Work Smart: Your New Year’s Resolution

Happy New Year! Thank you for starting the year with Freelance: The Consultant’s Diary.  This is the 10th Anniversary Year.  I am grateful for your support—subscribers, followers and occasional readers.

Let’s get the year off to a good start and talk about how to maximize the time and effort that you devote to operating your business.  Time is our most valuable resource because it’s irreplaceable.  Smart people are aware that if the goal is to build and sustain a successful venture, then one must formulate strategies designed to produce the best results ASAP.  Working hard is a given, but working smart will get you where you want to go, faster and easier.  The following are behaviors anyone can follow to support the competitive advantage of working smart.

Wake up early

Biologist Christoph Randler, Professor of Biology at the University of Tuebingen in Germany, recommends the early to bed, early to rise philosophy attributed to the American statesman Benjamin Franklin for those who want to become high achievers.

Dr. Randler says early risers are “better positioned for career success because they’re more proactive than people who are at their best in the evening.” Randler theorizes that their success stems from the discipline and conscientiousness associated with the preference for an early wake up call and the tendency of those individuals to make plans and to-do lists to ensure that tasks for the day ahead are completed.

Start your day with an early morning workout and give yourself a blast of energy that keeps you going all day long.  Numerous credible studies have demonstrated that moderate to vigorous exercise of 30-60 minutes duration performed at least three days each week makes us smarter, more resilient and healthier.

Never stop learning

Read books and other publications that address business topics relevant to your industry.  Attend workshops and conferences.  Join a professional association and/or your local chamber of commerce or local business association.

The SBA  and your local public library and/or adult learning center regularly sponsor workshops designed for independent business professionals.  Research the availability of courses that will upgrade your skills in any number of business sectors, from finance to Microsoft Excel, content marketing to selling skills.

In other words, if your goal is to become successful, or to sustain your success, then get some education.  Investigate also the dozens of free courses presented by top-ranked universities that are available on-line at sites such as Open Culture/Business and Coursera.

Ask for help

If you wonder how Freelancer colleagues have been able to build successful ventures that leave yours in the dust, the answer is that they most likely have highly marketable capabilities (perhaps only perceived) and relationships that you do not have.  When choosing to go into business, the smart thing to do is enter a field in which you have expert-level experience that you’ve earned at a company where you also had a job title that not only conveys leadership and but will also guarantee that you’ll know people who will become your first customers.

Along with skills and connections, your successful colleagues most likely had additional help that they hired. A graphic artist with website building talent may have created the beautiful website that navigates so well.  A marketing specialist could have shaped website text to inspire trust and convert visitors into prospects and prospects into customers.

If billable hours are sub par, get creative and consider how you can obtain some free or low-cost help that will guide and support your plan to expand your customer base and grow sales revenue.  Inquire at a local adult learning centers and your public library to investigate development programs.

As well, your local SBA will have retired executives happy to share useful marketing advice and even help you develop effective sales talking points.  In the process, you may refine your ability to recognize which demographic groups have the most potential to become your customers.  Insights into how to price your tangible or intangible services can be another valuable piece of advice you might seek out, since pricing is a cornerstone of a profitable enterprise.

Set boundaries

Sometimes it’s necessary to back away from certain people.  You know, those who seem to have many creative strategies designed to pull you away from that which you must or would like to do, either with finesse or the blunt force of badgering or guilting.  When you’ve made a plan for the day, the last thing you need is some controlling, manipulative person to burst into your life with a mission to upend it.

Pulling away from those who do not respect your boundaries will probably be difficult because boundary bandits are not afraid to make others feel uncomfortable.  They have entitlement issues and they are relentless about enforcing their agenda.  Some will wheedle and whine.  Others will arm-twist and put you up against the wall.  All are out to shake you down.  None is good for your life or your business.

Be strong, fight back and put them in their place.  You alone are authorized to control your time and priorities and not even your parents or siblings have the right to hijack you.  Some relationships may need to be significantly curtailed, if not severed.  It’s sad, but it’s on them and not you.  Your boundaries are nonnegotiable.

Thank you for reading. I wish you the best year ever!

Kim

Image: Hauling Nets on Skagens North Beach, 1883 by Peder Severin Kroyer (Denmark, 1851 – 1909) courtesy of Skagens Museum in Skagen, Denmark

Advertisements

Success Story: An Artist’s Collective Turns the Corner

The CLIENT

The arts economy in New England in general and Greater Boston in particular, is significant.  ArtsBoston, a 175-member not-for-profit arts service organization that researches  important statistics regarding the local arts community, found that more than 18 million visits are made to arts and cultural events every year, ticketed and free events, including dance, musical and theater performances; visits to museums and art galleries; and attendance at ethnic cultural festivals.

It has been my pleasure to work with two of the three most respected collectives of visual artists in Boston including the largest, whose membership exceeds 200.  Eighteen months ago,  the larger organization referred to me the smaller, 80-member, loosely  affiliated sister organization. The two have overlapping memberships, where nearly the entire membership of the smaller are also members of the larger group.  The membership of both collectives consists primarily of painters, sculptors and photographers, with a smattering of ceramacists and artisans such as bookbinders and calligraphers. Management for each group is separate and independent.

All artists in the collectives maintain studios in an art and design district consisting of several 19th century former warehouse buildings and the artists of the smaller collective are all located in one of those buildings.

Both collectives offer nearly identical special events programming as a method to reach out to potential art collectors.  Each holds an annual open studios art walk event, where member artists open their studios and invite the public in at no charge to see, discuss and when visitors choose, purchase artwork.  Since 1986, the larger group has held its signature open studios event in September and the smaller group holds its annual event in May.  Additionally, since about 1998, the smaller group has held the monthly open studios event branded as First Friday.

The CHALLENGE

The smaller arts collective was facing increasingly diminished audiences for First Fridays, which are held on the first Friday of every month from 5:00 – 9:00 PM January through December.  Attendance at its May open studios event was likewise softening. Artist membership in the group had stagnated.

Competition between the local artist collectives has in recent years become intense, the result of a proliferation of open studios events that has diluted the target audience of middle class to affluent collectors who reside in the tonier city and suburban enclaves.  Boston has 22 neighborhoods and 12 annual open studios events, with dates coordinated by the city and held from April to November each year.  Additionally, nearly every city or town contiguous to Boston, plus numerous outlying suburbs, have over the years launched open studios art walks.  In July and August the action moves to the historic summer artist colonies in MA, including Cape Ann, Provincetown and towns in the Berkshire mountains that beckon to vacationers from around the country.

The DECISION

The collective is managed by two member volunteers.  They reached out to their counterparts in the larger organization and asked how that group managed to maintain attendance for its annual open studios event, which has reversed previously declining numbers.

Within two weeks I met with the leaders of the smaller collective and after listening to their story,  recommended that an energized marketing plan would most likely provide the remedy.  Over the past three or four years,  a shortage of time and a dose of complacency had caused the managers to slack off on marketing their events to the target audience.  Recently, First Fridays had been listed in only one print and three online events listing services.

Member art sales were shrinking because fewer collectors or potential collectors visited studios.  Membership in the collective was dropping slowly, as artists re-examined the value of the collective at renewal time.  Operating income was negatively impacted. Artist participation in First Fridays waned, which could only cause the target audience attendance to wane.  It was an impending death spiral.

The SOLUTION

A comprehensive and consistently implemented marketing campaign was launched in an increased number of targeted print and online media outlets, which was the core of a strategy to greatly improve outreach to collectors and potential collectors.  More visits to studios would enhance the possibility of art sales and promote the conversion of aspiring collectors to collector status.  Over the subsequent months, additional media outlets were identified and included in the campaign.  Presently, 14 online media outlets and five print outlets now carry the First Friday listings each month and the listing for the annual open studios event in May.

A paid display ad (one-quarter page) will now appear annually in a free print publication that has high readership among tourists to Boston, since outreach to that group has become a priority.  To estimate the potential impact of tourist dollars on contemporary art sales in Boston, in 2016 the Institute of Contemporary Art/ Boston, which features 21st century art only, received 210,000 visitors, according to the Boston Business Journal (and the Museum of fine Arts, the New England Aquarium and the Museum of Science each received in excess of 1.1 million visitors).

Content marketing is also part of the campaign launch, designed to reach the collective’s members and non-members through the collective’s newsletter.  Membership retention and recruitment are in many ways the heart of the marketing campaign for without active and engaged members who believe in the mission and are happy to carry it out, the collective will cease to exist.

The monthly newsletter now includes a member artist spotlight that features an image of the artist’s work plus a brief artist bio.  The artists volunteer to participate and the response has been enthusiastic.  As a way to persuade the 10 -15 non-members in the building of the collectives’ benefits, an annual newsletter customized to provide an update of the work that the collective’s members find especially useful and making an appeal to join is now being sent.

The RESULT

The number of visitors to First Fridays has gradually climbed to about 500 on average each month.  As documented by the managers, historic lows occur in January and February, when attendance can dip as the temperature drops, the snow piles up and only 200 or so art aficionados will attend First Friday.  Months with the highest visitors are April through June and September through December, when up to 700 visitors may appear.

Membership in the collective has risen over the past 12 months from just over 70 to 80 members.  There remains 10 -15 artists in the building who are non-members.  The group hopes that one or two non-members will sign up each year.

I hope you enjoyed the case study.  Thanks for reading.

Kim