Why I Charge for Calls

Whenever a prospective Wikipedia client contacts me, I offer them a consultation for free. By contrast, some of my competitors charge for this service.

What’s the catch? My consults must be done by email.

The process is straightforward: I ask an intake question[1], then I provide an honest assessment about the project’s feasibility, along with a price. Then, if they want to chat, I’m more than happy to.

However, when someone wants to get on the phone instead of providing info via email, I turn on the meter. Here’s why:

1️⃣I’ve invested significant time in a white paper and a slide deck, both of which are free and public — no email address required. I’ve worked hard to make these resources comprehensive and clear, and I update them regularly. In other words: When someone wants to do a call first, they typically haven’t read this material.

2️⃣The emails I send to prospects are detailed and personalized. In the vast majority of cases, these messages answer a prospect’s questions. In other words: The call could easily be an email.

(Unfun fact: Almost everyone who wants to “hop on a quick Zoom” upfront wants to ask about price. That’s a topic I address on my website, in a section called... “cost.”)

3️⃣In responding to an email, I’m able to demonstrate my expertise. Wikipedia work is esoteric and thus expensive, so the consult lets me show how a seemingly simple request can be in fact be quite complex. In other words: Even if you don’t hire me, you’ll leave the consult feeling informed and empowered.

4️⃣A call necessitates a different level of time and commitment than an email. Even a purportedly 15-minute call — what with scheduling, explaining that I prefer nonvideo calls, accommodating someone who shows up late or asks to reschedule, preparing, and following up — invariably ends up taking an hour. In other words: Email is more efficient.

5️⃣More than half of those who contact me don’t meet Wikipedia’s stringent criteria. As a result, with an unpaid call, I end up giving away advice that clients usually pay me for. In other words: Want to pick my brain? Then I want to pick your wallet.😉

6️⃣After I have the info I need, I send back a proposal. The last section always includes the following line: “At your convenience, I’d welcome your thoughts, whether via email or a phone call.” In other words: Let me give you a price before we put an appointment on our calendars.

Of course, not everyone appreciates this process. For one thing, sometimes it’s quicker to give someone a ring. For another thing, some people prefer to talk than to write. (Just ask my Italian wife.)

Fair enough.

At the same time, after 20 years of Wikipedia work, I’ve found that it’s most productive — for both the prospect and me — to chat after I’ve had a chance to review their requests. That way, we can both bring specifics to the conversation, rather than rehashing generalities I’ve written about.

My approach isn’t flawless. Yet if you’ve read this far, I hope you can understand my logic. And I hope you’ll give me a chance to give you a free consult. I really do love helping folks navigate the world’s most-popular encyclopedia.

[1] My one question? If you want to create a new page, it’s, “What news articles demonstrate your ‘notability’?” If you want to improve an existing page, it’s, “What specific edits do you want to make?”

This Is One of the Trickiest Situations to Deal With in Business

Here’s a question that someone posted in a group I’m a member of:

I signed a new client, and my contract stipulates that they need to partially pay me upfront before I begin work. Two weeks ago, they requested an invoice, but they haven’t paid it yet.

I nudged them yesterday because payment is due today. No response from the owner or marketing manager.

If I don’t get started soon, I won’t meet our agreed-upon deadlines. Also, I met these folks through another client of mine, so I want to do right by everyone involved.

Here’s my two-part answer:

1️⃣My projects begin with a kick-off call, and I’m clear from the get go that I’ll be in touch to schedule that call as soon as I receive payment. The sooner they pay, the sooner I start.

This approach turns your contact into your ally; she now *wants* to bug the accounting department to get you paid, so the project can proceed.

2️⃣If you need language right now, here’s what I might say:

“As you may remember from our contract, I require payment before beginning. That payment is due today. I’m eager to begin; in fact, I’ve already done a little work. But I can’t continue to do so unless I receive payment soon. Can I impose on you to make sure that happens, so we don’t miss our deadlines? For now, I’m pausing work. Thanks for your help, Susan.”

How Much Should You Give Away in a Proposal?

Q: In writing a proposal for a prospective client, where do I draw the line between giving away my ideas and protecting my intellectual property?

A: I always err on the side of giving away.

1. When you’re competing against others, demonstrating your expertise is a surefire way to stand out. Understanding the problem and outlining your credentials are table stakes; to win the work, you usually need to strut your stuff.

2. Knowledge is different from execution; just because you know how to do something does not in any way guarantee that you’ll be able to do it. Indeed, no matter how many times I watch YouTube videos about repairing appliances around my house, I’ll never be handy enough to fix a running toilet. Nor do I want to be; I’d prefer to hire a plumber.

How Much Do You Charge?

Sometimes, potential clients ask me in their first email, “What’s your price?" Here’s the message I plan to send back:

Thanks for your question. I totally understand the need to get a sense of what something will cost upfront. Allow me to explain why I take a different approach.

Over the years, I’ve learned that it’s counterproductive to provide a price without first having a conversation. There are several reasons for this:

1. You may be contacting several people, and I want to demonstrate my value.

2. We may be using a word or phrase to mean different things. (I wrote about this scenario for P.R. Daily.)

3. If possible, I prefer not to bill by the hour or use a rate sheet. Instead, after learning about the given project, I offer a customized fee.

The bottom line: If price is your only consideration, then I’m probably not the right person. On the other hand, if you value excellence, if you want someone who’s reliable and responsive, if you’d prefer to work one on one with the business owner (that’s me) rather than a junior account executive, then I’d welcome the opportunity to schedule a brief call.

Thanks again for contacting me. I hope we’ll get the chance to chat.

When a Prospective Client Wants to Pick Your Brain

Over the past month, I’ve spoken with several prospective clients who all faced a similar problem: They didn’t know what they wanted. Instead, they came to me to learn about ghostwriting and to fish for ideas.

And you know what? That’s perfectly fine — I’m happy to help them. A big part of my job is educating someone about what I do and the menu of options I offer.

Sometimes I’ll land the ball in their strike zone and they’ll become a client. Other times, I’ll keep throwing and missing. In the latter case, when I sense we’re not connecting, I’ll come right out and say it: “It looks like I may not be the guy you’re looking for for this project.” Then I add, “If you’d like, I can put you in touch with a colleague.”

I do this because I believe in what Richard Levick calls an “abundance mentality”: That there’s enough work for everyone. That is, I’m not sacrificing business by referring someone to a colleague; I’m building up goodwill from both parties.

Should You Accept a Lower Fee for a Virtual Presentation?

Q: A conference I’m scheduled to speak at has decided to go virtual under the Covid circumstances. The organizers reduced my speaking time by 40 minutes and slashed my fee by 84% (excluding travel expenses, which are no longer necessary). They also now want to record my talk. How should I respond?

A: Lots to consider here:

1. Do you need the money? If so, take what you can get while budgets for conferences still exist. Our immediate future as speakers looks bleak right now.

2. Everything is negotiable. If you give them a lower price, will they give you, say, more PR, a videotape of your talk, or a guaranteed slot in their next event for your usual fee? Alternatively, you might agree to the lower price but not the recording.

3. Try to suss out what other speakers are doing. You don’t want to be the only one who says “no.”

4. If you agree to a reduced fee, then make sure to list the full fee, along with the discount, in your invoice.

5. Ask them how they arrived at 84%. That’s very specific, and it may shed light on their new budgetary restrictions.

The bottom line: I’d recommend countering. Keep your tone polite, and explicitly mention three things: (a) The extraordinary circumstances we’re now under; (b) All the work you’ve already put in, plus the extra work you’ll now need to do in order to adjust your presentation; and (c) Your interest in an ongoing relationship.

Want to Freelance? Here’s What to Expect

Early October
A promising big client says they need someone to work for them full-time from November through January. You apply and get asked to interview.

Mid-October
Interview gets rescheduled.

Late October
Interview occurs.

Early November
You’re hired! The project will begin shortly. In anticipation, you decline another opportunity and free up your schedule for the next few months.

Mid November
You’re told the project will begin after Thanksgiving.

Mid December
A call gets scheduled for late December.

Late December
The day before the call, the client reschedules. No explanation, no question about whether the new time works for you. Instead, a revised calendar invite simply appears in your inbox.

You’re unavailable at the new time, but the client says the call has to happen this week, so the rescheduled call itself gets rescheduled — this time, for 4 PM on a Friday.

Late December
The call happens, yet it produces little new information except that it makes no sense to start during the holidays; the project will begin after January 1.

How to Handle a Prospective Client Who Misses Your First Call

Question
A prospective client and I were supposed to speak this morning at 11 AM. I called the number in her email signature but she rejected the call and texted me: “Sorry, I can’t talk right now.” I responded: “No problem. Please give me a ring when you're available.” How would you handle this?

Answer
On one hand, this is sadly all-too typical. This is business, and business ain’t beanbag.

On the other hand, never burn a bridge, remain respectful, and don’t be afraid to follow-up early next week. And, above all, make a note of this interaction: If something similar happens again, you’ll recognize it as a pattern rather than a one-time occurrence, and thus treat her accordingly (for example, by not blocking off your time until she double-confirms, or by getting paid upfront).

Freelancing is full of life lessons; this is one of ‘em.

TL;DR: Always give people a pass the first time. And at least she responded immediately. But just be wary going forward.

How to Take a Prospect’s Temperature

From Todd Caponi’s book, The Transparency Sale: How Unexpected Honesty and Understanding the Buying Brain Can Transform Your Results:

Trigger
When I refer to the trigger, I refer to the point where the buyer has recognized that their status quo is no longer sustainable. Is something occurring in the buyer’s world that has them committed to making a change? Whether we’ve created that trigger or not, this is also known as the “compelling event” or the understanding of what happens if a change doesn’t occur.

Engagement
When looking at an opportunity, I ask myself: Is the prospect engaged? Have we scheduled a next step or follow up? Evidence of a qualified opportunity is shown in the customer’s willingness to set aside time in their calendar and start the buying journey with you. If they say they’ll “call you next week” or you have to chase them down, the prospect isn’t ready.

Mobilizer
Have you connected with the individual(s) who are capable of mobilizing a team to make a change? A term coined by the team at CEB, mobilizers are individuals who have the trust and confidence of executives in their organization.

Plan
The plan refers to how far you are in drafting a mutual-decision plan with your prospect. Have you discussed what steps will be required to fix the problem with their status quo? Have they contributed to outlining the plan?

Together, TEMP serves as a constant beacon for a qualified opportunity.

What to Say to a Client Who Balks at Your Price

Here’s part of an email I just sent to a prospective client about a Wikipedia project:

A few points to consider:

1. You Only Get One Chance to Make a First Impression
Many clients have come to me after trying to do this in-house or hiring someone less expensive. That’s because Wikipedia is notoriously, and opaquely, unforgiving with policy violations. So, whichever route you end up pursuing, I’d encourage you to remember that if you don’t succeed with your first attempt, that’ll only heighten the scrutiny your page attracts when you try again.

2. My Price Is Very Competitive
The other thing: I’m cheaper than my two main competitors, one of whom charges $[Redacted]/month, with a three-month minimum, the other of whom charges an initial fee of $[Redacted]. So, my flat fee of $[Redacted] is a pretty good deal.

3. This Is an Investment in Your Digital Reputation
Finally, you’re right: $[Redacted] is a lot of money. I’d encourage you to think of this project as an investment in [Redacted]’s digital reputation. This kind of work is highly specialized because if you do it wrong, the results can easily backfire. But if you do it right, the results will endure.

How to Negotiate Without Lowering Your Price

Workshop
Expenses
1. They’ll cover travel.

2. They’ll provide a daily stipend.

Scope
3. They’ll limit the number of attendees to X.

4. I’ll limit the workshop to X hours.

Payment
5. They’ll pay in full upfront.

Volume
6. They’ll commit to X workshops.

Writing
Scope
1. They’ll provide a first draft.

2. I’ll limit revisions to X rounds.

3. I’ll limit the project to X months.

Payment
4. They’ll pay in full upfront.

Volume
5. They’ll commit to X articles.

How to Reply in Uncomfortable Situations

1. You’ve sent several messages, but your prospect won’t reply.
Before I close out your file, I thought I’d send over one last email. I’m sure you can appreciate my curiosity as to where things stand. I’d welcome your candor.

2. Someone you don’t know sends you an invite to connect on LinkedIn.
I didn’t see a note attached to your invite, so I’m not sure why you’d like to connect. Is there something I can do for you?

3. You’re asked to speak at a conference, but they don’t want to compensate you.
While I’d love to speak and am happy to waive my fee, I’d need you to cover transportation and lodging. Otherwise, I’d be shelling out a significant amount of money to do what I typically get paid for. Again, happy to do it at cost, but I can’t lose money. Thanks for understanding.

4. You’re asked to write something, and are offered exposure for your brand rather than money.
I’d love to help you, but I can’t work for free.

5. After you speak with a prospect, he says, “Let’s reconnect in a couple weeks.”
I look forward to reconnecting. Unless I’m mistaken (and please do correct me if I am), I believe the ball is now in your court, so I’ll look to hear from you whenever the time is right.

6. A prospect says you’re too expensive.
I wish I could lower my price, but this is the market rate for someone with my experience. I wish you luck finding someone within your budget.

7. A prospect says he has additional projects for you, and so wants a discount for the first one.
I’m happy to discuss bulk discounts once we finish the first project.

8. A prospect wants you to lower your price.
Use one of these one liners.

Shift the conversation away from price to value.

9. Someone you know hasn’t replied to your email, text, direct message, etc.
It’s not like you to not reply. Everything ok?

10. I’ll call at around 10 or so.
I have a tight schedule today; can we speak at 11 rather than around 10?

11. Someone sends you a private message on Slack, but you’d prefer to respond publicly.
Would you mind asking me this publicly?

11. What’s your hourly rate?
My fees are value-based — which means you’re paying for the value and ROI of the finished product, not the time I spend producing it.

(Credit to Kaleigh Moore for this one.)

12. When you’re introduced to someone via email, but it’s unclear why.
I’m sorry to be abrupt, but I’ve found that making the purpose of a call explicit beforehand is helpful for everyone. Can you clarify?

13. When a prospect sends you a Facebook friend request instead of replying your Facebook message.
I see you sent me a friend request. I try to limit my Facebook friends to people I know.

14. Can you share a rate sheet?
My fees aren’t fixed. Instead, I charge based on the given individual’s materials and needs. For example, a recent grad who needs a one-page résumé is different from a C.E.O. who needs executive positioning.

That said, what I can tell you is that, given my experience, I’m expensive. I can also say that buying multiple services as a package is cheaper than buying them a la carte.

What to Tell a Prospective Client Who Wants You to Lower Your Price

1. I can’t give you strip sirloin if you’re only willing to pay for a hamburger.

2. Don’t expect filet mignon for the price of a Big Mac.

3. Want steak? It’ll cost you more than a burger.

4. If you’re on a Mazda budget, don’t shop for a Mercedes.

How to Understand Salespeople

This is something I wrote in August 2011, but apparently never published:

Just because you don’t work in sales doesn’t mean you’re not a salesman. In fact, whether we realize it or not, we each sell ourselves every day. Whether pitching ourselves to a date, an idea to a boss, or an invitation to a friend, we each engage in small acts of salesmanship as a matter of necessity.

In my view, what distinguishes a good salesman from a bad one is whether he has his or your best interests at heart. Will he tell you when spending more money isn’t wise, or is he focused on the upsell? Does he invest the time to genuinely understand your needs and tailor his recommendations accordingly, or does he follow Alec Baldwin’s famous admonition that “only one thing counts in this life: get them to sign on the line which is dotted”? Above all, will he be there when you have follow-up questions and concerns, or will his answers become curt and cryptic?

If these frustrations sound familiar, then welcome to my Larry David-esque world. Yet recently, a friend pointed out something I’ve been overlooking: context.

Let’s say Morgan owns his own company. When he sells you something, he puts his reputation directly on the line. If the deal succeeds, you’ll do more business with him. If it doesn’t, you’ll write off not just Morgan, but also his company. What’s bad for Morgan is bad for Morgan, Inc. Thus, it’s in Morgan’s interest to think both short-term and long-term.

In contrast, Chris works for a big company. When he sells you something, while his reputation is at stake, he’s also representing his employer. If the deal succeeds, you’ll credit not only Chris, but also his employer. If it doesn’t, you’ll blame both Chris and his employer.

But if the latter happens, Chris doesn’t get as hurt as Morgan does. Unlike Morgan, Chris isn’t tied to his employer. He can change jobs or even professions.

In this way, Chris’s focus on the short-term — raking in quick commissions without worrying too much about the results — makes a certain sense. No doubt, it’s myopic, but if he screws you, he doesn’t bear the full brunt of responsibility.

The lesson: Hire employees who haven’t seen Glengarry Glen Ross.

Life Lessons: Be Persistent

“Keep sending out queries. If the agents and the publishers turn down the first thing, send them a second thing. Then send them a third thing. Then send them a fourth thing. Then send them the first thing again to see if they like it better the second time. Keep pitching. Keep asking. Just don’t quit.

“Keep a list of everything you send out, along with the date you sent it and the date you expect to hear back. Customize your pitches. Learn to write proposals. Pitch everybody. Tell people you’re looking for representation and a publisher, because you never know who may be able to help you. Add to your list every day. In six months if you’re not getting two or three rejections in the email or snail mail every week, you’re not doing your job. The idea is to find someone who either a) recognizes the quality in your work or b) figures your persistence will have some value in their marketing.

—Michael Long

Why You Should Hire a Dedicated Writer for Your Website

A few talking points:

1. Anyone can throw a party. But we’ve all been to parties that are lousy, where there’s not enough food and the people are boring, and parties that are memorable, which you wish would never end. The same is true of writing: anyone can string together a sentence, but only a pro does it a way that resonates.

2. You hired professionals to design your website. Why not spend a few extra dollars to hire pros to write your website — people who specialize in this stuff, who do it every day?

3. Here’s what happens when you let engineers write your website copy.

4. How to price copywriting? Do it as a package. $X for 10 pages, $Y for 20. Include two rounds of revisions per package. For higher budget campaigns, include interviews with key stakeholders.

5. Often, the principals are too close to the subject matter. This is another reason a consultant can be helpful — to bring a fresh, outside perspective.

The Most Inspiring Communicators All Share This One Quality

It’s the “ability to create something meaningful out of esoteric or everyday products,” as Carmine Gallo writes in The Presentation Secrets of Steve Jobs. He offers up the following examples:

Starbucks CEO Howard Schultz does not sell coffee. He sells a “third place” between work and home.

Financial guru Suze Orman does not sell trusts and mutual funds. She sells the dream of financial freedom.

Apple CEO Steve Jobs did not sell computers. He sold tools to unleash human potential.

Cisco CEO John Chambers does not sell routers and switches that make up the backbone of the Internet. He sells human connections that change the way we live, work, play, and learn.

Why Salesmanship Is the Ultimate Skill

1. “In the modern world of business, it is useless to be a creative, original thinker unless you can also sell what you create.” —David Ogilvy

2. There’s no such thing as a bad idea. There are only ideas that clients won’t pay for.

3. Real artists ship. —Steve Jobs

4. “Nothing is more common than unsuccessful men with talent. Unrewarded genius is almost a proverb. The world is full of educated derelicts.” —Calvin Coolidge

5. “Genius is the ability to put into effect what is in your mind.” —F. Scott Fitzgerald

How to Close the Customer Every Time

After a meeting or call, a prospect asks you to send him additional info.

But what if, instead of immediately sending over the info, you reply with one of the following questions:

1. “Is there anything in particular that would help you come to a decision?”

2. “Let’s say you love what I send — what happens next?”

Close Every Customer by Asking This Powerful Question

So This Is What CRM Software Does

“Let’s say you’re an entrepreneur who wants to sell into General Electric. Well, a host of Andreessen Horowitz (A.H.) relationship managers can type ‘General Electric’ into the system and presto: You see dozens of contacts within the A.H. ecosystem working at G.E., including Beth Comstock, senior vice president and chief marketing officer. The software also specifies who from A.H. is the primary relationship owner, and when the last contact was made. All interactions get tracked, even emails, so that anyone at A.H. can review the relationship history. And, the large and growing team only increases the power of the ecosystem as they contribute to it.”

How Andreessen Horowitz Is Disrupting Silicon Valley