes it’s best to be realistic, bite the bullet, take however many days off, and then come back ready for action. Working when unwell or grieving may do more damage – to our work and our health – than good.

Of course, this is all easier said than done – I need to get my disaster plan back to the top of my to-do list!

Sue Littleford

Sue LittlefordFreelancers with corporate experience may have come across disaster recovery planning before, and it’s something you need to take on in your own business – ideally ahead of needing to call on it! Think about all the ways you can come a cropper, and make plans. You may want to investigate income protection insurance and personal accident cover (as well as professional indemnity insurance, in case you blunder because you’re not on top form) so that if you’re unable to work because of ill health, you still have some income.

Your plans will vary according to the type of work you do. I work at book length almost all the time, so I build in wiggle room for my migraines and other contingencies (I usually allow at least four contingency days per project). If you’re whipping through short articles on a tight timescale, that’s harder to deal with, but it does mean you shouldn’t fill all your time with scheduled work – you need wiggle room, too, for everything from a bad cold to a broken computer.

If you can’t spend your time working – a child’s sick, you’ve broken your arm, you’ve been bereaved – then the first thing to do is NOT to pretend it’s not happening, but to communicate about it. Assess whether you’re safe to carry on working in terms of how well you’re still able to concentrate as well as perform physically, and how long you’re likely to be off work. Look at which of your clients are affected and contact them. They may be able to extend the deadline or split a big job with another of their freelances.

Organised freelancers have a buddy system, with a number of trusted colleagues they can refer work to, or who can pick up the pieces. One of the definitions of being a freelancer in the eyes of HMRC is that you can subcontract, so don’t be shy about doing it. But do, again, communicate with your client. And accept that you may lose a job that you can’t finish or can’t start on time – some things just can’t be fixed or worked around.

If you’re hospitalised, then you’ll need someone who can access your computer and contact your clients, perhaps sending them as much work as you’ve done so far. Ruth Thaler-Carter has updated her good piece on the An American Editor blog on planning for and dealing with the worst, which will give you plenty of food for thought, as will Laura Ripper and Luke Finley’s post (mentioned by Abi above). If your ill health is likely to be of some duration, or to impact your ability to work long term, you should explore whether you qualify for Employment and Support Allowance (ESA) with the DWP.

Sometimes, though, the work simply can’t be done in time, so take a look at your contract now to make sure it covers clearly what happens in such cases, and doesn’t allow a corporate client to shift all their risk onto your shoulders. If you’ve taken any part of your fee upfront, how much of it do you refund? What happens to the work you’ve already done, if you’ve begun?

Mostly (judging by a quick poll of the Owls), it’s just a matter of gritting your teeth, propping your eyelids open, taking the painkillers or cold remedy and working long hours to catch up as soon as you’re able. Powering through is grim, but that may be your only solution.

Sue Browning

Sue BrowningThe first step is to recognise that when you are in the midst of a crisis you’re probably in no fit state to work, even if you can put in place arrangements to do so. Don’t try to struggle through. You won’t do your best work and, worse, you’ll do yourself no favours. Above all, look after yourself. It’s never going to be easy, but there are a few things you can do to prepare for a time when you need to put business concerns to one side for a while.

Preparation

You have to accept that you are likely to lose some business, even if it is just for the duration of your absence, but this will be a lot less stressful if you’ve got a buffer of money put aside. I aim to have about two months’ income in a savings account. I know that can be difficult, but start now, and save little and often. I know freelancers can get insurance to cover times when they can’t work, but policies are costly, you pay for their admin, and you don’t get it back if you don’t claim, which is money wasted. Besides, who needs the additional hassle of putting in an insurance claim? (Caveat: this is my opinion, specific to my circumstances, not financial advice! Your personal circumstances will be different and insurance might be a good option for you.)

Ask someone to be your designated actor (DA) and brief them as thoroughly as you can. In particular, tell them how to navigate your email and file system and find out what projects you are currently working on so they can contact your clients if you can’t. If you don’t already have a system that makes that information easily available (spreadsheet, Word doc –  mine’s a mind map), do that now, and keep it up to date. Your business will benefit from this overview, whether you need to use it as part of a contingency plan or not. I’m currently developing a file for my DA that contains information about where to find stuff and any necessary passwords, along with a prepared out-of-office email message and template messages for different clients. Whatever form this takes, it’s worth walking your DA through it if you can, and make sure they are clear on what they are expected to do, and not do.

I haven’t set up any contingency plans to have another editor take over my work. That’s my choice, with my particular customers. Again, your mileage may vary.

When crisis strikes

If you have time, tell your clients what is happening, starting with those who are expecting work from you and those who have already booked you in advance. You don’t need to go into details, just share as much as you feel comfortable with. In my experience, most people are understanding and supportive (one of my customers sent me flowers when my mum died) and will be there when you are ready to get back down to work again.

Again, if you have time, set up your email autoresponder so that incoming messages get a reply that tells them you will be out of action for a while. Then ignore your email. Don’t even look at it.

It’s trickier if your email client doesn’t have an autoresponse option, as I’m not comfortable with my incoming messages getting no reply at all, however cursory. It may therefore be worth monitoring your mail, say once every two days, if you have the capacity to do so. Set up some ‘out of office’ autotext (e.g. using TextExpander or PhraseExpress) so that with little effort on your part, messages at least receive a reply, but don’t be tempted to enter into a conversation – this is just so that you don’t seem rude.

If you can’t do these actions yourself, now’s the time to activate your DA. Have them alert your current and planned clients and set up your autoresponder or monitor your inbox and reply briefly on your behalf.

On your return

When you’re ready to take up the reins again, do take it easy at first. Some personal crises change your life forever, so don’t expect to be your usual self immediately, if ever. Be kind to yourself and be realistic about what you can achieve.

Contact any regular clients and let them know you are back and ready to receive work. Then work your way through any emails that have accumulated in your absence. Triage them quickly, without much thought, into messages that are worth following up and stuff that can be deleted. Delete a lot. The last thing you want is to clutter your inbox and your mind with might-have-beens. Other opportunities will come up. Trust me. That said, if an interesting offer has come in but you missed out, there’s no harm in a quick reply along the lines of ‘Sorry I couldn’t help you this time but I’d certainly be interested in any future projects.’

Don’t take on too much too quickly. Depending on the reason for your absence, and how long it was, you may find you tire more quickly or that concentration takes a while to come back. Listen to your body and mind, and adapt accordingly. You will find a way back… on your own terms.

 

Posted by Abi Saffrey, SfEP blog coordinator.

The views expressed here do not necessarily reflect those of the SfEP.

What is CPD, if not another acronym to spell out and add to the list?

Continuing professional development (CPD) is a recognised, systematic way of tracking your professional development on an ongoing basis. It also helps you to document and reflect on any learning or training that you either undertake formally or acquire informally.A pile of open books, with pens and notepaper between the pages

In some professional and chartered organisations, undertaking a set number of hours’ training and being able to show demonstrable evidence of CPD in case of audit is a requirement to keeping one’s membership and certification to practise. Physiotherapy, nursing and medicine are a few such examples – fields where people’s health, safety and, indeed, lives are at stake. Law is another. The industry bodies for these professions have their own specific CPD structures in place for their practitioners to use and journal their own CPD activities.

Why is CPD important?

In editing and proofreading, thankfully no one is *actually* going to die if a comma is missed or spliced; however, livelihoods and professional reputations are most definitely at stake, and not just the freelancer’s. An author’s sales may suffer from receiving bad reviews on Amazon about all the typos left in their book; a publisher’s relationship with an author may break down over the choice of editor (“Why did you choose this person to edit my book?”), ensuring that the second edition never happens …

This is why the SFEP considers CPD essential for editorial best practice and maintaining high standards, not just among its members but in the publishing profession as a whole. All members of the SfEP are also expected to abide by its Code of practice, Ensuring editorial excellence. Being aware of and following best practice is part of being a professional, doing the best job possible within the constraints of the budget and surviving in a changing industry. Undertaking regular CPD activities is the best way to ensure you’re doing that. These of course include undertaking training courses and attending conferences and workshops, but more informal activities count too: catching up on articles and blogs on editorial best practice; learning a new keyboard shortcut; adding a new macro to your repertoire. Filling in and maintaining your own CPD log is also a great idea, such as jobs.ac.uk’s Interactive CPD Toolkit, a free downloadable guide and interactive log for CPD journaling.

How does CPD help us maintain best practice?

CPD is an essential part of being able to call what you do a career – the word itself implies progress, a person’s ‘course or progress through life (or a distinct portion of life)’ according to the OED – and in order to stay ahead in the game and be the best you can be, you’ll want to keep your skills up to date. It is also rewarding to be able to look back and see how far you’ve come; to have goals to aspire to; and to grow in yourself and your profession. There’s always something new to learn and that’s what CPD is all about: keeping an open mind, always learning and always growing. Where do you want to be in a year’s time, or three years? Or five years? CPD can help you realise your long-term goals too.

What does it mean in the context of the SFEP and upgrading?

The SfEP’s membership upgrade process is designed to encourage its members to think about CPD and to progress through Intermediate Membership (IM), Professional Membership (PM) and eventually Advanced Professional Membership (APM). Aspects such as training and experience are assessed in meticulous detail by an Admissions Panel; and for Professional and Advanced Professional upgrades, this includes references from satisfied clients as well. Evidence of CPD gained in the past 36 months before upgrading to Advanced Professional membership is also required.

Members who have reached these two highest membership tiers are also entitled to their own entry in the SfEP’s Directory of Editorial Services, which is well known among publishers and businesses as the place to look for the best freelance editorial talent.

Put it to the Panel

The SfEP’s upgrade process is shrouded in some mystery, mainly because the whole nature of it is confidential to ensure that every application is assessed fairly and without any bias. All upgrade applications are assessed anonymously; the Admissions Panel assessors never know the identities of the applicants. (This is why applicants shouldn’t post test scores on the forum or other social media, or at least not until an application has been assessed and the result is received.) Panel members are Advanced Professional members of the SfEP. Assessing membership upgrade applications involves weighing up the value of an applicant’s experience, training and CPD to discern whether the SfEP’s standards have been reached.

What makes a good upgrade application?

Here are some (anonymised) quotes from some of the SfEP’s Admissions Panel:

No detail is too small:

“I’m happier with an application that shows that the applicant has taken the time and trouble to read the wealth of information on upgrading available on the website, and has put themselves in our shoes: ‘What can I do in my application that will make it easy for the Panel to say yes?’ This is a skill I’d expect to see in a good copy-editor or proofreader. Can this applicant anticipate their client’s needs and produce, say, handover documentation to meet them? Has he or she actually read the brief? We make it very clear on the website that, for instance, we need to know hours of freelance experience. So produce that information, not in days, or weeks, but hours. We make it clear that we need to know the proportion of time an in-house editor has spent exercising the core skills (copy-editing and/or proofreading) and are delighted when an applicant gives us that information.”

Remember you’re a professional:

“Remember to proofread your application with as much care as you would give to any proofreading or editing job. It should reflect your professionalism and attention to detail. Typos, errors and inconsistencies are noted by the Panel and can count against you, particularly for the higher levels of membership.”

But on a lighter note:

“The Admissions Panel are here to help you upgrade rather than to bar the way, so they appreciate anything you can do to help them help you!”

Continuing professional development is essential throughout a copy-editor/proofreader’s life, and it doesn’t stop when one attains Advanced Professional membership or the point where the work finds you, rather than the other way around. It’s a constant.

The SfEP’s professional development day for educational publishing is due to take place in London on Monday 12 November. You can find out more here.

Got any questions about CPD and the SfEP? Email the SfEP’s professional development director, Anya Hastwell, at profdev@sfep.org.uk.

Anya Hastwell, the SfEP's professional development directorAnya Hastwell is an Advanced Professional Member of the SfEP as well as serving as its professional development director. After working in-house for several publishers for nearly 10 years she went freelance in 2014, and works on an enticing array of non-fiction material from medicine to history, ably distracted assisted by three feline helpers. 

 

Posted by Abi Saffrey, SfEP blog coordinator.

Briefs


Susie Dent's Wonderful Words

All editors rely on a good ‘brief’, a word that has come a long way since it first crossed into English from French in the Middle Ages. An editor’s brief today is a short summary of what is required for a particular job.

‘Short’ is key here, for ‘brief’ is rooted ultimately in the Latin word brevis, for ‘short’. A breve, for the Romans, was a short summary of an official document, and, by extension, an official note or dispatch, the classical equivalent perhaps of a message by telegram. From then on, whether we’re talking underpants, the musical note ‘breve’, or the process of abbreviation, ‘shortness’ and ‘brief’ have gone together.

Different kinds of underwear hanging on a washing line

In the course of this lifetime, and before landing firmly on the editorial desk, ‘brief’ came to embrace a whole host of meanings. They included a royal mandate or a letter from the Pope on matters of discipline (less ample and solemn than a bull), and a letter of credentials given to mendicant friars. This is to say nothing of its cameo stints as a pawnbroker’s ticket, a cabbie’s licence, and a policeman’s warrant card.

In law, a brief can mean two things: the summary of the facts of a case, or the lawyer conducting that case. When it comes to humour of course, it can also mean a third. Barristers once traditionally carried a bag of green cloth in which to ‘carry their briefs’. Today’s members of the Bar are a little tired of the inevitable joke, though one slang dictionary from the 18th century does note that ‘These gentlement carry their clients’ deeds in a green bag; and, it is said, when they have no deeds to carry, frequently fill them with an old pair of breeches … to give themselves the appearance of business’.

Knickers and pawnbrokers, cabbies and criminals: for the most prosaic of words, ‘briefs’ have had a surprisingly adventurous ride.

Susie Dent, honorary vice-president of the Society for Editors and ProofreadersWonderful Words is a regular feature by Susie Dent, honorary vice-president of the SfEP. Susie is a writer and broadcaster on language. She is perhaps best known as the resident word expert on C4’s Countdown.

 

 

Posted by Abi Saffrey, SfEP blog coordinator.

Standards and the SfEP

Standards, in one way or another, lie at the heart of almost everything that the SfEP does. When Norma Whitcombe called the meeting in November 1988 that resulted in the formation of the Society, one of the agreed aims was to encourage high standards based on high-quality training and engagement with publishers. Thirty years later, while our horizons have expanded to include much more than just traditional publishing, our mission remains the same: to uphold editorial excellence.

A hand writing words: knowledge. learning, experience, skills, ability, competence, training, growth

From the outset, the SfEP has sought ways not only to encourage high standards but to measure them as well. As early as 1996 the Accreditation and Registration Board was established, and a rigorous accreditation test, supported by a programme of training, enabled members to become accredited proofreaders. More recently, the then tests and mentoring director (now our chartership adviser) Gerard Hill established our current online basic editorial skills test, launched in 2014 and supported by a detailed editorial syllabus. Our system of membership levels rewards excellence in editorial practice while offering potential clients the reassurance that members in professional grades have the necessary training, knowledge and experience to provide the quality of service that they require.

Anyone who uses the services of an editor or proofreader would expect the person they commission or employ to have the skills to do the job. But how can they be sure? If you were looking for a plumber to fix your boiler, or seeking advice from a medical consultant, you would expect them to have taken the necessary training and hold the certification to prove it. Clients should have the same expectations of an editorial professional, which is where the SfEP comes in.

Anyone who aspires to become a Professional or Advanced Professional Member of the SfEP must meet the standards expected of the grade, and every application for those membership levels is independently and anonymously assessed by our Admissions Panel, made up of knowledgeable and experienced members of the Society. Their assessment requires evidence of suitable experience, know-how and training, together with a commitment to continuing professional development. As a result, you can be confident that a member of one of the SfEP’s senior grades will know what they are about.

In support of its mission to uphold excellence the Society has created a detailed code of practice, first issued in 1995, to which all members must adhere. We have also prepared model terms and conditions that can be used or adapted by members to enable them to establish a professional relationship with clients, and to help clarify understanding and expectations, for both parties, of the work that is being undertaken. In the unlikely event that anything should go wrong, the client has recourse to a rigorous and independent complaints procedure, which has been revised and updated this year to ensure that it meets and exceeds the standards that would be expected of our Society.

The heading of ‘standards’, then, encompasses many aspects of the SfEP’s work, but the concept of excellence is a thread that runs through all aspects of what we do. Professional and Advanced Professional Members are expected and encouraged to undertake continuing professional development to ensure that they refresh their skills and keep up to date with current practice. The Society’s training programme offers courses, many of them available online, to support both new and established members. Looking ahead, our existing basic editorial test will in due course be complemented by an advanced test to help ensure that members have demonstrated unequivocally that they have the knowledge and experience expected of them.

Our quest for standards in editing and proofreading, however, goes further than simply ensuring that our members have the skills that clients expect and require. In seeking to become a chartered institution, the SfEP’s aim is to ensure that editorial excellence is universally recognised and promoted, so that anyone seeking the services of an editorial professional can have confidence in the quality of the service they will receive. But if you are looking for a copy-editor or proofreader then there’s no better place to start than the SfEP’s online directory.

Ian Howe, the SfEP's standards directorIan Howe has been a freelance proofreader and copy-editor and an SfEP member since 2004, and joined the Council as standards director in 2017. Based in north-west Cumbria, he has worked on a wide variety of subjects and is also a distance learning tutor with the PTC.

 

Posted by Abi Saffrey, SfEP blog coordinator.

PerfectIt Cloud: what Mac users have been waiting for

Simone Hutchinson reviews Intelligent Editing’s new PerfectIt Cloud, the first version of the respected consistency and error checker to work on Macs (in Word 2016).

The full version of this review first appeared in the July/August edition of Editing Matters, the SfEP magazine. (Note: Simone was using a beta version so that this review would be ready in time for the official launch of PerfectIt Cloud.)

Introduction

Having been invited to review PerfectIt Cloud for Mac (beta), my main concern was that my relatively meagre experience of using editorial support software would prevent me from making the most of PerfectIt and limit the value of my report. I hope that what follows will help you decide whether to purchase the software; this review should be relevant to Mac users who have not used PerfectIt before.

I tested three different kinds of Microsoft Word document: a US geology article (~2000 words), a non-native English law journal article (~6000 words) and a UK law book (~46,000 words).

Is it easy to use?

Installing and setting up PerfectIt Cloud is straightforward.

If you are using PerfectIt Cloud for the first time, you will be presented with an outline of its features. This start-up introduction to the software emphasises its role as a style sheet and consistency tool. If you are an experienced editor, I think these start-up welcome screens are the only preparation you need before using the tools. PerfectIt is so easy to use that I do not think there is a need for a new user who is an experienced editor to require training on PerfectIt, although watching the demo videos would still be useful as I feel that audio and visual walkthroughs help cement what is learned by trial-and-error practice. However, for editors who are new to the profession, some training in the use of style sheets and consistency checks would be extremely helpful prior to using PerfectIt.

The sidebar has an intuitive design that presents its information clearly, although there is one minor flaw: the floating ‘i’ icon that appears in the right-hand corner of the PerfectIt panel sometimes obscures the ellipsis button.

Screenshot of PerfectIt Beta information menu

PerfectIt’s information menu

At each stage of the analysis process you are presented with the option to view the location of the suspected error and to fix it. If a long list of locations is offered, you can fix items selectively or have them all done at once. This is particularly useful if your document contains quoted matter (where you don’t want to change the source’s spelling or style). If you accidentally choose ‘Fix’, don’t worry, there’s an Undo button. Being able to review every word that PerfectIt flags up is useful for compiling a word list in your style sheet.

When testing PerfectIt on a legal text (a book on interpreting housing legislation, aimed at the legal practitioner), it helpfully pointed out that the style setting I applied at the start of the analysis (UK spelling) prefers the spelling of judgement with the ‘e’, but that ‘judgment’ may be required in certain legal contexts. Well done, PerfectIt!

Screen shot of PerfectIts hyphenation of phrases section

Option to fix an item or move to the next step

At the end of the process you are able to see a list of the changes that PerfectIt applied, by clicking on the button ‘See what PerfectIt did’. This list has a useful ‘Copy’ option, which means you could maintain change reports for your clients (or your own use). And other reports are offered for viewing at the end of the analysis: ‘Table of Abbreviations’, ‘Summary of Changes’, ‘Text in Comments’.

Screenshot of PerfectIt Cloud's navigation and test page

Click the ellipsis to reveal the full test list.

Will it save me time?

PerfectIt saves time in the workflow by automating a useful range of spelling, punctuation and style checks. It analyses the text to identify inconsistencies in spelling, capitalisation in headings and phrases, hyphenation of phrases and words, abbreviations defined twice or not at all or not used, brackets and quotes left open, and list punctuation.

PerfectIt also lists abbreviations without definitions, which, in a document that contains numerous instances, saves you time by providing you with them all in one list — compared with the process of discovering them manually one by one and adding them to a separate list. You can deal with them all in one go with PerfectIt. However, the ‘Table of Abbreviations’ report option at the end of the process did not work in the Beta version (but should be fixed in the release version).

Without the aid of software automation tools, the time it takes to perform a standard copy-edit on a set length of text will vary from editor to editor. I hope the following timings can be compared with those of your current workflow. The legal book of 46,000 words took me just under one hour to fully check, using every possible test in PerfectIt. The mining article took less than ten minutes. The non-native English law journal article took around 15 minutes. Completion of individual tests can take up to 30 seconds, but on average they took around five seconds.

Will it improve my work?

One of the advantages of PerfectIt is that it trains you to think methodically about your workflow, which in turn helps you become a more efficient editor and writer. After repeated use of its step-by-step approach, combined with clear visual walkthroughs of each step, you will memorise a large part of your editorial checklist and be able to quickly prioritise certain tests according to the kind of document you are working on. While I am not suggesting that this is the death of pen-and-paper checklists, which by the act of writing them provide a similar kind of memory training, there is no doubt that this software helps you to focus more on the work. It does the menial work for you, but makes that menial work visible and requests your approval at each step, so you will not forget essential editorial processes. Consequently, you will spend less time and mental effort on the activity of checking for problems while increasing mental effort on the job from a management perspective. PerfectIt is your editorial assistant and even a bit of a copy-editor. You can become a better editorial project manager by using it.

By saving you time through greatly reducing redundancy in your workflow, PerfectIt also minimises time spent typing. For people with health conditions affecting the hands, this unexpected benefit will be a welcome bonus.

What are my criticisms?

In terms of functional problems with the PerfectIt Cloud, I only noticed some slightly buggy behaviour of the report options and the location of the floating information icon. These should be relatively easy to fix by the time of release, hopefully. A usability improvement might be to move ‘Check Consistency’ from the styles menu to the tests menu.

PerfectIt Cloud is not a comprehensive editor’s toolkit. It does not check footnotes, table or illustration captions and their cross-references, URLs, header or footer matter, or page or section breaks, and does not offer any options to work with Word styles. Neither is it designed to check for inaccuracies in grammar. For editors keen on customisation options, PerfectIt Cloud might seem limited – but this is more of an observation than a criticism (and the developers do promise these are coming in time).

Is it worth upgrading to Word 2016?

You need to have Word 2016 to run PerfectIt Cloud on a Mac. I upgraded from Office 2011 to 2016 this year, and have found there to be a few useful benefits. Importantly for editing, the review panel is better. The redesign of the menus in general improves the logic of menu items as well as their visual presentation (less cluttered now, and simpler). Word 2016 feels lighter, better organised and clearer. These things probably have helped me focus better on projects. With all these benefits, I have found the upgrade worth it.

I can see that using PerfectIt will increase my productivity and reduce the psychological resistance I put up to dull tasks. It will make the physical aspect of editing work easier (less typing). It will help me become a better project manager.

The price of PerfectIt Cloud for SfEP members is $49 per year (available via the SfEP website). I think it is well worth it, especially considering that further features will probably be added.

 

Simone Hutchinson

Simone Hutchinson began freelance editing in 2017 after nine years in editorial support and house editor roles in academic publishing. In February 2018 she set up Orlando Press.

 

 

Posted by Abi Saffrey, SfEP blog coordinator.

The views expressed here do not necessarily reflect those of the SfEP.

Round-up of blogs published by SfEP members

Many SfEP members share valuable professional advice in their personal blogs. We have collated our favourite recent blog posts below, covering a range of topics, including setting business goals for the new year, and advice on self-publishing, writing and social media.

If you currently publish a blog on your business website and would like to contribute to a future round-up, please contact our blog coordinator, Tracey Roberts.

The long haul by Liz Jones

A year in review and looking ahead by Katherine Trail

End of year reflections of an editor and writer by Sara Donaldson

2017: an end of year review by Liz Brown

Forget the resolutions – 5 New Year practices for proofreaders and copy editors to help the working day go with a swing by Alexa Tewkesbury

Why editors are like actors by Melanie Thompson

What should I write in my first blog post? By Liz Dexter

Consistency matters in business writing: developing an individual style guide by Howard Walwyn

On the basics: so you want to be a blogger? By Ruth E. Thaler-Carter (An American Editor)

Process flow for a manuscript by Kate Haigh

LinkedIn: how to improve engagement in 2018 by John Espirian

Preparing for self-publishing: how to get started by Catherine Dunn

The views expressed here do not necessarily reflect those of the SfEP

Upgrading your SfEP membership: Advanced Professional

If upgrading your SfEP membership is a career goal for 2018, it can be daunting to begin the application procedure. But members who have successfully upgraded their membership can be a source of valuable advice on how to prepare your application.

To help, the blog team will be publishing a series of posts on applying to upgrade your membership, beginning with advice on achieving Advanced Professional Membership.

Toby Selwyn

My overriding impression of the upgrade process was how incredibly easy it was. In part this was because I had upgraded to Professional Membership around eighteen months before; since the information I provided for that application was transferred directly to this one, there was no need to resupply it. The online system is easy to use, mostly very intuitive, and inputting the new information took less than an hour.

The one unintuitive element of the process was how to indicate that my Professional application needed to be carried forward, as there is no obvious place to include its reference number as requested. An email to the office resolved that quickly, but it would be useful if it could be made clearer within the system itself.

In terms of building up the upgrade requirements, my only concern was the 100 hours of work that need to have been completed with a client for them to be allowed as a referee. As a fiction editor, I work primarily with independent authors, usually on one-off projects; within the last two years, I have only gained 100 hours’ work with one author. Fortunately, I did have enough experience with my few publisher clients to make up for it, but this requirement could be problematic for editors who specialise in working with indies.

Overall, the process was straightforward, and the office staff were very quick to help when needed. I would strongly advise anyone considering upgrading to go for it.

Catherine Hanley

To be honest, I’d always thought of Advanced Professional Membership as some kind of semi-mythical grade that wasn’t for the likes of me. But, I thought, have I reached the stage where I could at least check the requirements?

I’m glad I did: now I knew exactly what I needed to do, and that I wasn’t as far off as I’d feared. And I was reminded that perhaps I hadn’t been quite as assiduous as I could have been in keeping my CPD up to date and in logging all the hours I’d spent on each job. Sure, I’d done some training courses, but how many of them were recent? And yes, of course I’d been sending out invoices, but had I kept a separate record of the hours worked? Ah.

I went back through every filed invoice and every job I’d done professionally, dividing them into ‘work for publishers’ and ‘work for non-publishers’, then started a spreadsheet to log the invoice date, the client and the hours worked. Bingo: I knew I’d done a lot of work over the years, and it turned out I had enough experience. I was then able to email contacts at regular clients with exact figures on the work I’d done for them over the years – would they mind being a referee? They agreed.

Next, training. Not enough in the last three years, but now I knew where the gaps in my work experience were, I could find a relevant course. Living as I do in the middle of nowhere, the variety of online choices was a godsend. I confess I started off with upgrade points in mind, but the course I chose was one I should have done anyway, so I’m glad I had the incentive – and I picked up a number of tips and techniques that have been very helpful in subsequent work.

Finally, after several months, the online SfEP upgrade form. There it was. But it was laid out very logically, and with the correct information to hand, it was easier than I expected to fill in. I was delighted when I was informed that my upgrade had been successful. Tea and new business cards to celebrate!

If I had any tips, they would be: organise your record keeping as you go along, so you don’t have to spend time checking back through everything. Oh, and keep your training up to date, whether you’re applying for an upgrade or not!

Michelle McFadden

I did it. Finally. And it only took me about ten years.

I had been an Entry-Level Member (previously an Associate) of SfEP since the late noughties and my incomplete PTC Basic Proofreading course had been around for almost as long. I would start work on it and then other things would intrude: good things like parenting, holidays and work. I have interspersed freelance work with challenging in-house positions that provided training, structure and collegial feedback. The motivation to finish the course diminished as time went on.

In-house work and freelance editorial project management provided me with all of the hours of experience that I needed to upgrade. The truth is that my in-house training may have been enough for my upgrade application, but I’m too stubborn to have even investigated that possibility.

With the encouragement of my edibuddy accountability group, I finally completed the PTC course to give me those all-important training points. I procrastinated when it came to completing my upgrade application form, but I shouldn’t have; it was easy and straightforward and took a surprisingly short amount of time.

So now I have the assurance that my years of experience are now complemented by SfEP Advanced Professional status (which can only improve my position when pitching to clients). As the organisation moves towards chartership, I believe that will become increasingly important. I haven’t had my directory entry long enough to have experienced an increase in client approaches, but I do have a deep sense of satisfaction that something that has been on my to-do list for a very long time has now been achieved. And that feels good.

Hugh Jackson

Over my two and a half years as a member of the SfEP, I’ve now done the full circuit of the four main membership grades, and thus done the upgrade procedure three times. My latest upgrade was in June 2017 to Advanced Professional Membership, giving me a shiny gold badge on my directory entry and an @sfep.net email address.

Upgrading is so much easier with careful record-keeping. Right from the start I’ve kept a spreadsheet of everything I edit, even the tiniest project. As well as being invaluable for performance reviews and marketing, this record made the process much easier. My records told me to the minute how much relevant experience I had for each membership grade, along with the dates and lengths of each project and whether they were copy-editing or proofreading, all things that are necessary for the experience section of the upgrade form. Because it was all there, I simply deleted unnecessary columns and uploaded the spreadsheet with my upgrade form.

I also had PDF copies of CPD certificates saved on my computer that I could upload for the training requirement, and I asked my favourite clients whether they’d be able to give a reference (as one referee was a non-publisher, I also had to do the Basic Editorial Test).

The process is really straightforward and far quicker than expected: mine took just three days from application to approval. When I had a question (whether a reference from a previous update could be used for this one – it can), the office staff were quick and helpful as always. Remember, if you’ve upgraded in the past, you’ll have been emailed a copy of your last upgrade application, so you can copy bits from that.

John Espirian

I suspect most people who are asked about upgrading to Advanced Professional Membership will say the same thing:

“I wish I’d done it sooner.”

“The process was much easier than I thought it would be.”

“Don’t delay.”

All of the above are true for me. I delayed my upgrade attempt for well over a year, always putting it off with thoughts about not having enough upgrade points or not having enough time to get through pages and pages of the application process.

Eventually, I decided to sit down one afternoon to draw together all of the sources that would contribute to my upgrade application and then to make a start on the upgrade form. I thought if I could put in a couple of hours, that would at least break the ice and I’d be more likely to get the whole thing done sooner or later.

Needless to say, I was kicking myself when after a couple of hours I’d done all the data gathering AND completed the upgrade form in its entirety. It was all so quick that I had to double-check that I hadn’t missed something major. Why hadn’t I done it earlier?

I was impressed at how efficient the office were in processing my application, and the good news about my APM status was confirmed within three weeks.

I’d encourage anyone on the fence about upgrading to set aside a few hours and get it done. It’s really not as scary as you might think.

A word about anonymity

To ensure complete fairness, all upgrades are completely anonymous. After being processed by the staff in the office to remove all identifying information, they are passed to the Admissions Panel, whose identities are also secret – not known even to Council members. In order to maintain this anonymity,  we ask you not to discuss your upgrade application in places where members of the Panel might see it. In practice this means on the forums, in local groups and on social media. We are of course always delighted to see members taking their professional development seriously, so by all means celebrate your success in those channels once it has been confirmed. We share your excitement and sense of achievement.

Wise owls: freelance business goals for 2018

This month, the SfEP wise owls share their tips for setting realistic goals that match your individual ambitions, and consider how small changes can have a big impact on your career in 2018.

Being motivated to set goals to boost your career in the new year can be difficult. Many feel compelled to set over-ambitious resolutions to make this THE year they achieve a high-flying freelance career, regardless of their personal circumstances or goals. If you are feeling overwhelmed by the expectation of planning for the new year, don’t worry, the SfEP parliament is here to help.

Sue Browning

Sue Browning

Around the turn of any new year there’s always a plethora of advice on reviewing the year just past and setting goals for a brave new you in the year to come. And it’s always good to take stock and review what worked for you and what didn’t, what you enjoyed and would like to do more of, and what you never want to do again. It’s also good to review your fees, check out software and other tools, and look over your processes and see if they can be streamlined.

I’m going to say something heretical now. I’m not much of a one for setting goals and, with a few exceptions (CPD, holidays), I don’t make hard plans. Instead I try to make incremental changes in my behaviour that work towards increasing my overall efficiency and enjoyment of my job and life as a whole. The thing with incremental changes is that they are achievable and sustainable; the ambitious goals one tends to set under the influence of inspirational advice quite often turn out to be neither of these.

So why not resolve to learn some (more) keyboard short cuts – not just for Word, but for Windows/OS, your email client, Acrobat/PDF-XChange. Start with maybe one or two of the commands you use most frequently, learn or make short cuts and use them until they become second nature, then learn another one or two. Do the same with Find & Replace commands and maybe macros. Start simple and work up. If you do this regularly, you will soon accumulate a good arsenal of tools and techniques, you’ll be more efficient and your mouse-clicking finger will thank you.

Many of us will have just paid our tax bill, so it’s also a good time to start planning for the next one. If you can, consider setting a percentage of your earnings aside every month so next January (or July, if you’re in that bracket) isn’t such a worry. Put it in a high-interest account and try to forget about it. If you can afford it, also put some money aside longer term, to help tide you over those times when you are ill, or even as something for your retirement.

Hazel Bird

Hazel Bird

My suggestion for setting New Year business goals is to make this an opportunity to really focus on the one, two or perhaps three things you want to do with your business this year, or maybe improve on from last year. It’s all too tempting to look at all the interesting courses, self-development and business development ideas out there and want to do all of them. However, by spending some time thinking about what you want your business to look like by Christmas 2018, drilling down to find the key actions that are most likely to get you there, and then making sure you actually have time to carry out those actions, you’ll be more likely to see some real results from your efforts.

 

 Abi Saffrey

Abi Saffrey

Setting goals when you run your own business can be harder than doing it as an employee – there isn’t anyone else looking at the bigger picture for you. You’re the strategist, the business development manager, the marketing master, the holder of the purse strings and the person who has to make the results happen.

Whatever goals you set, consider how you are going to achieve them, by when and, just as importantly, why you want to achieve them. The hardest goals to meet will be the ones that are there just for the sake of having goals.

Break goals down into what you need to do to achieve them: your income won’t rise, your costs won’t fall, your skills won’t stay relevant, you won’t have a new service to market if you sit around waiting for some magical, mystical external force to make it happen.

Whatever goals and actions you decide on, there should be some training or CPD in there – it might be to learn a new skill, refresh or improve an existing one, or deepen relevant knowledge. You don’t know what you don’t know, and even training that revisits what you already know will keep you and your business on track.

Review your progress against your goals regularly – put reminders in your diary – and it’s okay to revise them, add to them or get rid of them if you realise they aren’t working for you or your priorities change. Keep records on progress or changes so that you can monitor your actions and decisions – and it’ll help you to keep the things out of your next set of goals that, it turned out, gave you nightmares.

Sue Littleford

Sue Littleford

Starting the year with a blank sheet of paper for your business new-year resolutions can be a bit daunting, but don’t overwhelm yourself with an impossible wishlist, or the feeling that this year you Must Be Perfect. Who needs that stress? Just aim to be better in some areas.

Review your financial records and decide on a training and development budget and an income goal, and think about what training you want to undertake. What do you need to upgrade? What do you need to fill in gaps in your knowledge or to consolidate what you already know and boost your confidence? What do you need to keep abreast of new developments in publishing or to add a new service to your offering? Must it be paid-for training with a certificate at the end, or are there YouTube tutorials you can do? Can you afford it this year, or can you at least save some money towards it, and do the training in 2019?

Think carefully about timing for best results. If you’re looking to expand your client base and one of your selling points is that you’re available throughout the summer, start cold-calling/writing two or three months before the main holiday period when many clients are wondering how they’re going to cope with their freelances taking time off.

Are there any clients you need to fire, who pay too little, or are more trouble than they’re worth? Make time to find and work for new, better clients.

Do you want to engage more fully with the SfEP? Do you have the capacity to volunteer? Or do you want to go to your local group meetings consistently? Perhaps your resolution will be to read all the SfEP emails and see what the Society is hoping its members will help with.

Maybe you have a hitlist of little niggles – procedures you want to nail down, documentation and templates you want to develop, a Word hack you want to find. Log them and tackle them.

Scatter your resolutions through the year – don’t try to start everything at once. And put review points in your diary when you’ll evaluate how much you’ve already achieved and decide the next steps. Resolutions are for life, not just for January.

John Espirian

For those new to the editorial profession, the best place to start is by taking good quality training. Without this, most people will lack the skill and confidence to do a good job for their clients. Thorough training should be a minimum requirement – so put that top of your agenda if you’re just starting out.

My goals for business success in 2018 are based on improving my marketing so that I can be better known in my space. That means continuing to post relevant and helpful content on my blog and looking for opportunities to enhance my profile via other streams.

One method I like is to appear as a guest on podcasts, as this is a quick and easy way to introduce yourself to new audiences. I’m aiming to make it on to 10 podcasts this year.

I’ve also decided to dedicate a little more time to in-person networking, so will be attending three conferences in 2018, including the SfEP’s annual conference at Lancaster University in September.

Liz Jones

I find it helps to have a clear understanding of where I’m at to see where I want to take things in the future. It’s worth spending some time analysing your business to find the answers to questions like ‘where does my income come from?’ (by client and by sector), ‘which clients pay best?’ (and worst) and ‘what do I spend most of my time doing?’. I did this last year, and the answers were illuminating – and in some cases quite surprising. Finding out what was really happening in my business enabled me to make some big decisions about who I wanted to keep working with, who I didn’t, and the type of work I wanted to spend most of my time doing. As a result I’ve streamlined the types of work I take on, but increased my income, and have also found time for creative pursuits on the side. Without taking the time to understand at a very detailed level what was happening in my business, I might not have felt able to make such changes for the better.

 

The views expressed here do not necessarily reflect those of the SfEP