In the previous post of the Designers Working With Writers series, our guest writers shared their feelings about working with designers. Two or more creatives clashing on a project can be a recipe for disaster. However, if we understand how each works within their own expertise, then the door is open to finding a solution.

With this in mind, the next question we asked our Writers was:

How do you work?

Liz

I guess you would say that I’m an undisciplined, disciplined writer. This much I know for sure. I’m not a prototype, an archetype, or even regular, but then I’m not sure that I know a writer who is.

I work in a variety of ways to suit the kind of writing that I’m doing and my background has led me to write for every age from preschool through professors of engineering and in every imaginable genre from fiction, poetry, copywriting, how-to, technical, inspirational, and self-help, which could be the result of having written all of the rest.

When I write the “softer” genres, I often hope to work at night or early in the morning. I Like quiet with time for reflecting to do some serious introspection. I think slowly and often listen to music before I begin to let my thoughts come together. When I have a point of view and message, I write as if I’m on a journey from beginning to end. I might edit a bit as I go, but mostly I get the message out. Then I let the piece sit for a short while. When I return to it, I change all of the clumsy words and take out all of the words that I realize don’t need to be there. It’s really quite fun to edit out the unnecessary words and details. And I’m quite lethal.

When I write the “more structured” genres — things that require research, detail, and accuracy — I’m a top down writer. I plan my work in pieces or sections, the way a designer might storyboard a multi-piece design. I define my ending point — that closing conclusion that I want to be the end that satisfies the reader. Then I determine what would be the corresponding beginning to echo or reflect that ending. Usually I’m doing this first, because the middle is the hardest part for me.

If I have a sense of the beginning and the ending, then I can map out what goes in between. First I do that with the broadest brush strokes and quickly. Then I go back to fill in the details. Each time I return to read it, I challenge the details a little harder to make sure that I’ve not left something out.

For that kind of writing I’m highly focused. I often walk around to find the words and to read what I wrote. I rehearse sentences in my head before I write them, because I find putting the words on paper in such detail visually distracts me from what the words mean. So I get the meaning and the words together before I commit them to the text on screen or paper.

Two things are true of every writer, we have to use both ego and self-doubt to write anything worth writing. And no one can help us write. In those ways, writers are like designers.

ME (Liz) Strauss | Writer | Career coach | Strategic planner
Successful Blog | Letting Liz Be | Liz Strauss.com | The Blog Herald | Performancing.com | Write With ME

Roy

For me, writing is a process, a set of rational steps: the search for an idea; the collection of important stuff; working toward a focus; finding a structure; creating an early draft; revising. I want to involve collaborators as early in the process as possible. I want them to be able to plan and rehearse.

Roy Peter Clark | America’s writing coach
Poynter Online - Writing Tools | Book: Writing Tools: 50 Essential Strategies for Every Writer

Tom

Some days more slowly than others.

Tom Chandler | copywriting : online/blogging : marketing plans
Chandler Writes. You Profit. | The Copywriter Underground

tom

Depends on the project. Mostly I work remote, via iSight, to concept/present. I’ll collaborate w/designers, art directors, or I’ll work alone. It just depends on the scope of the assignment.

tom mullen | writer & proprietor
EXIT3A.com | ANONYMOUS, JR

Following the set format for the DWW series, next up will be How to Choose a Writer.

until the next
Designers WW,
jay, taking over from cat for this post

Get a hold on creep

Dear jay,

One of my clients is driving me nuts by continually asking for changes or alterations to her jobs. She doesn’t seem to comprehend that these modifications take time and are beyond the original brief. Worst of all, she thinks that she shouldn’t be charged extra. Help!

We refer to this issue as ’scope creep’ and the key to handling creep starts with a good upfront and dynamic documentation, and continues by managing the project efficiently and effectively. As the project manager, you have to lead your client through your process, eliciting their commitment at each stage.

Not being an advocate of the “scope creep is absolutely unacceptable” paradigm, I hold the view that scope creep should be expected and processes put in place to handle it. Of course, it is wonderful when a project goes exactly as planned but the larger the project, the more likely you will have to deal with creep even if in only a minor capacity.

Detailed Design Brief

A design brief from your client is vital. If they do not have one, then include the production of one as the first step in your proposal. Getting your client’s views in writing documents their expectations and direction; A valuable tool when the project looks like going off the rails. Check out our Proposal and Creative Brief Resources for further reading, including Stacy King’s Using the Creative Brief at HowDesign.com.

Detailed Proposal

We will save putting together a brilliant proposal for a later time but you can get started with Crafting the perfect proposal by Neil Tortorella over at Creative Latitude and Roger C. Parker’s Write better proposals.

A detailed proposal tells the client exactly what they are getting for their money. It will include your process where you give a clear plan for each phase or major milestone (and minor if necessary), listing for each:

• client input expected including assets and decisions,
• the scope to be covered in detail,
• what is not included, if known,
• the time required,
• the deliverables, and
• the payment required.

As an example, you may need content in electronic format but not included data entry and/or proofreading in your budget. The detailed scope may include the X number of scans and images and Y number of pages.

Out of Scope Process

Include your process for handling out of scope requests, but be prepared to make compromises. An arrangement that suits both you and your client is more likely to be adhered to when it comes to the crunch. Requests for major changes, for example, may mean a halt to the current project while a new proposal is prepared, or they could be assigned to a follow up project.

Inexperienced clients often are unaware of the consequences of what they perceive to be a ‘minor’ change. By discussing this prospect upfront, they have the background to accept your assessment later in the project and can then decide whether to go ahead, defer or cancel the request.

A Change Order should be among your collection of documents and used for every change request whether major or minor. Get it signed by the client! Documenting changes not only saves invoice disputes but also allows you to build a record for future estimating.

Give the consequences of delays in time and cost, clearly and precisely. This especially important, if delays will affect other projects on your schedule. If necessary, you could include a statement to the effect that nonadherance to the timetable will result in the project being downgraded in priority or put on hold.

Make sure you highlight your ‘out of scope’ rate(s) and how it will be applied. Include examples: extra image scans may be a set cost, while extra pages may be charged by the time necessary to produce them.

Project Management

Document each task, how long each takes, where problems arise and how they were resolved. Even though the client is unlikely to see this accumulation, it is an invaluable assistant to fine tuning future proposals and anticipating possible problem areas.

As each phase is completed get the client’s signoff; Include the agreed scope as well as any extra tasks involved listing the relevant Change Orders. Invoice the cost of the changes straight away along with the progressive payment for the next phase. You do get progressive payments, don’t you? Again, include the Change Order numbers or other identification on the invoice, so there is no confusion in your client’s finance department.

Busy clients may forget that a change requested during Phase 1, resulted in an extra charge in Phase 3, so review the next phases to ensure the consequences of any past changes have been recorded and give the client an updated phase plan, if necessary.

Good documentation can help solve client problems. You project a professional image and it gives you the basis to communicate your policies and procedures to your client. A frank discussion is all that is needed to get the money into your bank.

Good luck!

Until the next
Ask jay

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Four steps to a client contact policy

Dear jay,

I find myself in an awkward situation. One of my very good clients quit her job and has decided to go in to business for herself as a marketing representative.

She was a great client and we worked well together but the problem now is, she considers me a professional brain-picking source. She calls to ask how to set files up for press, to find out who the best printer is for a job, etc, etc.

I have told her repeatedly that I am not in the business of training competitors, nor a free ride. We had a big discussion about it. Two weeks went by, but now she’s back at it. I am really sick of it, but what can I do?

It does not matter what kind of consultancy/freelancing you do, you are likely to have to deal with this problem in one form or another. IT get callers asking how to clean up a virus, photographers are queried regarding light settings, etc. While a certain amount of free advice can always be regarded as good client relations, it is very easy for a drop to become a raging torrent!

1. Start from the beginning

Decide how much up-front consultation time you are willing to give a client or prospective client, taking into consideration what will work for both you and your clients. For example, you may decide that a set number of free hours or one free meeting is all you are willing to give and everything else has to be compensated.

2. When to give the green light

Decide if and under what conditions you will not charge a client. You might decide that having a five minute chat with a client now and then is good marketing strategy, but have a prepared phrase or approach to enter into a conversation that clearly signals the client when your clock starts ticking. A response such as “As a quick estimate, the answer to that question will take about (enter number) hour/s to put together for you. I can send it off (date/time) and charge you my usual hourly consulting fee, or would you like a more detailed estimate?” highlights your worth and puts the onus back on the client.

3. Get the cash

Decide how you are going to bill your clients for your advice. This goes along with the adage: A client will not respect your time if you do let them know what it is worth.

For projects, you could add in a number of hours into each proposal, calling it ‘Project Management’, ‘Client Liaison’ or ‘Consultancy’. On each invoice, highlight the number of included hours used and those remaining. Don’t forget to add your rate for time in excess of those included in the proposal. If your first meeting is free, add a line to your first invoice ‘Initial Project Discussion’ or similar wording and mark it ‘Free’ or ‘No charge’.

For times outside a project, you may decide to invoice monthly. I find this much more economical of my time than invoicing each 15 minute or half an hour job/telephone call. Keep a record of your client contact and the subject discussed or the job performed, and list each in your invoice.

4. Get the word out

Make sure new clients are absolutely clear about your client contact policy at the beginning of your relationship, by including a copy in your project proposal.

To put a positive spin to your current clients, announce it as a ‘new consultancy service in response to client demand’.

Until the next
Ask jay

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Dear jay,

I started working with my first client last year, and I have been so overwhelmed with projects they have given me, that whatever little record keeping I was doing, started sliding very quickly. I’ve got to the point where I’m depending on my client’s bookkeeper to alert me about outstanding invoices. Just last week, I got an overdue bill from a printer I have not paid as well. Then the next day, my client tells me I have double-billed them, and I’ve already spent the money!

Help! How do I get control of my finances?

Well, well, well … we are in a fine pickle aren’t we? As a designer you no doubt have all your design practices in place: Job bags/cards, backups , etc. As a business owner you also must have your administration processes in order, or as you have found, things get very messy, very easily.

1. Consult your accountant

No matter what country you live in, you must be able to explain your business transactions to your tax man. You’re required to keep records relating to income, expenditure and taxes. Being a sole trader will mean you have different obligations, than if you are a partnership, LLC or Pty Ltd company. Your accountant will advise on what records you need to keep as well as any other legal obligations you may have. Using accountants as book keepers, however, can be very costly for you and frankly, a waste of their time. So hand over organised records, not a shoebox!

2. Set up your procedure

Sit down with a pencil and paper and think about all the interactions you have with a client and other bodies that might generate a financial transaction: Invoicing and receiving payments from a client, recording bills and making payments for other services and transactions.

Are you going to bill clients monthly and/or ad hoc? How are you going to accept payments? How often are you going to visit the bank to deposit cheques? How often do you have to pay utilities? How are you going to pay them?

How do invoices relate to your job ticketing system? Is the invoice number going to be same as the job number? If it is, how do you identify part payments (eg deposits)?

Make a list of each of your weekly and monthly tasks and how long you think you will need to perform each one. Make sure you allow yourself time to complete each task, so that you are only dealing with paperwork once. For example, if you receive a client’s payment, you need to go get your copy of the invoice, enter the payment into your recording system, and file your invoice away: Not just scribble something on an envelope and chuck it in a drawer.

Make sure you set up a schedule that you know you can maintain. The aim here is to develop good habits while you are not too busy designing, so that once you are, you have a system in place. Consider hiring the services of a bookkeeper for a couple of hours to help you set up: Ask your accountant for a recommendation.

3. Get a diary

Now you know what you are going to do and when, set up your diary to record appointments, payment dates, document lodgement dates, etc. Backtrack and add reminders if there is work that you have to do to prior to any of your dates. Don’t forget to add in your personal appointments!

Whether it is a soft cover bound book or a PDA, you will need to take it with you everywhere, so get something portable.

Before giving a client a timetable for a project, look at your diary and make sure you are also taking into account your administration schedule. Clients will not be offended if you tell them that you will not be able to start on their project till a given date and time. You do not have to tell them that you have to do your banking!

4. Choose your system

Now that you have your schedule worked out, you can decide on your recording system. If you only need to calculate and lodge a tax return once a year, then you will probably find a simple cash transaction system will suit you just fine.

You could use a cash book with pages marked out for income and expenditure, an Excel worksheet or simple software like MS Money or Quicken. Make it as simple as possible, but make sure you are recording all the information about each transaction that your accountant has advised.

As your business grows, you may need more extensive software, such as QuickBooks or MYOB. These will also be appropriate if you find you want to track your receivables (money owed to you), payables (money you owe) or projected cash flows.

If you find that you really cannot (or do not want to) keep up, then consider hiring a book keeper. If you already have a system in place, they will find their job quicker and easier and therefore, less costly for you. Depending on the number of your transactions, you may only have to hire them for a few hours a month.

5. Visit your bank

Make an appointment to talk to an Accounts Manager at your bank regarding the kinds of accounts and services they offer to small businesses. Do not forget to ask about online and automatic banking systems. These can be real time savers and usually worth the small charges.

6. Keep an eye on changes

As a business owner, you need to stay abreast of changes in business laws and regulations: Ignorance is rarely accepted as an excuse. You do not have to become an expert or read all the business journals available at your book store. It could be as simple as glancing through the headlines of your local paper’s business section once a week or setting up a feed to their online version.

If you have any real concerns about an effect on your business, do not be afraid to contact your appropriate professional advisor.

7. Check out your tax man’s website

Believe it or not, you will find lots of helpful information in the small business section of your tax man’s website: Some examples USA: IRS, UK: IR or AUS: ATO. Great time savers are online lodgement and payment services: Your tax man should have a range of options from which to choose. Don’t forget to also check out the Money Matters sections in our Resources under M - N.

Good luck!

Until the next
Ask jay

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Five quick tips for getting new clients

Dear jay,

I’m presently working full time at a design shop. Problem is, I’m bored to tears. I do have a few freelance clients that I work with the weekends and after work, but to feel comfortable, I’d like more.

Could you please give me some advice on getting just a few more clients?

A simple question without a simple answer but here are five quick tips for getting new clients.

1. Check out our Resources

Go to our BoDo Resources page and check out the articles and sites listed under
D - G: Getting Work.

2. Network: Use your clients/friends/family/neighbours

As I mentioned in my The Starting Out and Setting Up Series: Clients, Oh My! post, I have been extremely lucky with clients. These days the referral system is firmly in place and clients find me. Setting up your network can be difficult but over at Creative Latitude, Ronnie Lebow has a great article, A Simple Way to Get Clients that will get you started.

3. Marketing: Marketing, marketing

Did we mention marketing? Our Marketing resources contain lots of websites and articles to get you started.

4. Search: Try the job boards

Again, on our BoDo Resources page you will find a list of job boards.

Warning: Do not be sucked in by the ‘Logo for $50’, ‘I’ll give you more work’, ‘I need want mock-ups/concepts’ type ads found on some job sites.

For a lesson in self protection, pop over to NO!SPEC and familiarise yourself with the concepts.

5. Give probono a go

Probono can be rewarding as well as a great source of referrals, but step very carefully if you are a beginner. Creative Business’ article Pro Bono work: When does it make sense? highlights some of the pitfalls.

Parting tip: Look for new job

If you are extremely unhappy in your present job, you should consider looking for new job. Although this is another topic altogether, I’ll pass on this personal job referral exchange which just came to our attention: whototalkto.com

The site has a simple premise, “All you have to do is contribute a referral you know of, and then you get to search the referrals posted by everybody else”.

Your referral has to be to an inside scoop for a possible job, but can be for any type of position: Someone who is looking for a plumbing apprentice, to a neighbour who runs a sports store and is always looking for sales people, or if you are game, to your boss for your present job!

Good luck!

Until the next
Ask jay

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