Article
April 2, 2024
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by Stephen

Setting Freelance Rates, Best Book for

A few months ago I wrote about financial practices for freelancers that I find helpful in my own business. I’ve been wanting to write about money again, specifically about setting rates. Rates are a constant and ongoing issue, of how to set rates, and when to raise rates, and whether or not rates are appropriate. But the truth is, I don’t think I have any good advice. I do set prices for my indexing work and I have raised rates, but it so often feels like trial and error that I don’t know what I could say that would be practical and useful.

What I do know is that I don’t like thinking about rates as primarily an exchange of time for money. While figuring out an hourly rate is an easy and effective way to calculate prices and to gauge whether you are earning enough to pay the bills, there is a hard limit on how many hours I can work. I learned this the hard way during the first COVID lockdown. Bored, I accepted too many projects and quickly found myself indexing every single day for two months to keep up with all of the deadlines. Did I earn a lot of money? Yes. Was I burned out by the time I finally felt like I could allow myself a day off? Yes. Simply working harder is not a sustainable growth strategy.

An alternative is to lean into value-based pricing. While still having a minimum income target to keep finances in the black, value-based pricing is much more dynamic. Value-based pricing considers, what is the value of my expertise and experience? What is the value from the client’s perspective? How can I use pricing to position myself for the clients I want to attract?

That said, while I like the concept of value-based pricing, it is still difficult to know how to put it into action. It also raises a host of emotions. Is my work actually good enough to charge X? If I charge more, will I offend or scare away my clients? Am I a bad person for wanting to earn more?

I’ve been wanting to raise rates again this year, but also facing the questions of by how much and on what basis should I determine the increase. Thankfully, I discovered a new book that teaches just that.

If you also struggle with setting rates, I highly recommend Free Money: Nine Counterintuitive Moves for Life-Changing Freelance Income, by Austin L. Church. I’ve bought a copy and have found it extremely practical and insightful. 

In the first part of the book, Austin walks you through a series of exercises to help you determine how much you need to charge in order to not just earn the bare minimum to pay the bills, but to also generate sustainable financial margin. In the second part of the book, Austin explores the wider context of pricing and why it is we earn money, including beliefs and mindset about money, navigating common scenarios, and advice for how to raise prices with clients. 

I wish I read this book when I first began freelancing. I wish I read this book again when my business started to take off. This feels like the type of book that grows with you, as your business matures and changes, and as your financial needs grow and change. Even if you are an experienced freelancer, Free Money provides a lot to consider. I found the exercises well-worth completing, and I now have a much clearer sense for what my new rates should be. More importantly, I understand why, and I have a better sense of my pricing strategy going forward.

If you are interested, Free Money is available either through Austin’s website or through Amazon. And, to be clear, this is not an affiliate link. I am not earning anything by recommending this book. I am just that impressed and think that every freelancer should read it.

While on the subject of finance books, I also highly recommend Profit First: Transform Your Business from a Cash-Eating Monster to a Money-Making Machine, by Mike Michalowicz (which I see that Austin also recommends). I discovered Profit First three or four years ago. Its value, for me, was learning how to properly manage cash flow so that I consistently have enough on hand for taxes, expenses, and to pay myself a regular salary. Following the Profit First system has made my monthly cash flow much more predictable and stress-free.

So there you have it. If you are struggling with your finances as a freelancer, or feeling guilty about wanting to charge more, read Free Money, by Austin L. Church, and Profit First, by Mike Michalowicz. Your bank account and nerves will thank you. 

Article
March 5, 2024
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by Stephen

When to Walk Away

A month ago I wrote about my ideal working relationship with publishers, as a valued member of the team. But not every publisher or client is going to be ideal, and sometimes you need to know when to walk away.

Walking away from a project or client is scary. Especially early in my career, I was loath to pass up an opportunity. I needed the paycheck and would say yes to books that I either had no interest in subject-wise, or were beyond my skill level in either subject matter expertise or indexing know-how. Which isn’t always bad. Sometimes being pushed out of my comfort zone shows me where I need to improve or shows me that I am capable of more than I realize. Though sometimes it means that I need to set better boundaries.

Sometimes you need to walk away from a project because of the client, not the actual work. Or at least be willing to walk away.

I faced this situation with two different clients last year, both academic authors. The experiences caused me to reflect on what it is I need from clients in order to make this working relationship worthwhile. Are all of the terms dictated by the client, or do I have some agency too? Though to be fair to both authors, I found them both (or in the one case, the author’s assistant) pleasant and easy to work with. The problem actually lay with their respective universities.

Often when I am hired by an academic author, payment for the index comes from their university, in the form of funding that the author can tap into. This usually means that I need to register with the university as a vendor, which almost always means paperwork. In these two cases, both universities had requirements that I was unable to fulfill. In one case, the university wanted a tax number that I did not have (as a Canadian citizen and resident, with the university in another country, it was a foreign tax number I ordinarily do not need). In the other case, for a university in yet another country, their requirements seemed more suited to a larger company than my one-person freelance outfit. After initial inquiries, neither university seemed to want to budge.

What do I do? Do I invest time and money trying to meet their requirements, which could potentially take months trying to acquire that which I do not have? Or do I walk away? I don’t really want to walk away, because the issue isn’t with the book or with the author. But if being paid is going to be a drain on my time and resources, the project is no longer so appealing. How much red tape is $1000, or even $2000, worth?

In both cases I decided to be honest with the authors. It also helped that they had started the vendor registration process early, before the proofs were ready for indexing, so there was still time to find another indexer if necessary. I explained why I was unable to meet all of the vendor registration requirements. I asked if the university would be willing to waive the problematic requirements. I politely stated that if the requirements were not waived, then I would regretfully need to withdraw from the project and they would need to find another indexer who would be a better fit.

I felt anxious threatening to pull out of a project I had previously agreed to do. I didn’t know how the author or the university would react. I also felt okay at the prospect of losing the client and project. There was still time for another project to come along to fill that time slot in my schedule and it felt good to protect and value my own time and business.

Thankfully, both universities decided, after all, that they could waive the troublesome requirements. I don’t fully know what happened on their end, but the authors decided to advocate to keep me as their indexer and the university administrators found a way to make it happen. A happy outcome for everyone, at least from my perspective.

These experiences taught me a few lessons:

  • Know my boundaries. As an indexer, I am here to serve my clients, which involves dealing with payment and paperwork. Some paperwork is reasonable. But I also want to enjoy my work, and I only have a finite amount of time. To keep my business sustainable and enjoyable, I need to know and enforce my boundaries, which may mean saying no or goodbye to certain books or clients. I know I can’t serve everyone, so I may as well focus on the books and clients that are the best fit.
  • Always ask. Administrative requirements may not be set in stone. While the answer may not always be what I want to hear, it is worth asking if changes can be made (and letting the client know what I am willing and not willing to do) before making a final decision about a client or project.  
  • Learn to say no. I wish I was better at saying no, and that I was better at it earlier in my career. Turning down projects is tough, especially when offers are scarce. But if you are a newer freelancer, practice saying no, and maybe actually say it sometimes. This circles back to boundaries. Know what kind of work is too far out of your comfort zone. Know what level of red tape you are willing to deal with. It may be difficult in the moment to turn down a project or client, but your future self will thank you. 

Have you ever walked away from a project? What was that experience like? What did you do to make the situation better? Please feel free to reply below in the comments. I am curious to hear your experience.

Article
February 6, 2024
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by Stephen

A Member of the Team? Freelance Indexers Within Publishing

Freelancers are ubiquitous within publishing. Most publishers maintain a relatively small number of in-house staff, with much of the actual production work contracted out. What does this mean for the relationship between freelancer and publisher?

Before I dig into this topic, I want to acknowledge that I write from a place of having previously been on the inside, and from also now having been a freelancer for about eleven years. When I first began working in publishing, I worked in-house for two different publishers. I developed a strong sense of publishing as a team effort, with each person, whether in-house or freelance, contributing to the finished book. As a freelancer, I have retained this sense of being part of a team, and in my ideal working relationship with a publisher, we respect each other as team members. That said, I am also aware that many freelance indexers do not have in-house experience, and that publishers can come across as opaque and unapproachable. 

This reflection draws upon my own experience and what I would like to see. Your experiences and ideal working relationship may be different. I am curious to hear what you think, in the comments. If you are a new freelance indexer, I hope this gives you some ideas for what a positive working relationship can be like.

To start, let’s look at a couple of recent experiences I’ve had.

The Editor Who Couldn’t Care Less

Some publishers, or at least certain editors within those publishers, couldn’t seem to care less about the freelancers supporting their work. I encountered this a few months ago when I was hired by an author to index their book, which was being published by an independent academic press. (For the sake of this reflection, I’m keeping authors, editors, and publishers anonymous.)

Indexing guidelines were scant, though it seemed that both run-in and indented formats would be accepted. Working with the author, I submitted the index in run-in format. To our surprise, the editor unilaterally changed the format to indented, on the grounds that indented is easier to read. I actually agree with the editor on the format, but that’s not the point. If the editor felt so strongly about the format, they should have made that clear upfront.

We asked the editor about the change, and the editor confirmed that the press does indeed accept both run-in and indented formats, except, I guess, when the editor decides they know what is best. Reverting to run-in format was not an option. I followed up with some additional concerns, since the structure, as I originally envisioned it in run-in format, no longer worked quite as well. I also asked that in the future the editor provide clearer instructions, to avoid this extra and unnecessary work caused by this unilateral change. In reply, the editor made very clear that they had no interest in communicating with me nor in providing clearer instructions. The editor stated that they primarily work with scholarly authors who apparently get confused by too many instructions, and so the editor is used to taking whatever the author provides and formatting it as they see fit.

The irony is that I had already been hired by a different author to index a second book for the same press (which I submitted in indented format). The editor seemed unaware and uninterested in the fact that at least some of their authors were hiring professional indexers. Even if I am not in direct contact with the editor, I would suggest that we are still on the same team, and that better communication, whether directly or in the form of clearer indexing instructions, would make for a better book and a smoother production process for both of us.

The Editor Who Gets It

That same author who hired me to write the first index later passed my name on to a friend, who turned out to be the manager editor for two small university presses. That editor got in touch and, after a few emails back and forth sorting out the details for how we might work together, wrote, “Welcome to the team!”

Guess which editor I want to work with.

Being Part of a Team

Every publisher and project is going to be different. Some publishers prefer to be hands-off, making the index the author’s responsibility and not wanting to be in direct contact with the freelancer. I understand that the in-house editors are often very busy juggling multiple books. I respect the desire to be hands-off and I let the author take the lead on how communication flows between me, the author, and the press. In other cases, I am hired directly by the press, and so I am in regular contact with the in-house managing or production editor. For complicated projects, I may also be put in contact with the copyeditor, proofreader, or designer—whoever is best placed to answer my questions—which really does feel like I am part of the team. 

As a freelance member of the team, I recognize that I am being hired to perform a service. I realize that I don’t always get the final say, and if the author or publisher insist, I will revise the index as asked, even if I disagree. That said, part of being a team also means having my role and expertise respected. I appreciate at least being consulted on potential changes and to have my opinion taken seriously, even if the author or press ultimately decides otherwise. Respect also involves clear communication, whether direct, through the author, or through the indexing guidelines, so that I can properly do my job and have a way to ask questions. 

Being a freelancer also means recognizing when I am not part of the team. This took me a while to learn, as I was initially used to being part of the in-house team. But as a freelancer, I work with multiple authors and publishers. What is best for my business is not necessarily in line with what the publisher wants. While working together with authors and publishers on specific books, I also need to have boundaries with clients, to be able to say no when a project or publisher is not a good fit or if my schedule is already full.

For me, at least, it doesn’t take much to feel included. I don’t need a small gift or card at Christmas (though it is a lovely surprise when it occasionally happens), nor do I need to be included in company-wide meetings (though again, a nice gesture, especially if the meeting pertains to freelancers and my time is compensated, as did once happen). What matters is feeling appreciated. A word of thanks for the index. A willingness to answer questions. A desire to work together again in the future. Basically, an openness to a positive professional relationship that makes it easy to get the work done. 

What are your thoughts on the freelancer-publisher relationship? Do you feel part of a team? Or do you feel shut out or disrespected? What do you look for in a positive working relationship? Please feel free to reply in the comments and let me know.

Article
October 25, 2023
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by Stephen

Persevering Through the Dip

It’s tough becoming established as a freelancer.

In my last two posts, I’ve written about marketing and money. Today I want to acknowledge that it also takes time to become established as a freelancer. And that time can feel painfully slow and leave you wondering if you are ever going to succeed.

The time and space on the way to being established can be described as the Dip. This is a concept I learned from Seth Godin, from his book The Dip: A Little Book that Teaches You When to Quit (And When to Stick). The book is indeed little, and I highly recommend it.

The idea is that there is always a Dip on the way to mastery and success. The Dip comes after the fun and excitement of learning a new skill or beginning a new venture. The Dip is the long slog towards success, wondering if anyone will hire you, wondering if your skills are good enough, wondering if your business is a failure. 

When it comes to indexing, I think the Dip can include the struggle to market and find work.  It is discouraging when you don’t know who to contact, no one seems to want to hire you, or when there are large gaps in your schedule between projects. The Dip can also include struggling to improve your skills. It takes practice to gain proficiency. If you are still struggling after the fifth or tenth index, doubt can creep in on whether you will ever get the hang of this. The Dip can also involve a project or client relationship blowing up in your face. Do you really have what it takes to run a business? Do you dare try again and accept a new project?

I want to assure you that yes, it is possible to get through the Dip. I also want to acknowledge that getting established is hard. I’ve often heard the rule of thumb that it takes about three years to become established as a freelancer. That was true for me. I noticed that the number of queries I was fielding seemed to pop in my third year, as did my income and the number of indexes I wrote. Though I also know other indexers who have found full-time work sooner, and others who are in the Dip for longer. The Dip varies from person to person, though everyone faces it one way or another. 

Godin writes that when in the Dip, you are faced with two choices. Do you quit, or do you persevere?

Quitting isn’t always bad. I knew an indexer, who started about the same time I did, who later quit indexing to focus on being an editor. They realized that they were better at editing, earned more from editing, and found editing more enjoyable, and so it made sense for them to quit indexing. Similarly, a few years ago I made the decision to quit proofreading, as indexing is a better fit for me. If indexing is not a good fit for you, or if freelancing is not meeting your needs and goals, then quitting might be the right decision. Quitting strategically is not failure. What I don’t want you to do is to quit because the Dip just feels too hard.

The trick to getting through the Dip is to keep moving. As Godin writes, “The Dip is flexible. It responds to the effort you put into it.” Keep practicing your skills and accepting new projects, knowing that each index is an opportunity to learn and improve. Keep marketing, reaching out to authors and publishers who might want to hire you. You never know who is going to write back. Keep networking with other indexers and editors, attending conferences and participating in online events and forums. You may gain a referral or advice for a sticky problem, or at least feel less lonely in the profession. Move through the Dip rather than being stuck at the bottom.

Lastly, be realistic about the fact that the Dip exists and that you may be in it. Whether it takes a year or three or more to get out of the Dip, it will be a stressful time, with a lot of uncertainty and doubt. It will take a lot of work to get out of the Dip. And that’s okay too, because the work you do now is laying the foundation for your future success.

It is possible to succeed as a freelance indexer. You can build the business that you desire. I believe that you can do it.

Article
October 11, 2023
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by Stephen

Money Advice to Make Freelancing Easier

In my last post, I wrote about my two golden rules for marketing and building a client base. Today, I want to write about money.

If you are a freelancer, or are thinking of becoming a freelancer, I assume at least part of your motivation is to earn an income. Even if an income is not your primary goal, money is still likely to be involved, unless you plan to work pro bono. Some basic financial planning and understanding is crucial, though don’t worry, you don’t need to be an expert.

As a disclaimer, I am not a financial expert either, so by all means please do your own research or consult actual experts.

These are a few things which I have found helpful in my own business, and which I wish I understood better when I first started. I hope this helps set you on the right path too.

Outsource Tasks, Not Responsibility

You don’t need to handle all of your bookkeeping and taxes by yourself. If you are not comfortable doing so, lack the time, or know that a professional can do it faster than you can, then you can certainly hire a bookkeeper, accountant, or other assistant to help you with your finances. You don’t need to do this alone.

What you can’t outsource, however, is responsibility for your finances. This is your business and you need to understand what is happening. Schedule a regular time, maybe once or twice a month, to review your finances. Even if you are not doing the work yourself to create invoices, record payments, or record expenses, understand how the process works. You don’t want to be in the red because a client failed to pay and you never noticed. 

Plan Ahead

For me, a key part of managing my finances is being organized and planning ahead – which can be hard. How I manage my finances continues to evolve as my needs change and I learn better methods to be organized. For you, try to set up a good system from the start, while also know that it is possible to change as you go along. 

Here are a few tips for planning ahead and organizing your finances that I’ve found useful.

  • Plan for an unpredictable cash flow. One of the downsides of freelancing is that no one is paying you a regular salary. How frequently you issue invoices will vary. The amounts on each invoice will be different. Clients may also pay early or late. This can sometimes lead to a cash flow crunch when you need money to pay your bills and payments have not yet arrived – which is why it is important to keep a reserve fund. Set money aside from each payment so that you can still pay yourself and meet your financial obligations when payments are late and cash is short. There are different ways to do this. I’ve found the Profit First system, by Mike Michalowicz, to be helpful (I recommend his book by the same name). Or can you find or develop a different system.
  • Set financial goals. It can be easy to drift along in your business without some kind of goal. Without a target income, you may even earn less than you need to to stay afloat. So set some goals for yourself. If you are just starting out, maybe aim to increase next year’s income by ten or fifteen thousand dollars. If you’ve reached a comfortable yearly income or have all of the work that you want, I recommend still setting a minimum income that you want to reach. I find it helpful for gauging my progress throughout the year and for ensuring that I have enough money coming in for my budgeted expenses and savings. Once I reach my goal, I can either continue to earn extra or I can give myself permission to take time off. 
  • Decide how to track the numbers. Will you use bookkeeping software? There are several options. Or track expenses and income in Excel? It doesn’t really matter so long as it is accurate and works for you. When I first started, I bought a program to handle invoices and I kept track of everything else in spreadsheets. Now that I have a somewhat larger business, with more invoices, expenses, and also now royalties from my book, I find it more convenient to use an all-in-one bookkeeping program.
  • Use templates for invoices. If you plan to be in business for a while, then you are going to be sending out a lot of invoices. Save yourself some time and use a template. This could be using a template within your bookkeeping program or it could be a template that you create in Word or Excel. 
  • Track expenses. Have someplace where you record expenses immediately, and have a place where you keep receipts. For physical receipts, consider also taking a photograph of the receipt and keeping that photograph in a dedicated folder on your computer. You can claim business expenses on your taxes, but only if the expense is documented.
  • Add bookkeeping to your schedule. When it comes to creating and sending invoices, recording payments and expenses, and reviewing my finances, I find it much easier to remember and to do when it is a regular part of my schedule. So, I do my bookkeeping twice a month. Find a time that works for you.

Taxes

As with planning ahead for an unpredictable cash flow, plan ahead to pay taxes. Set money aside from each payment in a separate account so that you aren’t caught short at tax time. Depending on your jurisdiction and income, you may also need to pay quarterly installments.

It can be difficult to know how much to save. I suggest plugging some estimated figures into a tax program or tax calculator, taking into account any tax credits or deductions you anticipate claiming. The goal is to save a ballpark figure so that you at least have most of the money set aside.

Depending on where you live and how much you earn, you may also be responsible for collecting sales tax, as well as complying with other business regulations. This may also depend on the type of business you have (for example, a sole proprietorship versus incorporation). As a one-person business, requirements shouldn’t be too complicated, but still do your research for the jurisdiction you live within and proactively abide by the rules. 

To sum up: have a plan, as I have repeated throughout this post. If you understand what is happening financially with your business, if you have a place for recording and tracking all of the numbers, and if you have a schedule for keeping all of that information updated, then I find it is fairly easy to keep the whole system moving along and to remain financially healthy. It doesn’t need to be a lot of work, so long as it is done regularly.

Article
September 27, 2023
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by Stephen

Marketing and Building a Client Base, My Two Golden Rules

Marketing is tough. It may be the most fear-inducing part of being a freelancer. Especially if you are an introvert, like most indexers are. How do you find publishers and authors with books that need indexing? How do authors and publishers find you?

Publishing is a vast, global industry.

Where do you start?

It can feel overwhelming and paralyzing.

I also want to acknowledge that you may not have previously worked in publishing, so the inner workings of the publishing world may be even more opaque.

So, let’s start with demystifying publishing. Once you understand the industry a little better, the way forward with marketing may be clearer.

I’m going to share with you my top two rules, or insights, which have made the biggest difference for me when marketing and building my client base, and end with some additional tips.

Rule #1: You Don’t Need to Serve Everyone

It is impossible for you to serve everyone.

According to these statistics published last year by Wordsrated, approximately 3.52 million nonfiction books are published annually, worldwide. The proportion of English-language titles will be smaller, but still at least in the hundreds of thousands. How many of those books do you think you can index?

Personally, I index about 65 books per year. Your mileage may vary. I also turn down maybe another 20-30 books, mainly because I don’t have room in my schedule.

Another angle to consider is that the publishing industry is not monolithic. Yes, there are the Big Five trade publishers in New York and a few massive companies that dominate scholarly publishing. But many smaller companies also exist which publish excellent books. Publishing is also broken up by subject matter, with almost all presses and imprints focusing on different areas.

From a marketing standpoint, I found this realization to be incredibly freeing. Instead of being overwhelmed by the sheer number of publishers I could potentially contact, there are instead whole swaths of the industry that I can safely ignore. Don’t index science and engineering books? Great! I can cross all those publishers off of my list. Can’t find contact information for the editors at Penguin Random House? I’ll cross them off my list too. That still leaves many possibilities.

As you think about marketing, think about who you want to work with (or what kind of books you want to index) and also who you do not want to work with (or what kind of books you want to avoid). It can be scary to declare a niche, for fear of missing out on work. But having a few markets or topics that you focus on can have at least three benefits. One, it makes marketing less overwhelming because you now have a more manageable number of potential clients to contact. Two, it helps to clearly define who you are in the eyes of potential clients. Clients want to know that you are a good fit for their book, and one way to build that confidence is to give clients something specific about your experience and expertise. And three, it is nice to avoid having to repeatedly say no to projects which are clearly not a good fit. Be clear up front, and the people who do contact you are more likely to be of interest.

Rule #2: Build a Diverse Client Base

My second rule may seem to contradict my first rule. After telling you that you can ignore whole sectors of publishing, now I want you to go wide?

It is going wide enough to provide steady work. I don’t want you to be reliant on one or two clients for all of your work. I have worked with publishers who have been shut down or downsized. I have also lost work when editors I worked with left the company and my name wasn’t passed on to their successors (or maybe their successors already had their own preferred indexers). As wonderful as that first steady client may be, keep looking.

However, there is probably also a limit to how many clients you can reasonably handle. For myself, most of my work comes from the same dozen or so publishers, either being hired directly or from referrals from the in-house editors. Some publishers only send me one or two books per year. Others send me four or five, or even upwards of ten. All together, it adds up to a full schedule. If I lose a client, I find there are usually enough offers from other clients to compensate. New publishers also occasionally find me – or I find them – and get added to this mix.

Even if I worked for a truly large publisher who was willing and able to fill my schedule, I’d feel more secure with a diverse client base. Keeping my first rule in mind, I don’t need or want to work with everyone. I don’t even work with all of the publishers within my niches. But I still want that happy medium of work coming in from multiple sources.

Additional Marketing Tips

Building upon these two rules, here are some additional tips for marketing and finding indexing work.

  • Look beyond New York and the Big Five. I’m sure someone indexes for the likes of HarperCollins and Macmillan, but those publishers can also be hard to reach. There are many smaller publishers outside of New York, which in my experience, can be easier to contact. Some editors also prefer to hire local. So, see if there are any publishers nearby, whether that means within your town or city, state or province, or region. Market yourself as a local indexer. If feasible, ask if you can stop by the publisher’s office to meet the managing editor. Attend local publishing or editing events to meet editors.
  • Don’t be afraid to contact smaller publishers. Even if they only send you one or two projects a year, projects from several such clients can add up.
  • Keep an eye out for new publishers. They may not yet have their stable of freelancers and may welcome you getting in touch.
  • Identify the gatekeepers. Indexing is a niche task, and even within a publishing company, it is usually only one or two people (or more, depending on the size of the press) who actually hire or refer indexers. Those are the people that you want to contact. They usually have job titles like managing or production editors, though in some cases, acquisition editors may also refer indexers to authors.
  • Identify and work your network. If you formerly worked in academia, tell all of those professors that you know, who are potential authors, that you are now an indexer. If you know someone in publishing, let them know as well. Attend local author, editing, and publishing events, and introduce yourself to people (which is scary, I know. But I’ve done it, and it can be a good way to meet people). Even if you feel disconnected from the publishing industry, tell everyone you know about your new career. Something will turn up.
  • Be specific. As I mentioned earlier, clients want to know that you are a good fit. Be specific when discussing your interests and experience. It is okay to mention books that you have indexed for practice.  Or, if you have been hired by one publisher, mention that when contacting a new publisher. Show why you are a good fit.
  • Be persistent and patient. Marketing is both a numbers game and a waiting game. Out of ten queries, you might get two or three responses. Or an editor might wait an entire year to get back to you (as happened once to me). Keep putting your name out there.

Most of this reflection has been aimed at marketing to publishers. That has been my primary marketing focus and it has worked for me. I kind of prefer working with publishers because, now that I have a good relationship with several, I don’t need to actively market anymore.

When I first started indexing, marketing directly to authors also felt completely overwhelming and unfathomable, and so I didn’t. However, I know some indexers, especially those with an academic background, who are able to successfully market to academic authors. Some indexers are also very good at asking for testimonials and referrals. So, it is also possible to market to authors and to primarily work with authors. As I discussed above, identify who you want to work with, what kind of books you want to index, and who you can access, and go from there.

Lastly, I want to acknowledge that marketing can be a slow process. It can take several months to find that first project. There may then be another gap until that second project, and then another year or two until your schedule is consistently full. That was my experience and the experience of many indexers I know. But it is absolutely possible to make those connections with authors and publishers and to find enough work to fill your schedule. Keep putting yourself out there. I believe that you can do it.

Article
April 25, 2020
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by Stephen

Updating an Index: Worth It or Not Worth It?

I think every indexer will, at some point, experience a baptism by fire from updating a previously written index. It is tedious. It is time-consuming. It is mental gymnastics trying to get into the mind of the original indexer and trying to figure out what has changed. 

My first freelance project was like this. Thankfully the budget that the client offered was not a pittance, but it was still a hard grind. I should have suggested that the index be re-written from scratch.

Which is the usual advice, when it comes to updating an index. It may take as much time to write a new index as it would take to update, but it will feel a lot easier because it is yours and because you won’t be constantly second-guessing yourself, wondering if a correction was overlooked.

I have come to realize, though, that not all updates are equal. And while they are usually still tedious, in some cases I think updating is the best option. To help me decide whether or not to accept an updating project, I have developed a set of criteria, which I try to rigorously stick to.

  1. The first is, how extensive are the changes? Understanding this is key to estimating how much work will be involved. If chapters have been added, removed, or shuffled around, then definitely re-write the index from scratch. If it is just a handful or couple dozen changes throughout the text, then the main issue will probably be reflow. Which is not a lot of fun to fix, but it does have the virtue of being fairly straightforward and can usually be done within a day or two.
  2. If it turns out there are only a few changes, I then ask if the client is able to mark all of the changes on a PDF. This removes the guesswork for me. Part of what takes so much time, otherwise, is trying to figure out what has changed between the two versions of the book. If the client can show me what has changed, I save time, the client saves money, and the changes are usually pretty easy to make. If the client cannot tell me where the changes are, then I will pass on the project.
  3. I also consider whether or not I have written the original index. It is a lot easier to update if I have, because I understand how the index is written and I may even have some memory of writing it. Deconstructing someone else’s index can be an interesting learning exercise, but trying to update or fix someone else’s index is a lot more stress and mental work. In a way, I prefer it when clients ask me to update rather than finding someone else because even though I don’t really want to do it, I know I can probably do a faster and better job because I am already familiar with the index.
  4. My relationship with the client is also important. This does not have anything to do with the index itself, so perhaps should not be considered, but I think it is important to consider a project in light of the larger relationship. I am more likely to say yes to a long-term client. And, last year, I did update an index for a regular client that I did not originally write but still met my other criteria. Even though I was paid, I also saw it as a favour and good customer service. If I did not write the original index and I don’t know the client, I will probably say no. 
  5. Lastly, I estimate how much time it will take. For it to be worth it, it needs to take me less time then writing from scratch. This usually means that I want to finish within a day or two. Since I also charge per hour for updates, completing the index within two days should also save the client money, as a brand new index would typically cost more. 

Thankfully, I don’t get asked too often to update indexes. I definitely prefer writing fresh. But when I am asked, it helps to have a plan for how to judge and complete the work. The pain and frustration does not need to be all-encompassing. 

Article
September 9, 2019
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by Stephen

How to Set Prices that Sell and Earn Profit

When I first began to freelance, I did not know how to set a price for my work. Instead of being proactive, I accepted what my first few clients offered me, as what they offered seemed fair, I had no prices for comparison, and I was simply thrilled to receive a paycheque. Over time, I realized that different clients were willing to pay different amounts and that other indexers charged differently—some more, some less—than I did. Clearly other people had their own opinions for what was possible and appropriate.

More recently, I have noticed pricing come up a number of times on some of the indexing email lists. One common theme is uncertainty over what prices to set—a position that all freelancers have probably been in at some point. Among more experienced indexers, there seems to be some anxiety about prices falling, as book production by some publishers is outsourced to third-party companies, often overseas. There is also a sense that we, as freelancers, have little control over prices, as in if we do not accept the prices offered, the client will walk. 

I disagree with this sense that we as freelancers lack agency and control over pricing. I agree that we cannot compel clients to pay a certain amount and that clients do have the right to walk, if they wish. However, to say that we have little control is to cede too much control to customers. I believe that we do have a measure of control and agency, and that this issue of price has two dimensions. The first is the actual prices that we set for our services and products. The second is the customers that we engage with, the ones who are paying us for our work. 

Know Your Customers

To address the second dimension first, obviously it is a problem if our customers are not paying the price that we want or need in order to make a living. What seems to be forgotten or not mentioned is that clients vary greatly from one to another, including what they are willing and able to pay. What a small trade press is willing to pay for an index may well be different from what a large trade press is willing to pay, which may be different from a university press, which may be different from a book packager, which may be different from an author paying out of pocket, which may be different from an author paying with a university grant, which may be different from a client in New York, which may be different from a client in rural Arkansas, which may be different from a client in Tokyo, which may be different from a client who is a single parent, which may be different from a client who is a pensioner, which may be different from a client who is the CEO of a business. 

So one consideration, if current clients are not meeting your financial needs, is to change clients. This can be difficult, but I believe that it is possible. Indeed, I believe that one of the advantage we have as small businesses is the ability to pick and choose who we work with, as we simply do not have the time and resources to work with everyone. If you find that prices are low in one segment of the publishing market, then find other segments that pay better. The publishing industry is not static or uniform, nor do you have to serve all segments.

Value-based Pricing

The other part of pricing, as mentioned, is the prices themselves. I do not have a background in business or pricing either, so I decided to do some reading and have so far found and read the book The 1% Windfall: How Successful Companies Use Price to Profit and Grow, by Rafi Mohammed (HarperCollins, 2010). I don’t claim to be an expert, but I did learn a few things which I think are applicable to our work as freelancers. 

First, let’s look at a traditional approach to pricing, which is what I recall being told when I asked around for advice when I first started freelancing. This approach is to figure out living and business expenses, and then charge enough to cover expenses plus a little extra. As Mohammed writes, a lot of large companies approach pricing this way too. The downside is that this approach can miss out on a lot of potential profit. For example, I may need to charge $40 per hour to cover expenses, but what if my client is actually willing to pay $60 per hour? This approach also implies that competitive advantage is primarily a matter of who has the lowest price, which means that whoever has the lowest cost of living or business—who can therefore afford to charge the least—wins. But again, this can lead to the person with the lowest price missing out on profits as not all clients are motivated by the lowest price. What this approach fails to consider is what it is the customer actually values.

Mohammed calls this focus on the customer value-based pricing. While earning enough to cover expenses is certainly important, I suspect that most clients don’t actually care all that much about our expenses. So in value-based pricing, the goal is to understand what the customer finds important in our service or product, and then to position our service or product to meet those values, with a price to match. The question about price switches from, how much do I need to make, to, how much is the customer willing to pay?

In addition to value-based pricing, Mohammed also discusses fifty different pricing strategies. I was also surprised at the variety. They are not all applicable for every business, and Mohammed’s suggestion is to find the handful or more that work for you. These strategies are divided into three broad categories—pick-a-plan, versioning, and differential pricing. These all have different goals, ranging from attracting new customers to setting premium prices, but collectively their purpose is to appeal to a wide variety of customers, who will each value your service or product in different ways. The idea is that by employing multiple strategies, you will appeal to different segments of the market, both higher and lower, resulting in a broader client base and likely more profit. 

As I was reading, some of the strategies stood out to me as possibly applicable for indexing. Some of them, I realized, I already use, though probably not as well or intentionally as I could be. (You may recognize some of them too.) So below are some ideas and comments on a few of the different methods. I make no guarantees as to their effectiveness, nor have I personally tried them all. This is just me brainstorming in public. Feel free to try some of these yourself and let me know how it goes. 

  • Bundle indexing with other services, if you offer them. I sometimes do this with proofreading. It saves the client from having to find and coordinate with another freelancer, I get more income from the project, and the indexing is usually a bit easier because I have already read the book while proofreading. Because of the time saved, I may even give a small discount.
  • Offer a flat fee. I remember Enid Zafran talking about this at the ISC/SCI conference this summer. A flat fee offers peace of mind to the client because it removes the uncertainty and trouble of having to calculate page rates or waiting for the proofs to be ready. Instead, do that work for the client and give them a single number.
  • Offer to negotiate with the client to find a price that is mutually acceptable. I sometimes do this as well, and I really appreciate it when clients are willing to tell me what their budget is or if my initial quote is too high because that allows me to reconsider my offer. Maybe the project is still worth my while if I charge $100 less, for example.
  • Offer different versions at different price points. I think the trick with this is being able to clearly articulate, and then deliver on, what the different versions of the index will look like, and how each version still contains value. A price-conscious client will be still be happy with the cheaper and lower quality index, while the client who values quality or who has deeper pockets may be willing to pay the premium price. 
  • Offer priority indexing for a higher fee, or, conversely, a discount for being willing to wait. I think that rush fees are similar to this, which some indexers already charge. But not all clients are in a hurry, so some might be attracted by a discount where you fit their index in around other, more urgent, projects.
  • Offer a financing plan, perhaps by splitting payment into two or more chunks. This might work for the client who wants the index but who does not have enough cash on hand. 
  • Offer differential pricing based on client type or characteristics. This could work for either corporations or individual authors. Maybe clients who live in a big, expensive city, will be willing to pay more, while a senior citizen may appreciate a discount to afford an index on their pension. The variations can be endless, but if you can gain some insight into your potential client by looking for identifiable characteristics, you might be able to gauge how much they will be willing to pay.
  • Offer periodic discounts or promotions, which could include the client paying an amount upfront to lock in the price for a future project. This may work best if you have a large enough client base to do a mass email or marketing blitz. 
  • Guarantee prices for a fixed period of time. This could work with regular clients, and would eliminate the need to negotiate each time a project comes along, saving you both time. 
  • Incorporate a success fee. This would involve charging an initial base price plus a bonus if the index meets a set standard. The hard part would be establishing the standard and evaluation method, but this might work for clients who are unsure if they want to take a risk on you. 

By this point you may be thinking, “Those are interesting (or terrible) ideas, but I just don’t need that many pricing strategies. How am I supposed to keep track of them all?” I agree that what I have listed here is probably more than is necessary for a single business. I do not plan on using all of them either. The point, though, is that we can be creative with how we price, and that different clients will respond to different strategies. A one-size-fits-all pricing strategy is a strategy for missed opportunities.

Setting Your Prices

To bring all of these ideas together, I want to suggest five steps for setting prices, which is a process I will be doing myself. 

  1. Write a value statement. This is an exercise that Mohammed suggests in which you describe, in concrete detail, the value that your service or product provides. It is easy for conversations about price to be awkward, and I know I can feel embarrassed about making a profit, even though I obviously need an income to live on. But Mohammed suggests that a lot of this awkwardness can disappear if we can understand and articulate the value that we are offering. This knowledge can also make us more effective negotiators and defenders of our prices, because we understand the basis on which they are set. 
  2. Analyze your clients. What do they value? Why are they coming to you, or more importantly, coming back to you? Why are they turning you down for alternatives? What are their next-best alternatives, and what value do you offer in comparison? You can also analyze potential clients that you might want to attract or reach out to. 
  3. Analyze your prices. Based on what you know of your clients and of the value you provide, are your prices accurate? Should prices be higher? Lower? It is important to note that lower prices are not necessarily bad, as they can attract a different segment of the market, which could fill in gaps between higher priced projects or broaden your client base. You just need to make sure that those lower priced projects are still profitable and are not preventing you from accepting higher priced projects.
  4. Develop a pricing strategy. As discussed, pricing can be as dynamic and varied as clients. Think through the clients you have or want, think about what pricing strategies may be attractive for them, select a handful, and see what works. 
  5. Periodically review your prices and methods. Clients, the publishing industry, and the economy all change over time. To keep pace and stay profitable, you may at times need to change your prices and your clients. This is true for all businesses. So be willing to assess and reflect, and make changes as needed.

When it comes to price and who you work with, you do have a measure of control. It may take some work finding the right clients and determining the right prices, but it is possible to be a profitable indexer and freelancer.

Article
June 3, 2019
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by Stephen

Business Changes Ahead

Last week in my recap of the Indexing Society of Canada/Société canadienne d’indexation conference I alluded to business change, which is a difficult subject to write about. Change is inherently disruptive, as it usually involves some kind of ending as well as a new beginning. Change also affects the web of relationships with colleagues and clients that I exist in. It is also often personal, especially in a single-person freelancing business, as I am the one making the change.

At the same time, I think that change is natural and even necessary in a business. I change as a person, in my interests, goals, experience, and circumstances. The publishing industry around me is also always changing. I believe that a successful business requires a certain amount of mindfulness and self-reflection in order to know when to change and when to hold the course. It may be that not changing is the right decision—I certainly do not believe in change for the sake of change—but that decision to not change should still be a conscious choice. 

I mention all this because I am feeling myself to be at a point of change. Really, to be honest, I feel like this whole year so far, and part of last year, has been a gradual reorientation in what I want to do for work.

 Being a freelance indexer, for me, has never really been about indexing. The original purpose was to create a more flexible schedule and an income to support my writing. Ironically, in doing the hard work to establish a freelance business, and then keeping up with the increasing requests for my services, I really have not done much writing. I have not put the time into writing, like I have for indexing, to become a published author, which is still a goal of mine. I have been feeling this discrepancy more acutely in the last couple of years, which is leading me to wonder: Can I change my business to incorporate more writing? Should I change and trade (some) steady income for a risky venture? What if I completely fail at being an author?

These are not easy questions to answer. The ideal scenario, at least as I envision it now, is to write part-time and index part-time. But cutting my indexing work in half overnight is not practical or sustainable. 

This year I have made a renewed effort to blog every week, and have also started to write a weekly reflection on indexing. Even committing to this has felt at times like a struggle, in relation to my indexing work, but I think it is also proving helpful for establishing a regular writing habit, and to orienting my focus more towards writing.

For fiction, I am trying to commit to one half-day a week, which is really a struggle, akin to drawing my own blood sometimes, in the face of looming indexing deadlines. But I do enjoy those mornings when I show up to write, and I feel like progress is being made, even if just in very small increments. My goal is to eventually work on fiction two mornings a week, and perhaps work up from there. 

I am writing this because I want to let you know of this change that I am trying to make. You will probably see more posts about writing, mixed in with the posts about indexing and freelancing. Eventually–hopefully–even some stories and news about publications.

I will still index, of course, though instead of using the lessons learned at the ISC/SCI conference to expand my indexing business as far as it can go, I am hoping to create more time to write—to index the same amount, or maybe a little less, in less time, essentially. I am excited to see what results from these changes, and I am also a bit scared. It will also mean a lot of work, starting with trusting myself that this is the right decision to make at this time. Thank you for following along. I do appreciate it.

Article
May 13, 2019
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by Stephen

Should Freelance Work Come with Trigger Warnings?

Photo by Skitterphoto from Pexels

I laughed when I first came up with the title for this blog post. It was a laugh at how absurd the title sounded, and also a laugh of recognition. Suddenly this issue was starting to crystallize into words.

Work seems so innocuous, being something we do everyday. How can indexing or proofreading hurt me? Yet I have worked on the occasional project that provoked painful memories or fears, and which in hindsight I should have declined.

Taking a step back from the term “trigger warning,” there is also work which is simply emotionally difficult to process. It may not trigger a sharp or personal response, but it can still be emotionally draining. I remember the indexers for the Canadian Truth and Reconciliation Commission report, about residential schools, commenting on the emotional weight of their work.

I am not quite sure what to say about this subject. It is deeply personal; how I react to a text will likely be different from how someone else reacts. I am also no expert on mental health. Still, I think it is a subject that is at least worth mentioning. Freelancers are still people, after all, underneath our professionalism.

I know I am certainly tempted at times to take on projects with difficult content. Sometimes it is for the income, while sometimes I tell myself that as a professional I should be able to handle anything. In reality, though, the professional course of action would be to recognize my own limitations and try to screen projects accordingly. Catching an emotional curveball is not worth the few hundred dollars that may accompany it or the effects that that turmoil might have on the rest of my schedule and life.

At times it may not be the book itself which is so problematic, but rather something else happening in my life which is causing me to be less emotionally resilient at that particular time. And then there are the projects that seem innocuous, and which turn out to be very different, in a bad way, from what I anticipated.

I find that I am getting better at handling these types of difficult projects. The first line of defense, as I mentioned, is to try and screen projects and turn down ones that seems to be too much or not right for me at this time. It is important to recognize here that just because a book may be triggering or emotionally heavy does not mean that it is necessarily a bad book. It may be a very important book about a difficult subject, like the Truth and Reconciliation report. So I try not to blame the project itself, but simply recognize that not every project is a good fit. Also, knowing that what I find difficult may be fine for someone else can provide permission for passing a project along. 

If I do accept a difficult project, either by accident or because I think I can handle it, there are a few ways to make the work easier. I try to cut myself some slack by breaking the work into smaller chunks, while also taking more breaks to rest and process what I am reading. Acknowledging my emotions, instead of burying them under a professional veneer, can help with setting the emotions aside so I can focus. Keeping the ultimate purpose of the book in mind, if I think the book has something valuable to offer, can also help me stay focused, as I do want to contribute to the greater good. It can also help to remember that this is just one project and will soon be over—I will outlive the work. 

Be kind to yourself. Be honest about what is doable and what is too much. Get help or support if you need it. Keep the project in perspective. If you find yourself with an emotionally difficult project, you can get through it.