Some people find negotiating more painful than sitting in the dentist’s chair—and crave Novocaine or even general anesthesia for them both. But don’t shirk either one when its time arrives.

Unlike, say, buying a car, dealing with freelancers isn’t a zero-sum game. In fact, collegially and openly discussing rates, tasks, schedules, workflow, and other project aspects prevents potential conflicts and creates pleasant long-term working relationships.

Focusing frankly on real goals and constraints removes emotion from negotiations, letting you and the freelancer mutually accommodate reasonable requests. And showing respect for freelancers makes you a favored client, earning “above and beyond” effort when it’s truly needed. For example, don’t make freelancers play “20 Questions” to determine basics such as where work will be performed, whether travel time or meetings are involved, if research will be compensated, and the sort of editing required (proof, copy, substantive, etc.). Don’t be manipulative, either—for example, promising future work in exchange for a lowered rate.

Recognize that it’s hard for freelancers to bill more than 20–35 hours per week. They face noncompensated time-sinks such as marketing, meetings, skill development, and technology chores. While those surely aren’t your problem, being aware of them helps you remember why freelancers closely monitor what is “on the meter.” So help your freelancers help you by responding quickly to queries and making sure they have what’s needed to work, rather than allowing your delays to affect their allotted schedules.

The power-struggle rule of negotiating says not to be the first to mention price. But it’s unreasonable to ask a freelancer to quote a rate without fully understanding the work to be performed. And since fees can be structured by the hour, day, project, or word, disclosing as much as possible—including budget parameters—enables jointly shaping assignment descriptions best for both parties.

For long projects, and especially if you’re a new client, make an initial payment when work begins. Offering 25–35 percent shows commitment on your part, equal to that of a freelancer working for some period before being fully paid. Similarly, match progress payments to work performed.

Don’t slow-pay freelancers just because they have less clout than other creditors. Causing cash flow problems is an easy way to become a least-favored client, subject to being dropped when a better one arrives.

If you use a contract, make its terms and conditions appropriate for writing/editing/design tasks at hand. For example, a software development contract may discuss intellectual property or indemnification issues that don’t apply to editorial work. Simpler agreements may meet both parties’ needs without requiring legal review.

The Golden Rule rules: negotiate the way you’d want to be dealt with; it’s hardly unusual for today’s editorial or publishing staffer to be tomorrow’s freelancer. And you might be working for the freelancer you’re hiring today!

Posted in Management of a publications enterprise