by Mike O’Mary
I recently worked with a freelancer who really knew his stuff. In fact, he knew way more about the subject matter than I did, which was great. Except for one thing: he didn’t know when to shut up.
That probably sounds harsh. Let me explain. I was extremely busy at the time, which is why I needed help from a freelancer in the first place. So I just needed to get some things done. But every time I talked to the freelancer, I got not just the update that I needed, but also the full back story about all the different options he had considered, the research he had done, the sources he had consulted, similar jobs he had done for other clients, alternative approaches, etc., etc. Which wasn’t a BAD thing. It was more like it was too much of a good thing.
Normally I’d be glad to hear a freelancer’s suggestions. To a point, anyway. But not this time. I just needed to get some things done. I’m a very patient person, but I found myself interrupting the freelancer to say things like “That’s great, but I don’t need to know all of that,” and “Maybe we can do that next time…for now, let’s just focus on getting this done.”
Then came this exchange:
Me: “We’ve made good progress. I’m meeting with the executive team on Monday. I’ll go over it with them then.”
Freelancer: “I can come to that meeting if you want.”
In my head I was thinking, “There’s no way in hell I’m going to let you babble in front of our executives. I’ll look like an idiot for letting you attend the meeting.” Instead I said, “Thanks, but I don’t think that will be necessary.”
In the end, the project was a success, and I may use the person again. But I will do so with the knowledge that I will have to manage my contact with the freelancer and never, ever let him have contact with anybody else at the company.
What’s the lesson from all of this? Maybe it’s that I’m a jerk of a client. But it hasn’t been that long since I was a freelancer, and I can remember how tricky it is to feel your way with a new client. You want to make your client look good. You want to be proactive and make suggestions that add value for the client and prove your worth. You may even want to get in on the meetings with senior executives where you could add even more value. But first, you have to read your primary contact and make him or her happy. Sometimes that means focusing in on the task at hand, picking up on verbal and nonverbal cues, and getting the job done. It may not feel like you’re adding value – especially when you have ten great ideas that are all better than the task or approach you were assigned. But perception is reality, and sometimes from the client’s perspective, doing exactly what you are asked to do and helping your client meet a deadline IS the best way to add value. And sometimes that’s a tough pill to swallow – and maybe the hardest part of freelancing. It’s the part I liked least…the fact that I was often called in toward the end of the project to help with execution after all of the strategic decisions had been made. I had some great ideas! I just had to learn to save them for the right client and the right situation.
I realize this post may sound cynical and unappreciative. That’s not my intention. I’m just trying to point out that one of the most challenging things about being a freelancer is figuring out exactly what it is that your client needs and how to deliver that without undershooting or overshooting the mark.
I’d be interested in hearing other perspectives on this topic. What’s worked for you as a freelancer when it comes to scoping out your client’s needs? What advice do you have for people on the client side of the equation?
Mike O’Mary is Founding Dreamer of Dream of Things, a book publisher and online retailer.
My cardinal rule is “Be low maintenance.” Some clients require more communication than others, but they are rare. (And generally speaking, it’s an indication that they are high maintenance, which isn’t a good fit for me.) You’re exactly right about reading the cues.
For me, that perspective was formed in my days as an editor — I liked working with writers that required minimal handholding; the people that had lots of questions or issues drove me nuts.
My advice for the client siders is to be clear about what you expect and when you expect it. Be upfront about the types of communications you like and the habits you don’t. If I were to go back to an editorial job, I think the first thing I might say is, “I’m a low-maintenance guy, and I expect my freelancers to be low maintenance. Any questions?”
I work with someone very similar to the freelancer you describe. Sometimes it’s so hard to talk to her, and I’ve even cut her off at times. I’m learning to be more patient! I rarely, if ever, give her access to the client and always pre-edit her emails down to the bare bones before sending on to the client.
HOWEVER, her inability to know when to stop talking is actually an advantage in the work she is doing. She is a former ad sales rep that goes after new business for our company, and is also sets up introduction meetings for a client of ours. She is tenacious almost BECAUSE she can’t read those cues from people to stop talking – she talks until she gets a “yes,” and we get our meeting.
She is also extremely detail-oriented, and while I’m easily overwhelmed by all the information she gives me, sometimes it’s exactly what is needed.
Ultimately, she did fantastic work for our company and our client.
Bottom line: if you can find a good niche for people who aren’t presentable to the client, it can be worth all the “handling” time.