Tag Archives: proofreader

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.

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.

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

SfEP blog round-up May 2017

In case you missed them, here are some of the brilliant members’ blogs published in May 2017. If you regularly publish a blog and would like your posts included in future blog round-ups please get in touch.

Our Scottish mini-conference at the beginning of May provoked a number of interesting blogs from attendees. Here they are all gathered in one place.

The SfEP Scottish mini-conference: a summary by Denise Cowle

Conference capers by Sara Donaldson

My top takeaways from the 2017 SfEP Scottish mini-conference by Jill Broom

Other interesting blogs from members last month:

A day in the life of a freelance copy-editor and editorial project manager by Hazel Bird

Freelancer FAQs by Karen White

What is good writing? by Liz Jones

You asked; I answered: How do I become a freelance proofreader? By Louise Harnby

How to query like a superhero – 5 tips for new fiction copyeditors and proofreaders by Louise Harnby

Thinking fiction: The novel-editing roadmap I and Thinking fiction: The novel-editing roadmap II by Carolyn Haley (published by An American Editor).

OSCOLA Back to basics: Footnote shortcuts by Liz Brown

Making the most of the QAT by Hilary Cadman

Collated by Tracey Roberts, SfEP blog coordinator

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

 

So, what is editorial excellence…? We asked visitors to London Book Fair 2017 to tell us.

The whirlwind that is London Book Fair is over for another year. We are very grateful to LBF for again giving us the opportunity to exhibit at the fair. We wanted not only to spread the word about the SfEP in general, but also to push our message that editing does matter. Which raises the question of what good editing looks like.

We ran a competition* inviting fair attendees to tell us what ‘editorial excellence’ means to them. We had a mixed bag of responses, but with some common themes. Here are some of them:

Do you agree with them all? It’s interesting to note that entries from some of the publishing students and those newer to the profession have a common theme of ‘going above and beyond’ and producing error-free work, whereas those from more experienced hands focus on retaining the author’s voice and balancing the demands of the process.

Perhaps that experience is telling. Learning how to be a good editor takes time. It very much involves acquiring and nourishing our sense of what and when not to change. As editors and proofreaders, we all want our work to be error-free (and cringe when we let through a blooper), but what would ‘perfection’ look like? Often one person’s notion of what is ‘right’ is quite different from another’s. Our job, perhaps, is not to impose our picture of perfection but to get to know what our client’s picture looks like.

Ian Howe presented a seminar for us called ‘Editing matters – doesn’t it?’ This was met with great enthusiasm by a packed room. He gave us some good examples of when not to change, proving that there’s more to editing and proofreading than just knowing the ‘rules’ of grammar and being able to spot typos. To apostrophe or not to apostrophe, that was the question. (The answer is yes if it’s King’s Cross, but no if it’s Barons Court. You just have to know that. Or know when to look something up.)

It’s a tricky business this editing malarkey, isn’t it? It’s just these sorts of questions that we’ll be exploring further at our annual conference from 16–18 September, Context is key: Why the answer to most questions is ‘It depends’. Booking is open now, and there’s an early-bird rate until 28 April. But don’t ponder too long – our conference places usually sell out fast!

*Congratulations to Sophie Eminson, whose name was drawn as the winner from our competition entries. She wins a complete set of SfEP guides.

Margaret HunterMargaret Hunter is the marketing and PR director of the SfEP. She works as an editor and proofreader as Daisy Editorial, and particularly likes helping independent authors with business guides, memoirs and general non-fiction. She loves taming Word’s styles and templates.

 

Navigating the freelance talent pool

BookMachine’s Laura Summers introduces their latest white paper, which talks about how editorial managers can tap into the vast pool of freelance editorial professionals.

Navigating the freelance talent pool

The SfEP directory is a great example of the scale and importance of freelancing and outsourcing work in the publishing industry today. Browsing through the listings gives such an insight into the scale and breadth of professionals all over the country. Everyone on the list is working in publishing; but aside from the moonlighters, most are editing away, far from the confines of a London- or Oxford-based publishing house.

Over the past six years, the BookMachine team have noticed a definite increase in the numbers of freelancers attending events. This might be due to the inclusivity of the community, and that those working outside a traditional publishing company have more company events to attend and aren’t looking to build their network in the same way that those running a small business are. However, we suspect that it is more than that. We think that the freelance talent pool is growing, due to increasing demands for publishers to work on more complex projects with tighter turnaround times and often increased volumes. The need for out-of-house support has never been greater.

With this in mind, working on behalf of Just Content, we produced a new white paper for the publishing industry with vital information and advice on tapping into the freelance talent pool.

It is aimed at editorial managers, though it caters to anyone involved in conducting team projects within publishing. Which is everyone really.

With evidence that the freelance market is expanding both within and outside of publishing, the white paper is a timely reminder of how we can all work together harmoniously.

You can download it free of charge today.

Laura Summers is co-founder of BookMachine – the community for people who make publishing happen. As well as organising events for the industry, BookMachine manage an online network of professionals sharing advice and knowledge. Laura and her team are also available to manage events, business development and marketing projects for small and mid-sized publishers.

Should I renew my SfEP membership? What does the SfEP have to offer?

What’s the point of the SfEP?

The SfEP is a community of like-minded people, fussy about their commas and always willing to share their knowledge and experience. The SfEP forums act as our water cooler, with 120,000 posts to date. SfEP local groups provide support and camaraderie for many members, and the yearly SfEP conference is an ideal opportunity to update your editorial knowledge, to put names to faces and to network. Then the SfEP offers a Directory of experienced professionals; professional training courses, with new ones being added all the time; and specialised professional development days. And much more.

Email us for updates to your entry

Who makes it happen?

Our wonderful team of dedicated and patient staff in the London offices deal with the complex admin required for it all to run smoothly for members. Scores of actively engaged members also work to support their colleagues: in local groups, in social media, before and during the conference, in Editing Matters, on the Directory and the admissions and upgrade panels, on our website, as trainers and mentors; among the many other active members, let’s not forget those who take time to answer questions on our forums. In the background, the twelve directors that make up the SfEP council try hard to address members’ feedback, to manage the show and to make things even better for all of us, while striving to stay abreast of recent developments and to adapt to a changing reality.

What else is the SfEP council planning to do?

Our members need – and deserve – recognition of their profession and qualifications that are meaningful to the world outside the SfEP. Foremost among our recent initiatives is the decision to go for chartership. To this end we have appointed a chartership adviser and have met with the Privy Council Office (which grants charters), the Department for Culture, Media and Sport (our sponsor), Creative Skillset, and some of our sister organisations: the Society for Indexers, the Chartered Institute of Linguists and the National Union of Journalists. All of them have been very supportive of our venture and provided useful insights.

We have drawn up a marketing plan aimed at helping us win and engage more members and letting the world, especially universities and publishers, know what we stand for. We have improved our social media presence, our blog and our website (now with over a million hits). Over the last year we were present at the London Book Fair and at several other events, and we are finalists in the 2017 UK Blog Awards.

There is strength in numbers and our objective is to see an increase in the number of our members. We have high standards and also want to encourage an increase in the proportion of members who opt to pursue their continuous professional development and to upgrade.

Getting in shape for the future

To ensure we are in the best possible financial condition, the council has appointed an external financial adviser and commissioned an audit, from which we emerged squeaky clean. Also in the drive towards a more professional society, we appointed a company secretary and are updating our rules and regulations.

These past few months, we also recruited a new member for our office team, did our best to support staff when one of the team was off ill for several months, conducted staff appraisals and moved some of the clutter from the office into storage.

The SfEP is your society!

None of the Society’s successes this year could have been achieved without you, our members. Without you, the society would not be; without your help, it could not function. And of course, we are always looking for more contributors, either to work in the background (for the introverts) or (for the extroverts) to explain what we stand for to wider audiences, as SfEP ambassadors. And we are likely to need new directors come the AGM in September. Think about it?

Sabine Citron is the chair of the SfEP. Some of her other labels are copy-editor, translator, mother, hillwalker and chocolate eater.

Wise owls: how to market your business in 2017

January is an ideal time to reflect on your freelance goals and identify new ways to promote your editorial business. In their latest blog post, the wise owls provide advice on how to build your business in the new year.

Liz Jones

‘Marketing’ can seem like an intimidating concept, far removed from our usual work as editors, so it can help to think of it in terms of things we can do a little of every day, or every week, rather than a separate task. For me, it’s about keeping myself ‘out there’ in people’s minds – existing clients, clients I would like to attract, and also colleagues who might recommend me. I do this across a range of channels: through my regular interactions with clients (I am quick to respond, helpful and polite); by making contact with potential new clients (by my presence in online directories like the SfEP Directory, LinkedIn or social media, or by targeted emails); and by keeping engaged with what’s going on with my colleagues (via the SfEP forums or other online groups, chipping in when I have something helpful to contribute). I blog too, and it all adds up to what I hope is a positive and helpful online presence, with the overall professional image I want to project.

I don’t do all of these things every day or very aggressively, but rather little and often – the effect is that my marketing builds up to a useful level without my having to put in a massive one-off effort. Having said that, one of my tasks for 2017 is to undertake a more targeted direct marketing experiment, with the aim of achieving specific measurable results for my editorial business.

Abi SaffreyAbi Saffrey

An SfEP directory entry is a great place to start if you don’t have one yet. It’s included in the subscription cost for Professional and Advanced Professional members and we can now edit our own entries – a great way to add in that new software you’ve got to grips with, or include that new client you’re excited about working with. Put a link to your entry in your email signature and it’s like a taster CV for potential clients.

Once that’s sorted, get talking. Make connections. Thanks to the miracle of the internet, this is easier than it’s ever been before. Get talking on social media, through forums, in groups on LinkedIn. Treat people as respected peers, whatever their role, and see what happens. Create relationships – some people may become clients; others could end up being your rock when times are tough. As freelancers, we need both.

Sue BrowningSue Browning

Marketing your business is much more than sending emails or making calls, or even writing a blog or ‘doing’ social media, it’s how you present yourself in all outward-facing situations, and it’s probably unconscious. Wherever you interact – in forums, on LinkedIn, Twitter or Facebook, on your blog, or even face to face – you are expressing your personality and values and, by extension, those of your business. Be courteous, knowledgeable and helpful and, if it suits you, witty or provocative. Ask and answer questions, sympathise and laugh with others, share useful information and stories. Above all, be yourself, and people will notice you for the right reasons. Not all of them will ever want to use your services, but it only takes one… and you may even have some fun in the process.

Margaret HunterMargaret Hunter

If you are marketing then, let’s face it, you are selling something. But what is it, and why would people want to buy it?

‘I’d like you to buy my whatsit. I’m not quite sure what it’s made of, or whether it’s the whatsit you really need … and I haven’t made many whatsits yet, so it might not be as good as other whatsits … but I really need to sell some … please!

No thanks. You’ll know, if you’ve done an internet search for proofreading or copy-editing services, that the competition is fierce. So, imagine the task for an author, business or organisation looking to hire someone. It can be pretty hard to know who to pick. You therefore need to stand out. Hopefully that will be because potential clients can quickly see that what you are selling is just what they need, and that you’re qualified to do the job, making it an easy decision to send an enquiry.

You’ll therefore need to take time to work out what it is you do have to offer, what makes you a good person to offer it, and then find the right words to explain that to others. And the right words will depend on who you are trying to reach. Think laterally – what skills and talents have you built up, in work and in your personal life, that will make you better at doing what you do now?

Some general thoughts:

  • If you’re just starting out, don’t try to offer too much, or more than you have been trained in. Focus on what you know you can deliver professionally and competently.
  • Get the proper training (e.g. from the SfEP or the PTC) and then advertise it prominently, along with your SfEP member logo of course.
  • As soon as you can, get meaningful client testimonials. Whenever you return a job, include a feedback sheet or ask permission to use nice things clients have said about your work in emails.
  • Regularly review your sales offering – is it clear, does it stand out, have you added skills or training?

Posted by Tracey Roberts, SfEP blog coordinator

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