Category Archives: Flying Solo

Flying solo: Training and CPD as a business asset

In ‘Flying solo’ this time around, Sue Littleford sets out why we should always consider training and CPD a vital cog to keep the wheels of our business turning.

Huh? A business asset? Training and continuing professional development? Well, yes, that’s exactly what it is. And as with the acquisition of any asset for your business, it’s something you should approach with deliberation.

If anything will bear a cost–benefit analysis for a sole trader or other small business, it’s the investment of your time and money in refreshing and developing skills and learning new ones. So let’s take a look, first, at the benefit side of that equation.

The benefits of training and CPD

Knowing what you’re doing: investing in your training, rather than relying merely on having a good grasp of spelling, punctuation and grammar, is one of the principal ways to keep imposter syndrome at bay. You will know you know what you’re doing.
Marketing: when you’re confident that you know what you’re doing, it’s so much easier to market yourself and to craft robust CV and website text. Ayesha Chari demonstrated this beautifully when she wrote her out-of-office message before attending the 2023 CIEP conference: ‘I’m taking time off for CPD this month to raise my editing skills and business services for my clients!’ Clients do love a supplier who is up to date and investing in their skills, and I shall be brazenly stealing Ayesha’s idea!
Upgrading: I’ve been to the upgrade Q&A at the last two CIEP conferences and know that training is absolutely key for upgrading, as is evidence of recent CPD to become an Advanced Professional Member, so lay the groundwork now, with a solid basis in the core skills (how to actually proofread and/or copyedit) as a launchpad for future needs when you niche down. No knowledge is ever wasted. And a Professional (or Advanced Professional) Member badge on your website, marketing materials and socials is a great selling point.
Upgrading to at least Professional membership is not only a requirement for remaining in the CIEP beyond seven years, it also feeds into marketing as then you can take out an entry in the Directory, the go-to place to find an editor or proofreader for a huge range of clients. You can complete the training section of your Directory entry as another way of demonstrating to clients that you’ve invested in providing a good and knowledgeable service to them.
Working efficiently and effectively: when you achieve this, you can improve the effective hourly rate you achieve in fixed-fee jobs, as well as feeling in control of your business.

The costs side of the equation

As with any asset, you need to decide what it is you need to learn, where you’re going to source it from, and exactly which course from many offers to choose. When you’re spending your own money on training, rather than your employer’s, these decisions become acutely important.
Budget time to do the course as well as the money to pay for it. It’s a waste if you buy a course then never find the time to do the learning. With self-directed courses, it’s far too easy to keep kicking that can down the road until access to the course is running out and you sprint through it far too quickly to get the most out of your investment.
Besides the time spent on the course itself, also budget for time to elapse between courses. Allow yourself the chance to embed your learning, to practise those new skills and to make them your own. Filling your head with a cascade of new ideas to implement can lead to incoherence, overwhelm and, yes, imposter syndrome. Take a breather between courses.
Plan: you can’t do everything; you certainly can’t do everything all at once. There’s a tab on the Training and CPD spreadsheet in the Going Solo toolkit (CIEP members only) to keep a wish list of courses you want to do. If you’re interested in learning more about a particular aspect of editing, then you can use that tab to keep a record of potential courses, and weigh up the pros and cons of doing each one.
Go with reputable suppliers for the biggest marketing bang for your buck, and the best educational opportunities. I’ve seen some courses offer the world for £29.99, on websites where they have a distance-learning course for every topic under the sun. Don’t waste your £29.99 – they’re not tremendous value, they’re inadequate training. They will not take you from novice to accomplished editor in ten easy lessons.
Where you can, prioritise courses that have some form of assessment, and tutor support. Checking your work against model answers is all very well, but properly supported training is invaluable when you’re getting your core skills under your belt. Such courses will take more effort on your part. Good! They’ll also impress clients more.
Speaking of costs, in the UK not all training is tax-deductible. Training that keeps your skills up to date is an allowable business expense. Training that puts you in the position to begin trading, or extend your business into a new area, even if it’s a related one, is not.
Record-keeping: back to the Going Solo toolkit for another tab: completed training. Keep a good record of the training you’ve taken and be ready for easier upgrading. The spreadsheet was designed with the upgrades process in mind – the Admissions Panel has approved it, so you can just send in your spreadsheet (trim it of the unnecessary tabs before you do) to save having to type out every editorial course you’ve ever done on the application form.

Never think you know it all

You don’t know it all. No one does. I know I don’t! There’s always more to learn in our ever-evolving field – that’s one of the joys of being an editor or proofreader!

I’m always disheartened when people say to me that there’s nothing more for them to learn, that they did one course, five years ago, so they’re ‘qualified’, and there’s nothing more they need to know. (Yes, I’ve really had people say that to me.)

There’s no ‘qualification’ per se in the editorial world. Graded membership, as in the CIEP, and Australia and New Zealand Aotearoa’s Institute of Professional Editors (IPEd), is pretty rare, and the best proxy for ‘qualification’. Other countries and other membership organisations have certification courses but this is not the same ‘qualified’ as a doctor, a lawyer or a civil engineer. No editor should be speaking of being ‘qualified’ in that sense. And qualified doctors, lawyers and civil engineers (among many others) have a requirement to evidence a minimum number of CPD hours each year to retain membership of their professional organisation.

Unless you keep abreast of what’s out there, you may not even know what you don’t know. Be curious – a key requirement for good editing. Read the CIEP’s Curriculum for professional development to see what else you might pursue and don’t forget training beyond editing if you’ve got a need for subject-specific learning, or, indeed, business-skills learning.

Which brings us to …

Unconscious incompetence to unconscious competence

I first came across the Hierarchy of Competence model in management training, many years ago, and I’ve since encountered the related Dunning–Kruger effect, which adds the idea that, to paraphrase heavily, in areas where we don’t realise what we don’t know, we are more likely to think we know rather more about it than we actually do.

Although it’s often presented now as a pyramid, when I first came across the Hierarchy of Competence model, it was shown as a staircase.

Unconscious incompetence is a happy place – you don’t know much, and you don’t realise just how little you know.

Conscious incompetence is a less happy place, but it’s a place of growth – you’re alerted to the fact that the thing you’re learning is actually bigger than you thought. Hopefully, though, it’s also an exciting place to be as you start to explore your new skills and milieu.

Conscious competence isn’t the happiest of places, either, but things are improving – you’re aware of how much you need to practise, and how much more there is to learn, but you’re getting used to wielding your skills and seeing results. It’s still all a bit of an effort, though.

Unconscious competence is great – you’re just getting on with the job and doing it well.

However, don’t think that this unconscious competence is the end of your learning journey. It does take some effort to stay there, or you’ll find yourself tumbling down the stairs as the landscape changes around you. That’s your cue to undertake CPD – emphasis on the C.

About Sue Littleford

Sue Littleford is the author of the CIEP guide Going Solo, now in its second edition. She went solo with her own freelance copyediting business, Apt Words, in March 2007 and specialises in scholarly humanities and social sciences.

About the CIEP

The Chartered Institute of Editing and Proofreading (CIEP) is a non-profit body promoting excellence in English language editing. We set and demonstrate editorial standards, and we are a community, training hub and support network for editorial professionals – the people who work to make text accurate, clear and fit for purpose.

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Photo credits: header image by cottonbro studio, woman writing in a notebook by RF._.studio, love to learn by Tim Mossholder, all on Pexels.

Posted by Eleanor Smith, blog assistant.

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

Flying solo: The perpetual, invisible interview

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In this month’s Flying Solo column, Sue Littleford gives plenty of advice on how editorial freelancers can find more work (and make themselves more findable).

As a long-time recruiter in my previous, salaried life, I’ve not been surprised to see many stories in the media over the last few years about recruiters not hiring the person who’s objectively best for the job. Instead, they hire the person they like the most, or the person that’s most like them, or who seems to best ‘fit’ the culture, or presents as probably the least risky.

It’s the same with freelancers.

As we do our networking on social media, and our cold-emailing, and even our networking in person, we don’t necessarily know who is in the market for our services right now, at the moment we show up in their feed or their inbox or their face.

Unless we’re responding to a job ad, or there is unusually helpful information about their freelancer pool on their website, we won’t know exactly what gap the people we’re targeting as potential clients are trying to fill in their roster.

In the week I started work on this post, I attended a most excellent and timely webinar with LinkedIn expert Louise Brogan, of which more later.

I’ve also just reviewed Brittany Dowdle and Linda Ruggeri’s Networking for Freelance Editors Workbook: Practical Strategies for Networking Success, which is well worth a look if you’re all at sea about how to market yourself on social media, at in-person events or via your website.

Let’s run through some questions to ask yourself when you’re looking for work.

Who do I want to work for?

There’s actually a wrong answer to this, and that’s ‘anyone and everyone’. Even if you’re brand new to freelance editing and proofreading, you need to be selective, otherwise you’ll have a painful time trying to work out your marketing message.

Need an illustration? How many fish-finger ads do you see in the high-fashion glossy magazines? How many haute couture fashion houses advertise in trade magazines for the fishing industry?

Those are rather crude examples, true, but I’ve made my point: everyone eats, everyone wears clothes, but they don’t eat the same things, nor do they wear the same things, and if they’re reading about their part of the food industry, they don’t want people pushing their fancy frocks and vertiginous heels.

The people seeing misplaced ads are not receptive to the message.

So – who will be receptive to your message? Publishers, packagers, indie authors, businesses, NGOs, educational establishments, students? What kind of publisher, packager, indie author, business, NGO, educational establishment, student?

Where do my ideal clients hang out?

It’s no use being a whizz on App A if your clients are mostly on Apps B and C.

It’s no use relying on word-of-mouth and recommendations until you have a solid enough client base to generate sufficient work for you this way.

What groups can you join on social media that your ideal clients already populate?

A targeted approach to displaying your wares in front of the right people will generate more leads than the scattergun method of pitching up anywhere and yelling about how great an editor or proofreader you are to people who simply aren’t listening.

How do I reach my ideal clients?

That’s an ‘it depends’ if ever there was one!

When you know where they are, through browsing social media actually looking for them, for instance, you have to get in front of them.

Good marketing isn’t cringy. It’s presenting a possible solution to people who have the kinds of problems you’re able to solve, and letting them know you’re there.

Happily, marketing ideas have moved on a great deal and the notion of ‘selling at’ people thankfully seems to be debunked, because that idea is at the root, I think, of a lot of people’s discomfort with getting themselves out there and noticed.

On social media, the emphasis now is on having conversations. Authentic, genuine conversations.

Start following the companies and the people you’d like to work for, and register for alerts for when they post. Comment on their posts, don’t just hit a reaction emoji button. Converse with them. Move up to connecting with them more closely (if that’s how the particular platform works), when the time seems right. Keep yourself in their eyeline by being responsive, friendly, knowledgeable and genuine.

I say to follow the companies and the people – but remember that the companies are made up of people. There’s a person on the other end of their social media, their employees frequently have their own personal social media accounts. Companies don’t buy from companies; people buy from people. People read your cold emails (or don’t, but that’s another issue), people read your posts and your comments and form a view about whether you could help them out.

Social media – content marketing – is a slow burn. And that’s why you have to show up consistently, and reasonably frequently, so that you’re nudging potential clients to notice you. Once you have some kind of relationship going, you might then choose to message or email that person, but never do that as soon as you’ve made your first connection. That’s selling at people! It’s transactional, not conversational, and it’s self-serving, not a genuine relationship.

Cold-calling and cold-emailing

Ditch the cold-calling. Potential clients are unlikely to want to drop whatever they’re in the middle of and prioritise your wants. Email, instead.

If you want to work for publishers, the annual Writers’ & Artists’ Yearbook is your friend, for UK- and Ireland-based clients. There’s also a Yearbook for children’s publishers. If you know of similar publications in other territories, do please let us know using the comments.

Use the Yearbook, plus the companies’ websites and social media to figure out who you should contact. If you’re still in doubt about who runs their freelancer pool, call the switchboard and ask for a name (make sure you get the spelling right!) and an email address.

Keep your email short and to the point, though never brusque, of course. Explain who you are, what you can do and how you can help. Adapt your CV to the client, so the subject matter that the client publishes heads your list of specialities. Remove distractions that make you look like a jack-of-all-trades and master of none.

How can I be findable?

If your ideal clients are indie authors, it’ll be more a matter of them finding you rather than you finding them.

This is where content marketing and social media are strongly in play. Hang out in writers’ groups – the right kind of writers’ groups. If you work in romance, maybe give the sci-fi crowd a miss. They’ll not be receptive to your message. Again, no hard-selling. Solve problems, give advice, be visible and be findable.

Pay attention to your profile details in social media (that applies to everyone, no matter who your ideal client is); include current contact details. Make it tremendously easy for people to contact you via your website and any online listings you may have.

Use your website to showcase your abilities and describe the problems you solve for your clients. Make your website about your ideal client, not about you. What is your ideal client looking for? Write about that. Be smart around SEO.

What should I write about?

Louise Brogan gave me some brilliant ideas in that webinar I mentioned up near the start of this post.

Start typing a question about editing into Google (this works with other search engines, too). What autofills? What appears in the list of questions people ask, or related searches that will appear right at the bottom of the first page of hits?

What questions are people asking in their comments on relevant podcasts, YouTube videos or in social media threads? Ask non-editor friends what questions they have about your job.

Look at other editors’ websites to see what they have in their FAQ sections; look at the public-facing content the Institute puts out to generate ideas for your own posts and blog articles. What are the comments about on Amazon’s gazillions of writing and editing books?

Answer those questions.

It doesn’t matter that every other editor has already answered them. The potential client is reading your post, your comment right now. Not your competitors’. And if they then go and look at your competitors, they may prefer your take on the solution to their own problem, or the way you express yourself, or how friendly and approachable you look to them in your profile pic. Or do you want your potential clients to come to your website, or your other online profiles, and find tumbleweed?

How quickly will all this work?

Finding work is a long haul, especially when you’re getting started, so if you have any specialist expertise, use that to get your first few jobs, even if that subject matter is not something you want to keep on with.

And because it’s a long haul, start your social media presence and begin working on your website as soon as you can. Don’t put it off until you feel ready to launch yourself on the world, fully formed as a professional editor or proofreader. Start small and grow, test out what kinds of posts get noticed, and which don’t. Get used to making time every week, if not every day, for some kind of marketing activity.

Remember that the best time to do your marketing is when you feel you’re too busy to make the time to do it. Leaving it until you have done all your work and really need some more, right now, is a truly bad idea.

In summary

To shine in your perpetual, invisible interview, be findable, be you, be genuine, be helpful, be knowledgeable. You never know who is looking, when, nor exactly what they’re looking for. Even when you’re in an editors-only online space, you don’t know who is looking to subcontract a piece of work. Spend time on your socials (the relevant ones!) and your website. Keep things fresh and current.

People do want their books and articles and marketing materials and annual reports to look good and reflect well on them. You can help them with that, can’t you? Go tell them!

Resources

Brittany Dowdle and Linda Ruggeri’s Networking for Freelance Editors Workbook: Practical Strategies for Networking Success

John Espirian’s Content DNA

Louise Harnby’s several books on content marketing and finding work

Sara Hulse’s Marketing Yourself: Strategies to promote your editorial business

Sue Littleford’s Going Solo: Creating your freelance editorial business

About Sue Littleford

About the CIEP

Find out more about:

Photo credits: header image by Edar on Pixabay, fashion magazine by Cleo Vermij on Unsplash, writing by Kenny Eliason on Unsplash.

Posted by Belinda Hodder, blog assistant.

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

Flying solo: Know your place!

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Us editors and proofreaders are important people in the publishing process – of course we are! But Sue Littleford reminds us that we need to remember we are but a small cog in a larger wheel.

As copyeditors and as proofreaders, we know the value we bring to the finished product, and we know the effort we expend when working with text: the expertise, the diligence, the focus, the conscientiousness.

So it’s easy to start thinking that we’re actually very important people. We are, of course, but – brace yourselves – we’re not the be-all and end-all of getting a book, or an article, or whatever text we’re working on, to publication.

We literally need to know our place – in the publishing process.

Why?

Because if we don’t, we won’t – except by luck – produce outputs that fit precisely with what the client needs to move the text along its tracks. (And we will struggle to understand what’s happened to the text before it reaches us.)

It’s actually basic customer service – putting yourself in the client’s shoes, whether that’s a publisher, a packager, the author, a business or the charity you’re volunteering for.

Part of the job of learning to be an editorial professional includes learning about the context in which you’re working, so you can supply the service that is actually required of you.

For proofreaders – in particular, beginning proofreaders – the hardest thing to judge is what’s too much intervention, and what is not enough. One of the CIEP’s tutors on the proofreading suite of courses tells me that this is the area that students generally take longest to learn – but it’s a crucial notion. No one wants the proofreader creating new problems by re-editing the book or changing the layout: it’s not their job, and it’s out of sequence in the publishing process.

What’s the job?

What work are you being hired to do? A heavy language edit? A light-touch edit? A proofread or a proof-edit? You need to know, so don’t be afraid to ask if it’s not clear from the information initially supplied. If you don’t know what you’re pricing for, that’s bad for business.

Do you know if you’re expected to carry out multiple rounds of editing for your fee? Your contract, whether it’s your own or your client’s, needs to spell this out. If there’s no formal contract, you still need to know so get it in writing in an email at the very least.

What has the file been through before it gets to you?

This is important to know because you need to understand what you’re getting yourself into. It’s good business sense to provide your estimate based on facts, not assumptions, so do ask what you’ll be getting, and get specific answers.

If you’ve never worked with pre-edited files before, you are in for a shock when the first one lands in your inbox, and you are quite likely to rush to the CIEP forums asking what all those colours and links are, and whether you can delete them (no, you can’t – you’ll be adding to them, actually).

If you’re working directly with an author then you’ll be getting the raw files. But what’s their story? What software were they produced in? Word? What version? (A lot of people are still working in really old versions of Word – be alert!) Something else? OpenOffice? Scrivener, maybe? Can your computer handle that? Google Docs? Can you handle that?

Is it as ‘simple’ as a file produced on a Mac being edited on a PC? Are you aware of the type of problems that might arise, and do you have solutions – or do you know where to look for them?

If it’s an academic text, has the author used referencing software and left the links live? What are the implications for you? Have you allowed enough time in your schedule to deal with them, and costed it all into your fee already?

What’s the workflow?

As I draft this, I’m in negotiation with a new client, who has asked me to provide cost and time estimates for a book. I got the subject, the title and the word count.

So I asked how he wanted author queries dealt with. Resolve them all directly with the author? Provide queries in comments bubbles, return the file and call it good? Send the edited full manuscript to the author for approval and query resolution, then get it back for a second round of editing?

You can see how each possibility has time implications, and therefore cost and scheduling implications.

Knowing the workflow that’s expected is a critical element in knowing how to price a job, and knowing whether it will fit into your schedule or not.

Deadlines matter

Yes – I also asked that client about deadlines. He’s a packager, so he needs to meet the publisher’s schedule for print-ready files, and therefore I must be able to meet the packager’s deadline to give him enough time to do his own work after I’ve finished, and to produce those print-ready files by the due date.

You’re not going to get repeat business if you miss deadlines.

If you’re running late, that puts additional, unwarranted pressure on the people who follow you in the process – typesetters or designers, proofreaders, authors, collators, printers, ebook producers, marketers – to make up the time you lost. Or it simply delays publication.

Some academic books are timed to come out just before major conferences, or for the start of the academic year, and simply cannot be late.

You need to be sure when you accept a job that you know what it entails and that there really is space in your schedule for it. Misplaced optimism is not your friend.

What’s going to happen to the file after you’ve done your editing?

This is important so that you produce what the client needs from you. It’s not good business to do anything else, is it! But do you make sure you actually know?

If the file is going off for layout or typesetting, and it’s not already been through pre-editing, do you need to use styles or tags to let the typesetter or designer know what to do? That’s fundamental information you need to know before you start work, or you risk producing a file that can’t be used by the people who follow you in the production schedule.

If the file is going to be an ebook, have you formatted according to the platform’s specification? If you’re to produce a print-ready PDF, did you know you need to embed the fonts in the Word file before making the conversion, so that the PDF will print correctly?

Communication and handover documentation

Knowing your place in the publishing process means, too, that you’ll understand what kind of handover documentation you need to produce, and it will, in fact, inform all your communication with the client and/or author.

For instance, do you know whether the publisher expects the author to be the sole proofreader, or will a professional proofreader also see the text? The author will need the style sheet and the word list every bit as much as the proofreader.

Therefore, if you have direct contact with the author, be sure to send that handover documentation, and to tailor it. Some of my publisher and packager clients want a list of special sorts, and tag codes. A proofreading author won’t need those, and might be rather confused to receive them – so don’t just send to the author what you send to the publisher. Provide excellent customer service – put yourself in their shoes, remember.

And, from another point of view, if you’re a proofreader, do you ask for the style sheet and word list if it’s not offered to you? They will exist if the text was copyedited by an editor who understands their place in the publishing process. Don’t just start grumpily compiling your own if you don’t need to! You might find that seeing the copyeditor’s decisions makes your proofread a bit less difficult.

Does your client actually specify how handover should be done? I have one client who provides a file for me to complete; others let me do things my own way. Some clients want the editor to provide running heads, others don’t. When you start on the job, make up a checklist of everything you need to return. Don’t leave it until the end, then discover the hard way that you’ve overlooked something in the rush.

Final thoughts

Understanding the publishing process, even in outline, means you understand your place in the scheme of things, and therefore the value that you bring. You can enhance your value by being smart about ensuring you’re fully briefed on what the work is going to be, and how it’s going to arrive, what the expected outputs are, and by when.

Copyeditors and proofreaders are links in a chain, not the tail trying to wag the dog.

About Sue Littleford

About the CIEP

Find out more about:

Photo credits: header image by DS stories on Pexels, woman working on a laptop by Vlada Karpovich on Pexels, planner with two pens on top by 2H Media on Unsplash.

Posted by Eleanor Smith, blog assistant.

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

Flying solo: Editor education – an essential investment

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In this Flying solo column, Sue Littleford makes the case for why training and continuous professional development are vital for editors and proofreaders – considering their importance to CIEP members in particular.

Members of the Chartered Institute of Editing and Proofreading (CIEP) understand the emphasis put on training and the acquisition of the appropriate level of skills, as well as maintaining and expanding them through continuous professional development (CPD).

The CIEP distinguishes between core skills and editorial skills, core skills being about how to edit or proofread, and editorial skills being more about the context in which the editing or proofreading takes place and expanding your skillset.

But why this emphasis on training? It’s there in the curriculum for professional development and in the upgrading system (members should take a look at How to upgrade your CIEP membership, especially chapters 2, 3 and 11 for all members, and chapter 4, 5 or 6 depending on the grade you’re working towards). Training is all over the forums! Advanced Professional Members (APMs) are required to show their commitment to CPD, to stay current with best practice.

Simply put, we don’t know what we don’t know.

We don’t know if – while we’ve been nose to the grindstone – new tools, new standards, or new and better approaches to the work have been developed and are now circulating. Training allows us the time to look up and look around, and see what’s happening out there.

Training also gives our clients the confidence that we do actually know what we’re doing, which is invaluable to them and to us. Members in the Professional grades can take out an entry in the Directory of Editorial Services, and potential clients searching the Directory will have confidence that members who have achieved Professional membership or higher have the backing of solid training.

But surely, I hear some of you cry, I already know what I’m doing! English isn’t evolving so quickly I can’t keep up all by myself. I don’t need additional training – I’m learning on the job all the time. I don’t need formal training – I pick things up as I go!

I say again: we don’t know what we don’t know.

Going on training courses that challenge you to do better expands your abilities and your experience and gives imposter syndrome a biff on the nose. And, as workshop training starts to become available again in some places, there can be the chance to meet other editors and talk together. Just talking to other editors about their contexts can be a real eye-opener.

Sometimes an absolute gem of a tip gets mentioned in the margins of a course, off-topic but really useful to you. Learning isn’t restricted to the course outline.

Some people prefer to learn on their own. Well, that’s fine, so far as it goes; but, especially if you’re still building up your experience as an editor or a proofreader, how do you know you’re learning what you need to know? Are you learning in sufficient breadth, with perspective? Or are you just burrowing further into your own snug editorial world, unaware of what you can learn from outside that niche?

If so, you’re really restricting the kind of material you can work on competently and, in these ever-uncertain days, that may be somewhat counterproductive for your business and your financial health.

Equally, some people have learned on the job by being tutored or mentored by their boss – or just by ‘sitting with Nelly’ as we used to call it in the civil service. That’s fine too, but to upgrade you’ll also need to sit and pass the CIEP’s editorial test (page 34 of the upgrading guide and on the website). Again, the CIEP’s emphasis in the test is on across-the-board competence. Niche away in the jobs you choose to take on, but don’t become isolated and narrow in your approach to your professional practice.

Getting a good solid grounding in the fundamentals of editing under your belt (and keeping it current) gives you a great springboard for developing yourself and your business in the way you want.

One of the characteristics that unites good editors is our curiosity, along with our quest for new knowledge (and a headful of otherwise useless bits and bobs of general knowledge). The ability to know when something we’re editing sounds off is of great value to our clients.

Maintain that inquisitive approach.

Record-keeping

Regular readers will know what a fan I am of record-keeping. It’s no different with training, which is why the Going Solo toolkit (CIEP members only) has a spreadsheet on which to record the training you’ve already undertaken, and the training you’d like to take.

Listing out the training you’ve already taken will help you see where you have weaknesses, or where your training is out of date and ripe to be refreshed.

Keeping a note of training courses you fancy the look of – the spreadsheet has a handy column to keep a link to each one – will whet your appetite and enable you to see whether anything you’ve taken note of neatly plugs a hole or tops up your training in that area.

Consulting the curriculum for professional development will also help you check whether you’re getting a rounded education as an editor or a proofreader. Looking at that curriculum will open your eyes to what it is you didn’t know you didn’t know. Add topics to your wish list so you can be on the lookout for courses to fill the gaps.

And if you’re still working through the CIEP’s grades, the spreadsheet was developed with the input of the Admissions Panel. Collecting the evidence is easy and you don’t have to copy out your training all over again on the upgrade form.

Planning and budgeting

Training costs time and it costs money. If you’re still working through the CIEP grades, then you’ll want to set aside a training budget each year – in cash and in time. If you’re already an APM, then you’ll set aside a CPD budget each year.

But how much money? And how much time? This is where the curriculum, the requirements of the grade you’re aiming for, the direction you’re taking your business in and your wish list of training courses come together.

Using all the information you have recorded on courses taken, gaps in training and your wish list, you can prioritise which course(s) to take next. You can then ensure you can afford them and set aside the time available to do them justice.

I know some inveterate course-takers who have huge plans and then, when they come to tot up the total cost and the time commitment, have to move some courses they’d love to do into the next year – or the next two years. Well, it’s nice to have something to look forward to!

Tax implications

For UK taxpayers, training is an allowable business expense for the self-employed in some cases only. If you pay tax elsewhere, check your own jurisdiction on this.

In brief, in the UK, training is not an allowable business expense if it’s undertaken to enable you to start trading.

Nor is it an allowable business expense if it’s undertaken to enable you to move into a new area of business. Harsh but true.

Training is an allowable expense if it keeps you up to date in your skills and knowledge. Even HMRC likes CPD!

Take note that, as with all other allowable expenses, training costs are only allowable if they are incurred wholly for business purposes.

This is the advice on the GOV.UK website:

Training courses

You can claim allowable business expenses for training that helps you improve the skills and knowledge you use in your business (for example, refresher courses).

The training courses must be related to your business.

You cannot claim for training courses that help you:

- - start a new business
  - expand into new areas of business, including anything related to your current business [my emphasis].

It’s made very clear that not all training is allowable.

The technical bit is in HMRC’s Business Income Manual.

Takeaways

Training is a sound investment in yourself and your business, making you fit for purpose as an editor or a proofreader. It gives your clients confidence that you do actually know what you’re doing and will do it well. It also keeps you poised to move your business in a new direction if that’s something you want – or need – to do.
Autodidacticism can work well, but can also come across as less authoritative and clients may feel less confident about your offer. Training supplied by reputable providers enhances your profile and ensures you don’t get in a rut.
Learning on the job is also fine, but you will need to pass the CIEP’s online editorial test in order to upgrade.
Training is also clearly set out in How to upgrade your CIEP membership as an essential pillar of every upgrade.
Some training, but not all, is an allowable business expense to be deducted from your business’s profit to reduce your income tax and National Insurance contributions liability.

About Sue Littleford

About the CIEP

Photo credits: back to school by Olia Danilevich on Pexels; love to learn by Tim Mossholder on Unsplash.

Posted by Sue McLoughlin, blog assistant.

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

Flying solo: Time management for yourself and for your business. Part II: Action!

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In this two-part article, Sue Littleford takes a fresh look at time management. She starts by covering the diagnosis – how much time you actually have – then goes on to examine what can go wrong with time management, and how to counter this.

In Part I of this article I looked at the basic information you need to improve your time management – knowing how much time you have, and how much time you need. Now we’re going to run through the main ways that spanners land in the works.

We can mess things up in all kinds of ways, and others can have a very good go at messing things up for us. As with all problems, knowing yourself and making appropriate adjustments is key. It’s part of running your business to manage your time effectively (and ideally efficiently). There are several points of weakness when it comes to managing our time. I’m going to address some of them here, in no particular order.

The first step in not messing things up is spotting your weak spot. Do you recognise any of these?

Procrastination

Putting off getting started is not going to help anything, or anyone, least of all you – learn to swallow the frog (do the horrible thing) as early in the day as possible so it’s not looming over you.

I read an interesting theory somewhere that procrastination is the body’s way of telling you you’re exhausted, mentally or physically. Does that strike a chord with you?

The difference between a professional and an amateur, I discovered a long time ago, is that the professional gets on with work even if they don’t feel like it (within reason!). So, how do you actually knuckle down to work when every cell of your body is screaming that you don’t want to?

I sidle up to things. I’m not going to start this scary edit. I’m just going to … remove all the excess spaces. Maybe check the headings are capitalised correctly. I’m definitely not going to do any work. Before I know it, I’ve been sucked in and am bouncing along, merrily working. Some Cloud Club chums tried this and have attested it works for them, too.

I discovered this way of approaching things when I had essays I had to write at university but wanted to do anything else but. So, I decided, the hardest part is beginning. Skip the beginning, then!

Thus I developed The Sidle. Maybe I’d jot down a few notes for the middle bit. If I knew what I was going to be introducing, I reasoned, surely writing the introduction would be a breeze instead of the insurmountable barrier I felt it to be.

It works a treat. It worked for this article! If getting started is a problem for you, try sidling up to things – definitely not working on them, just … doing work-adjacent things.

Researchers suggest different ploys – one size not fitting all – and suggest sticking reminders in your calendar (do actually set the reminder function to thrust the offending deadline in your face) or imagining Future You faced with the undone thing and having to deal with it in less time.

Jobs not arriving on time

Aaargh – you’re sitting there twiddling your thumbs, waiting for a job, watching the start date for the job afterwards getting closer and closer. Communicate with the erring client. Get a revised date and see what you can juggle.

If the client doesn’t have the same commitment to calendars that you have, you may have to tell the client they’ve missed the boat and they’ll have to reschedule when they’re ready. Or you could decide to make a rare exception to help them out and work silly hours for a short while. But do make such exceptions genuinely rare if you want to be the one in control of your time, rather than have clients – who don’t see the whole picture – dictating things.

Jobs taking longer than expected

It happens, no matter how accurate your preparations and brief from the client were. There’s something nasty buried in the middle of the text that no one spotted, and the essential decision-maker is off sick – we’ve all been there. Aside from considering whether you need to renegotiate the fee, you need possibly to renegotiate the deadline.

However, if the job itself is as expected, and the problem lies in your estimating ability, read on …

Lack of data

This one is easy to do something about, starting right now. See ‘Using your records to price jobs and make business decisions’ and ‘Facts for fiction editors’. If you’re a CIEP member, get your work record spreadsheet from the Going Solo toolkit to get you on the right track.

If you don’t know how long things really take you, you don’t know how much time you’re going to need when you estimate price and duration for a new job. If you don’t know how much time you need to get a job done, how are you going to manage your time effectively?

The CIEP’s course Efficient Editing: Strategies and Tactics will help you discover how long the various elements of a job take you and how to put them together to calculate a probable duration – or how to work out how much of a job you can do in the time budget set by the client.

Lack of planning

Do you deliberately include wiggle room in your estimation of time? If you don’t, start right now! How much you include will be personal to you – your health, your commitments outside of work and your personal preferences. I allow at least two spare days per book, for instance. At least two.

Do you intend to be finished by the deadline, or a day or two before it? Guess which plan best allows you to deal with disruption.

Overcommitting

I’m a great proponent of saying no! Hardly anyone is ever offended, it’s truly a liberating feeling and you get to manage your time better.

Sometimes you have to say no to something you really wanted to work on, and that’s sad. Sadder is saying yes and messing up because you really didn’t have the time to do the text justice. Ditto for agreeing to too-short deadlines.

Remember – you can say no without explaining yourself, or feeling you have to provide an alternative editor. Just say ‘I’m fully booked and won’t be able to help you on this occasion.’ If you want, you can always send the potential client to the CIEP directory to find someone else.

Poor prioritising

I’ve already mentioned swallowing any frogs you have in your virtual in-tray. But there are other ways that poor prioritising can have an impact on you.

Take a look at the job as soon as it arrives, to make sure you have all the material and all the instructions, and that the instructions are workable. If you put this off until you’re ready to start and you encounter problems, you’re losing time that could have been spent doing the work – you need to allow time for other people to respond.

I always try to think of what happens next to the piece of work I have in hand. If someone else has to do something before the work comes back to me, can I arrange my work so that their bit is done first and give them the maximum time to meet the deadline?

If I’m incorporating an author’s responses into the file, then this is my line of thinking. It’s the reason I much prefer to send queries out chapter by chapter rather than when I’ve got to the end of the book.

Lack of rest

If you’re exhausted from working too long without a break, your working days are just too long anyway, or you’re living with or recovering from an illness, work is going to take longer and longer and longer. Grinding on is inefficient, no matter how noble it makes you feel.

Take the time off – nap, go for a walk in the fresh air, take a full hour for lunch – and come back ready to tackle work again with a clearer head and more energy.

The (un)expected invasion of real life

If you have allowed some of my infamous wiggle room and planned to finish the work a day or two earlier than required, then real life barging into your work life is easier to manage.
Of course, it depends on what the issue is. Some things you’ll be able to cope with because you’ve granted yourself the bandwidth to be able to deal with things besides work. Other things will be bona fide catastrophes, and a couple of days of slack built into your schedule is not going to help.

But these aren’t run-of-the-mill occurrences. If they are, then you need to pay attention to where the weak spots are that are causing the disruption and take some form of action. You’ll feel better for being proactive, and you may be able to reduce, even if you can’t remove, the impact.

Force majeure

This is the unforeseeable circumstance that stops you from fulfilling a contract. The key word there is ‘unforeseeable’.

For a freelancer, it’s probably going to be something that’s pretty devastating in your personal life. But the news is full of people to whom bad things have happened, so do include some mention of force majeure in your boilerplate contracts / terms and conditions.

Even problems short of force majeure should be allowed for in your contracts, by the way. Include clauses about what happens if the client – or you – are late delivering the files.

Lack of a disaster recovery plan

Some disasters can be anticipated. A dead computer, lost files, these are things you can plan for and take some early action.

Other disasters will be tackled via thought experiments, from which some action, or at least some ideas, may flow. What do I do if the house burns down? What do I do if my life partner is seriously ill or dies? Or another family member, or a dear friend? What will others do if I am seriously ill or die? The CIEP’s Wise Owls took a look at this, and there’s a CIEP fact sheet on the subject, too.

A lack of such preparation means that when (if) disaster strikes, the stress is so much the worse as is the loss of valuable time while you scurry around trying to deal with the problem with that increased stress level in the middle of the maelstrom.

If you’ve not yet read Part I of this article, do take a look at it if you want to figure out how much time you actually have for work, and how much work you can accept.

Over to you

What time-management ploys have worked for you? Tell us in the comments!

About Sue Littleford

About the CIEP

Find out more about:

Photo credits: header image by Aron Visuals, Procrastination by Annie Spratt, chaos by Brett Jordan, sleeping cat by Kate Stone Matherson, all on Unsplash.

Posted by Belinda Hodder, blog assistant.

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

Flying solo: Time management for yourself and for your business. Part I: Diagnosis

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For freelancers, without the discipline of a line manager breathing down your neck and looking over your shoulder at what’s on your screen, without the structure of fixed working hours, time-management skills can get a bit flabby.

Time management boils down to three main elements: knowing how much time you have; knowing how much time you need; and not messing things up. In this article, we’ll take a look at the first two, and in a separate article, we’ll run through the not-messing-things-up aspect (this turned out to be a subject on which I had a lot to say!)

Knowing how much time you have

Take a good hard look at your week. How much time is available to work? How much time – and when – does your family need? How much time – and when – do other commitments take? How much time do you need for the essentials – eating, sleeping, household tasks? How much downtime do you need? Pro tip: do not skimp on sleeping time or relaxation time.

How about your month? Your year? Figure out how much time is available for work. That may vary from day to day, from week to week, as other commitments and wishes take priority. But come up with a basic work diary that will show you your work time, and block out the time you need for everything else. If you have holidays in mind, into the diary they go.

Researchers have figured out that five hours per day of intensive work is all you’re going to do, healthily, if you want to have a long-term career without burnout.

Do you use the popular Pomodoro technique of 25 minutes’ work then a 5-minute break? I don’t. The brain starts to lose concentration after around 45 minutes. But did you know it takes more than 20 minutes to get back into a deep-work state?

Those two figures together mean I’m not a fan of Pomodoro. Editorial work is deep work, and breaking off halfway through my capacity to concentrate, only to take most of the next work period to get back into the flow, is anything but helpful for time management. I’ve found I come up for air at around 50–65 minutes, so that’s when I take a break. I get much more work done than when I was trying to work to the Pomodoro timings.

In an ideal world, you’d arrange your work to suit your personal rhythm – are you a morning person or an evening one? It’s useful to know when you find it easiest to concentrate and work efficiently and effectively, but in some people’s lives, that’s a luxury for some future year.

Cal Newport’s Deep Work: Rules for Focused Success in a Distracted World is an excellent read for people doing editorial work.

Taking holidays: Respecting yourself

When you think of scheduling time off, what barriers do you put up? That clients will never approach you again if you’re away when they contact you? (Answer: let clients likely to contact you know you’re going to be away from your desk. One person I spoke to about this suggested putting your holiday dates in your email signature – neat. And learn how to turn on your out-of-office autoresponder for your email. Clients take holidays themselves: they’ll understand.)

Or do you have FOMO – fear of missing out – on a plum job?

Or perhaps you feel you can’t afford it. That’s more likely in the early years when you’re building up your business – especially if you’re the only or principal breadwinner. If you’re not at work, you’re not earning. That’s an argument for ensuring your fee rates cover not-work time as well as all your other overheads, something I wrote about on my own blog (the key bit is towards the end of the article).

It’s sage advice to add to your cushion of cash whenever you can – a counsel of perfection, I know, but one worth aiming for. Part of that cushion is for non-working times, whether that’s voluntary holidays, work famines or some other rainy-day need.

If you fail to take holidays because the client always comes first, then it’s time to set yourself some personal boundaries, and learn to respect yourself, and them. It’s far healthier, mentally and physically.

People who don’t have partners or children at home probably find it easier to cave in and fill a holiday week with work than those who have given commitments to other people. If this is you, is there someone you could give an equivalent commitment to? If you’re not going away, then perhaps you could book in some activities or trips with a friend?

Knowing how much time you need

Now you know how much time you have for work, how much work can you take on to fill that time? It bears repeating – do not plan to work 100% of your available time. You’ll need a buffer for the unexpected. If you are fully committed, every moment of your waking life, where’s your capacity to cope if something happens off-schedule? If you catch a bad cold, let alone anything more time-consuming?

If you’re worried about having gaps in your diary, know that you can fill them with marketing, with training or continual professional development, with reviewing your processes – all things that contribute to your business, but that are less riveted to the spot in terms of deadlines. It also leaves you the capacity perhaps to say yes to an unexpected job offer if you want to.

Know your work speed if you want to schedule jobs accurately

I started keeping stats on my work throughput as part of my invoicing system when I started freelance editing in 2007. I’ve made various improvements since then, and you’ve seen the result in the Going Solo toolkit’s business records.

After years of data collection, I know how fast I usually work on different kinds of material, what my slowest is, what my fastest is, how work from repeat clients is likely to absorb my time – all kinds of essential information.

I have, essentially, a database to compare new jobs to, which will tell me how much time I’m likely to need (and then I add wiggle room). But from the moment you record your first job, you’re on your way to building up your own database, which will just get more and more useful.

Without information on how long things take, you can’t schedule work with confidence, because you’re basically guessing.

Now you know how much time you have available, and how long various kinds of work take. If you’ve taken my advice, you’re not trying to squeeze a quart into a pint pot (a litre into a half-litre pot doesn’t have quite the same ring, does it?).

Planning a timetable

Rough out a timetable with milestones, so you know how far through the job you need to be every two or three days. It will help you work out whether the deadline is feasible, and it will draw some lines in the sand so you’ll know if you start to lag behind.

For books, I do this by printing out the contents page, and noting how many pages in each chapter, then use my knowledge of my work speed to figure out how long each chapter will take me. Then I assign each chapter to a day, or two days, depending on length and complexity.

For articles and other short pieces of writing, this isn’t nearly so complicated, but if you’re doing a lot on a fast turnaround, treat each piece as part of a larger whole – do you have to finish three today and three by the end of the week? There’ll be some kind of expectation, so jot it down so you know that you’ve done enough for today, or that you need to make an earlier start tomorrow.

There’s no need to draw up fancy charts, which themselves are time-consuming to produce. But do remember to fit your timetable around your other commitments – it has to be realistic (and include some wiggle room, of course).

Ready to read Part II of this article?

Over to you

What time-management ploys have worked for you? Tell us in the comments!

About Sue Littleford

About the CIEP

Find out more about:

Photo credits: header image by Agê Barros, beach holiday by S’well, diary by Jeshoots, all on Unsplash.

Posted by Belinda Hodder, blog assistant.

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

Flying solo: Networking for business support

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In this Flying Solo column, Sue Littleford looks at ways in which we can step outside the editing and proofreading bubble when it comes to networking and professional development.

Networking with editors is great – we all share similar interests and can support one another about editing and proofreading. However, what about networking with freelancers/small business owners/solopreneurs/sole traders in other fields, and the organisations that serve them?

Besides developing your editing skills, you need to keep up to speed with managing and marketing your business, and quite possibly stiffening your spine when it comes to pricing and negotiating.

Here are a few of the places I network for the business side of my business – as I live and work in the UK, these examples are going to be UK-centric but I hope they will spark ideas of what to look for, for those of you living elsewhere.

IPSE

For networking, IPSE (the Association of Independent Professionals and the Self-Employed) is my big hitter. The pinnacle of its networking is the annual National Freelancers Day one-day online conference, free to members and £40 for non-members (in 2022, with early-bird discounts also available). The next one is 15 June 2023.

Aside from a series of strands of presentations and workshops, there are plenty of opportunities to talk to fellow delegates in workshops and in the informal virtual meeting rooms. The related app also allows you to join up with people. Who knows – you may land your next client! And even if you don’t, you may find the ideal person to design your new website.

Aside from the flagship event, throughout the year there are webinars on everything from managing stress to making tax digital, plus offers and consultations; and IPSE continues to campaign for better treatment of freelancers, contractors, sole traders and the like. Until a recent government U-turn, they had successfully campaigned to ditch IR35 but for now their fight continues.

I’ve only known them during Covid times, so can’t comment on in-person events but local meet-ups are happening again. In the last 12 months, IPSE has held more than 100 online events and its events calendar gives a flavour of what is to come.

Small Business Britain

Small Business Britain has partnered with Lloyds Bank Academy to provide webinar training relevant to small businesses (including on finances, marketing and wellbeing) and has just launched a helpline to support sole traders, small businesses, freelancers and so on with specific and general confidential help and support.

SBB has also partnered with Oxford Brookes Business School to provide a Sustainability Basics programme.

Aside from supporting sole traders and small business owners, SBB campaigns on a range of issues, like equality, diversity and inclusion, and provides opportunities to act as a mentor, paid or unpaid, ‘within our campaigns and with our partners’.

Social media: LinkedIn, Facebook, Twitter and so on and so forth

I’m no devotee of social media, being on LinkedIn and Twitter and that’s it, but there’s no doubt that editorial groups spring up there. But instead of just checking out editorial networks, look for those that relate to freelancing and small business owners.

Follow accounts that relate to marketing, freelance support and any other aspect that interests you, and see where that takes you in terms of active community and insider info.

Being Freelance

Steve Folland of Being Freelance offers all kinds of content on, er, being freelance. Here, editorial and business worlds collide, as he was kind enough to come to speak to the Berkshire CIEP local group in June 2022.

He hosts a community on Facebook (I’m not a FB user, so can’t comment on this – if you can, pop something in the comments for this post!), offers training by video for new freelancers, has a vlog and podcast, and a shop with freelancery delights (I have a non-employee-of-the-week mug and coaster) and he also has on his website a directory of freelancers.

BookMachine

BookMachine often partners with the CIEP and has an online community, discussions and training events online and in person for all things publishing.

Places I’ve heard of but not tried

Atomic.
Freelance Heroes.
Leapers supports freelancers and the self-employed in their mental health and has a Slack group as well as resources.
Reddit has a freelancers’ subreddit.

Other non-editorial places to hang out

I get emails from a number of other organisations and people to keep me up to date with what’s going on with the business end of my business, although they don’t necessarily offer true networking opportunities, at least as a rule. Here’s what lands in my inbox:

Louise Brogan (on LinkedIn)

Louise is a speaker on all things LinkedIn, and provides video tutorials. She also offers one-to-one tuition and private coaching on using LinkedIn to your best advantage.

Karen Webber (on marketing)

Karen, of Goodness Marketing, doesn’t believe that marketing should make you cringe – if it does, you’re going against your personal values, so you need to change tack and align your marketing activity accordingly. She offers training (at astonishingly reasonable prices) and sends weekly advice emails on how to market comfortably but effectively, and she blogs, if you want even more.

Jeremy Mason (on video for marketing)

I’ve seen Jeremy speak at a couple of online events in the last year, and he is fun (as a freelance TV cameraman, he also works on Strictly!) and exceptionally knowledgeable about getting into video to support your social media and marketing with practical advice on the tech, good framing of your shots and the actual content. He offers downloadable resources and training so that you can make videos that get your message across effectively.

Robin Waite (on pricing)

I’ve seen Robin present, too (at the National Freelancers Day conference 2022), encouraging us all to be fearless with our pricing. He has books and courses, and has an emailing list that gets new content roughly once a month.

Janene Liston (on pricing)

Janene, AKA The Pricing Lady, is another who offers coaching, consultancy and resources to understand your attitudes to pricing (especially if you are timid around pricing), and her occasional webinars are incisive and thought-provoking to get your mindset on the move.

Hub Balance (business and wellbeing)

This is one I’ve not yet got to grips with, although it’s been on my radar since the summer. Hub Balance offers two strands of toolkit on its website, for business and for wellbeing, aimed at small business owners, freelancers, sole traders and the like, focusing on creatives (editorial counts as creative). It talks about community, but at the moment that just seems to mean account holders – if you know more, bring us up to speed in the comments. The toolkits look useful, and they’re on my CPD list.

In-person and other local networks

Check out opportunities for in-person events, if you like them. Chambers of commerce are often a good starting point, and organisations such as IPSE run local meet-ups, as I’ve mentioned.

Investigate local business support groups, too.

Finally, as part of managing your business is effective marketing, do consider going to conferences that relate to your subject niche, for three reasons: keeping the knowledge of your field up to date; being able to say so in your marketing materials; and networking with potential clients.

Where do you already network?

If you already have places to go, online or off, why not pop ideas and links in the comments, so people can join you? At the National Freelancers Day conference in June 2022, for instance, I did spot three other CIEP members. Why not make that many more of us next year? Non-UK folk are particularly welcome to add networking ideas and links for their own locations.

About Sue Littleford

About the CIEP

Find out more about:

Photo credits: header image by Joshua Harris, presentation by Matthew Osborne, both on Unsplash.

Posted by Harriet Power, CIEP information commissioning editor.

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

Flying solo: Focusing your website on your ideal client

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In this Flying Solo column, Sue Littleford gets deep into the business of editing text for your website.

When it comes to the content of your website, there are four stages: the initial content creation of the text, editing it down to do the job efficiently, making it accessible and keeping your content fresh. Let’s take those in turn. (I’m not going to talk about using images in this article – but keep ’em relevant, keep ’em in small file sizes for faster page loading, use alt text for accessibility and be aware of copyright issues.)

Creating the initial content

To paraphrase Malini Devadas, of the recently (and, I hope, temporarily) mothballed Edit Boost, marketing boils down to (1) understanding what you do and (2) who you do it for, then (3) telling them about it.

Your website (alongside the CIEP Directory, for Professional and Advanced Professional Members), is the easiest place to demonstrate the first two, and do the third.

It’s clear that people don’t give your website much time to make a good first impression. I learned at the 2022 CIEP conference that websites have 50 milliseconds in which to do it.

Your content should therefore be attractive and engaging (how I hate that word ‘compelling’ in this context!), be easy to access in terms of language, layout and colours, and focus on the potential client.

So here’s the biggest piece of advice today: create an avatar of your ideal client, then write for them, specifically.

How can you help them? What problems do you solve? Why should they hire you?

It’s always about them, not about you. That should steer your writing.

Think not about what you offer, but about what your client needs.

Keywords are a big thing

These are the search terms that people use in browsers to find what they need. And as search engines have been developed to work with more natural language, so they now reward keywords that appear in natural writing, rather than being crammed in artificially.

Keywords come in three flavours, depending on their length. The shortest are short-tail keywords, and are a word or two long. Long-tail keywords are little phrases – five words or more in length. Medium-tail keywords fit snugly in between, at three or four words long. This flexibility means that using keywords of different lengths can still make the writing appear natural while getting good search engine optimisation – the SEO you hear bandied about.

Short-tail keywords are necessarily more generic: ‘proofreader’, ‘editing’ and so on. The longer the keyword, the more specific it becomes, which is why you need to know the keywords that people type into their search engines.

How do you find out the keywords people use?

There are a number of services available, some paid for, some not. If your website is live, Google’s Search Console will show you the keywords that people already use when finding your site.

Or you can simply search for your service in your browser (like most of the world, I use Google as my search engine, most of the time, anyway) and see what comes up at the bottom of the screen under the heading Related Searches or People Also Ask.

There you’ll see what people are typing into Google, which is what you want to incorporate into your content – somehow – so that you are found, too.

For instance, I’m a copyeditor. I don’t proofread – proofreading and I just do not get along. But I know that ‘proofreader’ is the catch-all term for what I do, and people outside the publishing industry will be searching for that, in all probability, or maybe for ‘editor’ far more than ‘copyeditor’. So, I lob ‘proofreader/proofreading’ into my text whenever I can, even though I don’t offer that service. Google doesn’t read the negative!

Editing the content into shape

Once you’ve created your content (which you can, of course, tweak endlessly even after it’s live) you now need to make it look the part.

I buck the trend, as about 70% of my traffic is on computers, and only 30% on mobile devices (of the mobile devices, tablets barely get a look in. Most weeks, it’s just computers and phones). In most cases, those figures are reversed, I understand (I suspect it’s because I market to publishers and packagers, and people are searching during work hours at their desk; if you market to indie authors, I’d guess those figures flip over in favour of phones).

It’s therefore essential to think of how your content will look on a teensy-tiny phone screen, not just how it looks on your 33-inch monitor.

So that means subheadings (keyword magnets) for ease of navigation, short sentences and short paragraphs.

We editorial professionals do like our words. We use far too many of them (guilty as charged) so here’s a chance to practise your word-cutting on your own text.

Ask yourself what that ideal client of yours wants to know, and will be willing to read. It’s not necessarily what you want to say …

Aside from being visually accessible in terms of paragraph and sentence length, structured around those easy-to-navigate subheadings, you’ll want to make sure the language itself is also accessible. Take a look at a couple of ‘Flying solo’ articles on just this topic: Good communication is accessible and Conscious language and the business-conscious editor or proofreader for some guidance on this.

Then pare away at your text until every word earns its keep – but don’t be so concise that reading it is hard going.

When you’ve finished, your text should be doing a shining job of demonstrating your editorial skills (showing, as much as telling) and speak directly to your ideal client.

Shaping the edited content

When it comes to importing your text to your website, think about possible formatting issues, as you would with any text that is to be published.

Incorporate white space, avoid walls of text and make sure it is easy to find the bit you want. Choose an easy-to-read font, that’s big enough to read comfortably, even on a phone.

If you have things you want your reader to click on, have a button if you can, rather than an in-line link. On my site, the button to email me is pretty visible – different colour, big but not ridiculous.

Accessibility

In 2021 I completely renewed my website, including an entirely new colour palette. One of the hardest parts of the build was to make sure that there was sufficient contrast between text colour and background colour on links and buttons.

The Web Content Accessibility Guidelines are supported by many websites offering to check a page and give instant feedback. My web guy and I spent a couple of hours going back and forth making sure we found colours that worked with the palette I’d chosen (I’d already had my logo redrawn – no going back! But the Coolors site helped us find compatible shades) and passed all the accessibility tests. I see that new colour contrast guidelines are on their way.

Keeping the content fresh

Search engines much prefer sites that don’t look neglected. That means periodically updating your text, whether that’s small tweaks, complete rewrites of a page, adding items to a resources page, posting a blog article regularly, adding new testimonials or adding whole new pages.

Throughout all your updates, do keep that avatar of your ideal client in mind.

But every now and again, as your business grows and you develop as an editor or proofreader, do ask yourself whether your ideal client has also changed. If so, work out a new avatar and then review all your content with that paragon at the forefront of your mind.

If you are getting more firmly established in a niche, you may want to trim your offer to reflect that, and stop targeting the type of client who is no longer a good fit for where you’re taking your business.

If you are adding services – maybe you’re a proofreader who now also copyedits, or now offers manuscript evaluation or developmental editing – then you have a new ideal client. Or one ideal client per service. Again, keep your text under review with that or those ideal clients front and centre of your thinking.

Buy a print copy or download the second edition of Going Solo: Creating your freelance editorial business from here.

About Sue Littleford

About the CIEP

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Photo credits: header image by JESHOOTS.com, person on a computer by Andrea Piacquadio, both on Pexels, screenshots from Google.

Posted by Harriet Power, CIEP information commissioning editor.

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

Flying Solo: Facts for fiction editors

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In this Flying Solo column, Sue Littleford looks at how the Going Solo toolkit’s work record spreadsheet can be modified for use by fiction editors, and finds out how three fiction editors keep records about their work.

Fiction editors can’t avoid diving into non-fiction when they’re running their businesses rather than editing. The Going Solo toolkit’s work record spreadsheet (available as a member benefit – you’ll need to be logged in to the CIEP website to download it) is heavily geared towards the kind of breakdown of jobs that a non-fiction editor will find useful. Those categories don’t really work for fiction editing, beyond word count, time taken and fee charged, so I’ve been talking to three fiction editors about their own record-keeping.

Why keep records about completed work?

Editors and proofreaders in all niches need to keep track of their work and the time it takes them if they’re to have a solid basis from which to calculate quotes of cost and time. In June 2021, I looked at how to use the filter with a spreadsheet of data about the work you’ve done to get the best use of it when it comes to preparing a new quote or estimate.

Another benefit of compiling records of your work (for CIEP members and prospective members) is that you can send in a spreadsheet of the relevant details with an upgrade application instead of having to type out everything again on the application form, and it’s easy to see when you’ve achieved the necessary hours of experience.

But the main and ongoing benefit is not having to snatch figures out of the air when it comes to your pricing, and knowing the answer to the eternal question ‘How long will it take?’ You can also see if you’re getting faster or slower overall, see the impact using a new tool makes on your speeds (or a change in the material you’re working with) and, especially with repeat clients, ensure consistency in your pricing approach, and see how jobs from a particular source compare.

If you provide several services – manuscript assessment, development editing, structural editing, line editing, copyediting, proofreading – you can also see which is the most rewarding in a financial sense, which gives you best return for your time, and it helps you to tailor bundles of services at a sensible price for your business.

And now, a warning! You may be tempted to keep minimal records, perhaps just your invoices, but you really should be keeping full records: anyone planning on upgrading (and all members will need to achieve PM status to remain in the Institute, which means applying for at least one upgrade: see p4 of the Member Handbook for time limits) will need a record of the work they’ve done to show that they have the requisite hours of the right type.

In addition, in the UK, you will need to be able to show HMRC evidence of the hours you work, in order to support your calculations for tax relief on the costs of working at home. If you live (or at least pay tax) elsewhere, be sure to check your own country’s requirements – but if you still have CIEP upgrades to do, you’ll need your breakdown of hours worked available and categorised.

Facts for fiction editors is definitely A Thing!

Three editors, three approaches to record-keeping

Here’s how three editors handle their records.

1. Going Solo toolkit with modifications

Now an editor of fiction and creative non-fiction, APM Jill French started her business mainly focused on non-fiction, and finds the Going Solo toolkit’s work record spreadsheet works well for her way of thinking, with the addition of ‘manuscript assessment’ as a category of work. Each round of editing the same book is logged as a separate job, which gives her enough data to analyse when it comes to pricing another job of the same stage.

2. Combining two off-the-shelf systems

IM Katherine Kirk uses both the work record from the Going Solo toolkit and Maya Berger’s TEA system (CIEP member discount available). Katherine is working towards PM status and finds the analysis and tracking offered in the jobs spreadsheet helps her to maintain a good record to support her application in due course. But she finds that TEA works better for her for financial records, and so she maintains both, having simply hidden the columns that are irrelevant to her business (columns N–S from the Going Solo spreadsheet).

Katherine uses the average words per hour for that particular kind of work to inform her estimates, but, depending on the client, may also do a sample edit to check. She records these sample edits in TEA in order to be prepared if that client comes back. If the client doesn’t return, Katherine has data ready to hand on the price she quoted, and can see what impact changing the price has on landing the client.

3. Tailored record-keeping

Nicky Taylor, an APM, has developed her own record-keeping system over the years. Like Jill, she records each type of work for the same book as separate jobs, so a development edit and a copyedit get their own rows in her spreadsheet.

Nicky said to me, ‘Looking at all my data made me realise that manuscript critiques on their own were simply not financially viable, so I stopped offering that service; if I hadn’t recorded everything, I doubt I would have known.’ Music to my ears about the real-world value of keeping business data.

For a development edit, Nicky records the onboarding time, reading time, report-writing time; for a copy- or line edit, she will record the time spent on each pass – she always does a full read-through and two passes, and has a column in her spreadsheet for each of these.

Included in her records are columns for pre-returning the job, which covers time for checking comments, checking over the style sheet and completing the handover tasks. Another column captures the time spent on post-edit revisions, post-edit discussions with the author, and emails. If a PDF conversion or layout work is required, this time also goes into that post-edit column.

Most of the time, the production of the style sheet is absorbed into the two passes, but may be recorded separately if the occasion demands. Production of a bible, perhaps for a planned series, will be logged separately.

Nicky includes an ‘Other’ column in her spreadsheet for different kinds of jobs, such as consultancy and other requests, recording the exact nature in the job description column. Like Katherine, Nicky also uses TEA for her financials.

The Going Solo toolkit: Work record spreadsheet

The CIEP has decided to follow Jill’s recommendation, and has added manuscript assessment to the dropdown list of types of work, which would include the kinds of tasks covered by Nicky’s ‘Other’ column. If you’re already using the spreadsheet and would like to add this to your own records, you can either download the new version (be sure to be logged in to the CIEP website first) and copy your records across, or extend that dropdown list yourself. It’s easy!

NB: All screenshots show Excel 365 on a PC. The instructions apply to PCs but Microsoft tells me they also work for Macs.

1. Select column ‘Type of work’ by clicking on the column header (D), which turns the column grey. A black down-arrow shows when your cursor is in the right position to select.

2. On the Data tab …

… open Data Validation in the Data Tools group by clicking the little down-arrow:

3. Select Data Validation from the dropdown menu:

4. You’ll see this:

Click Yes.

5. You’ll see this:

Now you can type a comma, a space and MA into the end of the Source box.

Check the ‘Apply these changes to all other cells with the same settings’ box if you’ve added other tabs that have this same list, otherwise you can leave it blank.

It will look like this:

Click on OK.

You’re done! You can now use the new code, and you can, if you like, add others that suit the work you do. You might want to add consultancy as a category, for instance, if that makes sense for the work you do. You don’t have to use codes – you could spell out the entire word, or use a fuller abbreviation. Once you’ve got the hang of this, you can personalise your spreadsheet exactly as you like. That said …

Four reminders

Reminder #1

The Admissions Panel explained to me, when I was developing the Going Solo toolkit, that they want to see your copyediting and proofreading hours on your upgrade application, so remember to keep recording these clearly and separately, no matter what else you decide to record.

Reminder #2

If you’re not sure how to get the best use of the data you’ve gone to the trouble of collecting, see my earlier ‘Flying solo’ post on using the filter functions.

Reminder #3

The sooner you start keeping detailed records, the sooner you’ll have compiled a useful bank of data to help with price and time estimation for new jobs.

Reminder #4

If you’re inspired by Nicky’s level of detail, don’t forget that you can continue to personalise your own copy of the Going Solo toolkit work record. Inserting additional columns is easy!

1. Click on the column letter immediately to the right of where you want to insert a new column.

Here, I’ve highlighted column I – see the colour change where the column’s label is, and the column itself has turned grey.

2. Right-click, then select Insert and a column will arrive between, in this example, Author name(s) and Total time taken (hours).

3. … and you will get this:

4. The Author name(s) column is still H, but Total time taken (hours) is now column J and we have a new, blank column I. Type in the name you want for the heading. Repeat as often as you need to add new columns, always clicking at the head of the column to the right of where you want to add a new one.

5. Columns in the wrong order? Move them with cut and paste. The column will always paste in to the left of where you click, as creating the new column did.

6. Unneeded columns? Instead of clicking on Insert, click on Delete if you’re sure you don’t want that column, or Hide, if you think you may need it at some point. (To unhide, select the columns on either side of the hidden column(s) and right-click; click on Unhide.)

Buy a print copy or download the second edition of Going Solo: Creating your freelance editorial business from here.

About Sue Littleford

About the CIEP

Find out more about:

Photo credits: office desk by Jessica Lewis Creative, laptop by Karolina Grabowska, both on Pexels.

Posted by Harriet Power, CIEP information commissioning editor.

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

Flying Solo: Conscious language and the business-conscious editor or proofreader

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In this latest Flying Solo post, Sue Littleford considers the importance of conscious language in marketing and selling your services as a freelance editor or proofreader.

Alienating possible clients is a business no-no. Sure, you don’t have to work with everyone who approaches you. There are folk who ask for a service you don’t provide, or are not happy to provide in the circumstances. Fine (as long as you’re not breaking anti-discrimination law).

Conscious language is a hot topic, rightly. We’re figuring out more and better ways to avoid making people feel prejudged, and to avoid raising barriers against their inclusion. As language professionals, we need to show we walk the walk.

There are two ways that conscious language and its close kin, discrimination, can affect our businesses – you choosing to reject a potentially rather profitable client because of your own beliefs about the world, based on first impressions; or potentially profitable clients rejecting you because of what you say in response to their query.

But aside from being bound by anti-discrimination legislation, it makes no business sense for us to discriminate, to any degree. You are, in effect, reducing your pool of potential clients, and the income you would earn from them, based on what’s going on in your own head, not what they are offering as work.

Incidentally: intent is irrelevant. If you hurt someone, it doesn’t matter whether you meant to or not. The pain is the same.

A word against generalising

Microaggressions accrete until they are a heavy burden that pierces your very being. You may not even notice handing out those tiny barbs, but you surely notice them when they’re directed at you, time after time after time.

Therefore: make it clear in your public writing – social media, blogs, website – that you encounter people as people, not as apparent members of a grouping about which you may have certain preconceived ideas. Those preconceptions may be rooted in a specific unpleasant experience, but when they become expanded from the particular to the general, that’s where microaggression rears its ugly head.

I’m a Manc. My ex-mother-in-law wasn’t my biggest fan. (OK, I admit, it was mutual.) When my then brother-in-law announced he was marrying a girl from Hull, my MIL exploded, ‘Not another bloody northerner!’

That’s an example of one particular beef being expanded to general prejudice. Hull is a good hundred miles from Manchester, yet my new sister-in-law was being branded the same as me, purely on the basis of the cities we were born in, decades earlier. Ridiculous, isn’t it?

Your communications

Many editors work with people for whom English is not their primary language, or it’s now their primary language, but they came to it later on in life, rather than being immersed in it from birth.

How do you refer to those authors in your marketing, when you say who you help? Are you assuming that all such authors have poor English, and will make the same kinds of errors? Do you even hint that’s what you have assumed, when you think you’re saying you’ll bend over backwards to help these poor folk who need all your skills to be able to string a sentence together? That’s a microaggression at the least.

Working in such a heavily online industry as ours, your opportunities to discriminate on grounds of looks alone are equally heavily limited. But what about people’s names? What assumptions do you make based on someone’s name about how much editing they might need, and how much it will cost? And what about the country extensions to the domain names of some email addresses? Do you have a knee-jerk reaction to those you find less desirable in a client? Are you already formulating your No, Thanks, email even as you open theirs?

It is very much good business sense, as well as kind, not to make assumptions based on a partial picture, but to gather evidence – get a sample of the writing, in very basic terms.

That old saying – you only get one chance to make a first impression – cuts both ways. Someone who emails you looking for editorial services may use an unusual (to you) form of greeting, or seem overly formal or overly casual. When you email someone back, indicating your assumptions ahead of the evidence about their writing, you are also making a first impression – and will probably be judged on it.

Be conscious of the lost opportunities that can result, and look closely and critically at your public communication: your website text, your social media, blog posts and profiles, and your responses to client approaches.

Encounter people on their own merits

I’ve already stressed apparent members of a particular group, because we all know what it’s like to be (mis)judged at first glance. I’d now add that membership of any particular group may well be temporary, and it is definitely partial.

Consider for a few moments all the groups that you yourself belong to: your nationality, your locality, your position in your family, your education, your career history, your personal appearance, your accent, your sexuality, your health status, your financial status, your outlook on life, your sleeping pattern, your taste in food and drink, your religion and how you practise it, your lack of religion and how you express it …

Every one of us is a temporary and partial member of a plethora of potential groupings. No one group completely describes us.

Who are we to judge a person’s worth – or value to us as a client – based on what we have just guessed about them, before they show us who they are?

What you perceive is not all there is.

What you show is not all you are.

The thing is, we all make judgements about people the moment we meet them, whether in person, on the phone, by email or on social media; it’s human nature – a visceral safety mechanism to sort strangers into friend or foe. But people in your inbox are at a safe distance, and you can afford to explore further. (OK, I’ll make an exception for scammers – always remain alert to those.)

Resolve to let people (scammers aside) show you who they are, before you make a decision about whether to work with them. This means opening up a dialogue with people enquiring about your services, rather than ‘sorry, too busy’ instant responses because you perceive, from their name or their email address, that they’re not for you.

We do have to protect ourselves from bad clients, of course we do. We want to work for reasonable people at a decent rate and be paid promptly. So by engaging more with potential clients, and getting them to show us who they are, we can have the double benefit of finding the diamond in the rough as well as discovering those folks who arrive fully clothed in red flags and should indeed be avoided. Making judgements prematurely means that you can lose out both ways.

Educate yourself

There are some excellent resources around to improve this part of your skills. My go-to is the marvellous Crystal Shelley, whom many of us have encountered. Her Conscious Language Toolkit for Editors is such a help when you’re stuck for an alternative word or phrase, and has many links to further resources. Just reading through the list of terms that need alternatives should set you thinking hard.

In February 2022, EFA launched a course on the same subject, written by Shelley, for which CIEP members get a discount. Shelley blogged about the launch.

There’s also Gregory Younging’s book Elements of Indigenous Style: A Guide for Writing By and About Indigenous Peoples (ISBN 978-1-55059-716-5).

There’s the free conscious language style sheet for PerfectIt created by Sofia Matias. That really helps you pick up things you may miss as you edit – or write.

Not least, there’s the website Conscious Style Guide, which we should all bookmark.

Pop your own recommended resources in the comments!

Your editing/proofreading

Now you’re being more conscious about your language when you write for your clients, or to your clients, you’re in a better position to help the clients you’re working with. This is also excellent business sense – clients are more likely to recommend you to others if you’ve helped them avoid conscious-language missteps.

Support your clients to use more neutral terms; use descriptions that the groups use for themselves – but good luck finding high degrees of agreement on what those descriptions are: groups are collections of individuals who have in common one element of their being, they’re not homogeneous monoliths! And people aren’t fungible.

So you’ll need to do your research and use your editorial judgement when editing or suggesting changes – such as whether person-first or condition-first is most appropriate when talking about people’s health. Hint: it’s not always person-first.

Get really practised and expert at this, and you can market a new service or make it a feature of your current offer – more good business sense.

As I write this, I have a chapter in mid-copyedit – it uses ‘manpower’ persistently. Those are changing to ‘staff’ or ‘personnel’ or ‘workforce’ as fast as I encounter them.

In sum

It’s sound business sense to educate yourself about conscious language; to encounter people on their own merits, without making assumptions; to make it clear in all your public-facing communications that you do that; and to help clients to avoid micro (and not-so-micro) aggressions in their writing.

About Sue Littleford

About the CIEP

Find out more about:

Photo credits: cactus by Ryan Schram, counters by Markus Spiske, both on Unsplash, welcome note by cottonbro on Pexels.

Posted by Harriet Power, CIEP information commissioning editor.

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