If you haven’t gone over to Screw You! and read Kathy Kehrli’s account of her Demand Studio experience, please do so. It’s insightful. It’s also a balanced report, one in which Kathy herself is upfront and makes no judgments based on anything but her personal experience. It’s a good read for new writers faced with making the right choices.
And the right choice is often an elusive thing. Every writer faces the choice whenever he or she faces a new client opportunity. How do you know when a project or a client relationship is valuable enough to warrant your time and energies?
The hours required match the pay. Forget promises of “the sky’s the limit!” payment. Figure out how much work you can accomplish per project, without killing yourself or sacrificing quality. Compare that to the fee. Does it pay you more than minimum wage? Does it help offset your healthcare, IRA, savings, or business insurance costs?
The pay rate is your idea or negotiable. If the fee is non-negotiable, that’s your first red flag. And it’s your first lesson – don’t allow clients to dictate your price to you. With the exception of magazine work, you should be the one determining your hourly rate. You’re running a business, not becoming someone’s pseudo-employee. Business people don’t have their prices dictated to them. Would you dictate the cost of your brokerage fees to Warren Buffet? Would you tell your contractor that you’re only paying X for your kitchen remodel? Then don’t let anyone tell you what your fee should be.
The client is willing to sign a contract that suits you both. Read that again: it suits you both. If the client supplies the contract or if you do, you have to be satisfied with all the terms, not just the idea that this person is going to do right by you. It’s a cold fact: some people don’t want to do the right thing. Don’t sign it if there’s anything in there that concerns you. Instead, contact the client right away and discuss it. Negotiate it. If it’s still not satisfactory, walk away. There’s one person looking out for your interests – you. Act accordingly.
The client values your time and efforts. Disorganization happens. Some clients are just terrible at coordinating. If you’re okay with being the one organizing and your client is willing to let you and pay you for it, then it’s worth your time. I have had a few clients like this. They’re good people, but bad planners.
It becomes a problem, however, when your clients demand instant accessibility or immediate turnaround on projects, but won’t pay rush fees. That’s the quick way to build resentment, not collaboration. Also, if you’ve spent months or years with this client and you’ve yet to hear one good thing but tons of bad things about your work, rethink how much that relationship means to you.
All signs point to a collaborator, not a control freak. You’ll know this faster than you think. If there’s more talk about “I want” and avoidance or dismissal of any talk of your rate, you’ll know. If the sweet voice on the other end of the phone is saying “I’m in such a rush – I need it by Monday” and it’s Friday afternoon, you’ll know. If the client dictates to you on your first meeting how things are going to work (including your own work process), you’ll know. You’ll know to walk away.
What are your signs?
Thanks for the shout-out … and the always level-headed advice. I wish more people would read your blog before they get trapped in the Demand Studios model.
Sometimes you need to follow your gut. If something doesn't sound right to you, ask more questions or simply say no.
I would rather be hurting for money than put myself into a serious situation.
One question I came away with, Lori, was: How do you calculate the rush fee?
Is it twice your hourly rate? A flat additional fee? A percent of the project?
(I only wish I could add rush fees for articles! Well, a couple of editors have doubled my pay for extra-speedy turnarounds, so I shouldn't complain too much!)
Thanks, Kathy! I wish they'd do the math first. There would be no need for reminders.
Love the advice, Wendy Too often the gut is ignored, isn't it? We know. But we pretend we're doing the right thing. It has to be right for both sides of the equation, not heavily tilted in someone else's favor.
Paula, I'm not sure how others calculate it, but I go with 20 percent of the total project cost. But I'd be interested to hear how others do it.