Working Solo.

IABC Independents in a League of Their Own

Meet the new breed of corporate communicators. Instead of a long commute, they walk to their offices five feet down the hall; forget about dress pants, they wear whatever is comfortable; and instead of 9-5, their day is more likely to begin at 10 and end at 9, with a couple of breaks in between. They are the soloists, the e-lancers, the freelancers, and the independents, and at about 25 million in the U.S. and close to two million in Canada, they're creating a new kind of business. Their own.

What motivates someone to leave a secure, well-compensated position with benefits to pursue something that is potentially fraught with risk? A growing group of IABC independents say they need a change, they want flexibility to spend more time with children, and they want the freedom to work on a variety of different projects.

When corporate communicators leave their jobs, it is usually with a vision of creating a kind of work life different from the corporate one they left behind. This new work life certainly is different, and sometimes quite unlike their original vision. A 43-year-old Toronto-based communicator, Deirdre Davey, left her 10-year position at ManuLife Financial in 1990 to become a high-level strategic communication consultant. "That was my plan," she says, "but I soon discovered that it's hard to get in that level when companies don't know you." What those companies needed was writing, and that's what Davey has been delivering, with good results. "I've discovered that writing is my strength. That's the skill that sells; I get great feedback and I really enjoy it."

Independent Helen Mitternight, 40, didn't expect to be working without a net when she left her job as public relations director at a nonprofit agency in Washington, D.C., four years ago. "I had been taking on freelance projects gradually, doing them after work or on my lunch hour," she says. When an offer of a big contract from a PR agency came in, she took it as her signal to quit. Soon after she handed in her notice, the agency called with the bad news that the contract had fallen through. "I sheepishly asked my old boss if she would hire me as a consultant," she says. She said yes, and Mitternight had her first client.

Used to be that communicators struck out on their own when their jobs were merged or downsized out of existence. Today, becoming an independent is a matter of choice. In large organizations, people often have little control over the shape of their jobs; independents don't always know the shape their new career is going to take, but they take comfort from the knowledge that they're creating it themselves.

"I had no real expectations of what self-employment was going to be like," says 44-year-old Kansas-City-based free-lance writer and public relations practitioner Marian Thomas. She stumbled into freelancing almost by accident when she quit her job 20 years ago. "The promotion they were offering was strictly event-planning with no writing. I like event-planning, but it wasn't my first love," she recalls. While looking for another "traditional" job, Thomas started getting freelance assignments. "I soon realized that I was making as much money freelancing as I was in a traditional job and I enjoyed what I was doing."

Freedom or Security?

In the world of freelancing, you supposedly swap security for freedom. You do have the freedom to set your own hours, and you do have a certain degree of control over the kinds of projects you work on. But no one in this business would say that being your own boss is a completely liberating experience. There are still bills to pay, and you can't always count on a reliable stable of clients. "I was pretty na[ddot{i}]ve about what being in business for yourself is really like," says Neil Sagebiel, a 42-year-old independent in Seattle. "Good thing too. If I had known how little money I would make in the first year, I might not have gone for it."

Down times are a reality in this business, and survival means coping with the ebbs and flows. Some, like Mitternight, do it with long naps and chocolate. "As a sole practitioner, you need an optimistic faith that when there aren't any calls, something will eventually happen, and the wisdom to know when the money is flowing in, it's not always going to be that way." Three years ago, Thomas says she had one of her worst years and seriously thought about going back into the work force. But she decided to hang in. "The very next year things got better and the last two years have been my best years."

What free agency does do is free you from office politics, infighting and competition. The only glass ceiling you encounter will be your skylight. Most independents are content to come into their clients' offices for meetings, but they do most of their work from home. Their offices are equipped with whatever high-tech business tools are necessary to keep them productive and connected to their clients. Sometimes clients want freelancers to work on-site, but Pat Noble says being independent means never having to work in someone else's office. "I know I'm more productive at home, and if they insist, I turn the work down," says the 58-year-old Toronto-based independent.

Energetic, with an infectious laugh and direct style that cuts to the heart of the matter, Noble left her government job three-and-a-half years ago. "I was a very 'uncivil' servant!" she says. Even in the early lean years, she never doubted it was the right move. Like many independents, she has a wide variety of clients in all sectors: corporate, government and nonprofit.

How IABC Helps

Independents often start out with one set of skills, but quickly learn more as they adapt themselves to the projects that come in the door. Mitternight's strongest credentials were always as a public relations practitioner, but she recently discovered she has a talent for speech writing. "That's one of the great things about this business," says Marian Thomas. "One day I'm working on a project for a battery manufacturer and the next day it's a hospital."

Independents such as Mitternight, Thomas and Sagebiel are proud that they've been able to grow their businesses with the assistance of other IABC members. Since she started freelancing four years ago, Mitternight says she has never had to do any advertising or direct mail, thanks in large part to IABC colleagues who supply up to 80 percent of her business. Mitternight has been an active IABC member since she joined five years ago, and in her three years as board member, she has tirelessly promoted the talents of independents. Two months ago she started a group of IABC independents in the Washington area (see sidebar).

Kansas City/IABC has been a good source of work for Thomas as well. "I've been fortunate not to have too many lean periods, but when they do happen, the first place I turn is my KC/IABC directory," she says. Same story for Sagebiel -- his top client is from IABC.

IABC members are themselves becoming aware of the advantages of hiring independents. There are no benefits to pay, no overhead, no overtime, and you're billed only for the work that is delivered. But their value to a company is more than economic: As outsiders, independents bring a level of detachment and objectivity to a job. "We are essentially being paid for our perspective as outsiders, and in public relations that is very worthwhile," says Mitternight. Having worked inside a corporation is the best training for serving it as an independent, according to Houston-based communication consultant Dee Dee Dochen. "If you've done a lot of work with agencies as the client, you certainly know what's expected when you move to the consultant side," she says. "We bring understanding and a fresh set of eyes."

Independents are a perfect solution when an employer cannot afford to hire full-time staff. The SCORE Association, a nonprofit partner of the U.S. Small Business Administration, has been relying on the writing, marketing, event planning, and media relations skills of IABC independents for the past two-and-a-half years. "Through our association with IABC, we've gotten to know who is available and what their specialties ate," says Kym Kilbourne, manager of public information and communication. "We know we can rely on independents to fill in the gaps at crunch time."

On any given day, independents might be juggling two or three projects, so if there is any talking to be done, it won't be around the water cooler. In the world of billable hours, every paragraph, every piece of advice, every meeting, should produce some value for the client. "There is no point to my coming in to every meeting," says Mitternight. Projects proceed smoothly, independents say, when employers establish one point of contact within the organization and are clear about their expectations. Not surprisingly, communication is the key. "It's very frustrating when a project gets stalled for one reason or other and no one tells me," says Pat Noble. "They have to understand that I have other clients and will not necessarily be able to drop what I'm doing when their project resumes."

Clients Come from Everywhere

When things click between client and independent, it can be the beginning of a fantastic relationship. Deirdre Davey met one of her best clients while dropping her son off at school. There she encountered Bob Becker, a father with an active interest in his children's upbringing and the principal of Software Marketing Associates. SMA helps to develop and execute all variety of marketing campaigns for software companies. Becker takes pride in the fact that he built his virtual company by drawing on the talents of people seeking a true balance of career and family. "I fully support that choice," he says, "which is why I've been able to attract 10 talented women with home-based businesses."

The move to independence is often motivated by a desire to find more balance in one's life. It's no surprise that the majority of independents are women who make the leap because they see no other way to spend more time with their children and families. What ends up happening, however, is the integration between personal and professional -- your work becomes your life. "I used to think that when my kids were in school full time, I would look for a 'traditional' job," says Davey. "Now I realize I don't want to do that. The things that drew me to freelancing in the first place are still there -- the flexibility and the chance to take on many more interesting projects than would have come my way if I'd stayed in the work force."

Once they declare themselves independents, there is usually no looking back. Neil Sagebiel is the exception, having recently taken a job as a copywriter with an ad agency after seven years of freelancing. "I was successful, but I needed a change," he says. "I'm ready to focus on the creative work and let someone else take care of the rest." The majority of IABC independents, however, say they feel more challenged than they ever did in previous jobs. "I'm doing the projects I want with people I like," says Mitternight. Adds Noble, "You give your best advice to a client, it gets results, and they start to trust you as a professional -- yeah, it's great!"

Ellen Gardner is a Toronto-based independent who specializes in newsletters and feature writing.

Are You Ready To Take the Plunge?

Marsha Stall

Fresh out of school? Ten years on the job and tired of the politics, personalities and pressure? Considering your next move after a being away from work for a while? Whatever your circumstances, here are some questions to help you decide if you're ready to make the move to independence.

Are you mentally prepared for independence? The security of a paycheque is an inducement for many people to remain employees. The mental shift to creating your own profits, rather than receiving them, is probably the most difficult part of moving to life as an independent. But if you are prepared to live with a degree of uncertainty, the sky's the limit. You're limited only by your own time, energy, creativity, and willingness to do what it takes.

Are you financially prepared? Cash reserves can help you survive anytime during your solo career, but especially when you're starting out. For a few months at least, more money will be going out than coming in. We recommend having at least a year's salary squirreled away; even a few months' worth will tide you through any cash-flow shortfalls.

Do you know where the work is going to come from? Many independents are fortunate to attract good clients from day one; others say the marketing never stops. Reaching out to potential customers is the key to getting work when you're self-employed, so brush up on your networking skills and learn to describe what you do in a few short, succinct sentences.

Can you control the distractions? One of the great joys of working at home is the sheer simplicity of it -- everything under one roof. But being there also makes you more available to family members: your spouse, who may be at home; your kids, demanding attention; even your neighbours. You quickly learn to set down rules about when you're working and cannot be disturbed.

Can you live without benefits? Working without a net, especially if you have children, is a risky proposition for anyone. You're in a much better position if you have a spouse with benefits. Four great resources for independents looking for benefits and marketing help are: The National Association for the SelfEmployed (http://www.nase.org), Aquent (http://www.aquent.com/), FreeAgent.com (http://www.freeagent.com/), and the Home Office Association of America (http://www.hoaa.org).

Can you cope with being alone for long stretches? You're finally on your own. No bosses breathing down your neck, no Christmas parties, no more cafeteria food. It's only you, and that can get lonely. Independents learn to keep isolation in check by forming networks with other stay-at-home writers (see if there's an IABC indie group in your area), developing a satellite office at the library or local coffee shop, joining a health club, or establishing an online professional pal with whom you can exchange updates about your work.

Marsha Stall is a Toronto-based communication consultant.

Working Solo Is not Working Alone

Independents might not miss office politics, but they still need to connect with colleagues. For that reason, a growing number of IABC independents in both the United States and Canada are forming "Indie" groups to provide professional and emotional support.

The Toronto Alliance of Independent Practitioners (AIP) began as an Independents' Task Force, formed in 1998 by the IABC executive board to address the needs of Toronto's burgeoning independent members. The AIP is now a permanent group, committed to networking, providing support, and marketing its services to IABC members and external clients. At an average meeting subjects range from the progress of a web site to how to deal with troublesome clients and learning how to describe your business in 15 words or less. "We're very fortunate to have a board that understands the value of indies," says Pat Noble, "and is prepared to give us financial and professional support." Fellow indie Deirdre Davey adds, "It's nice to have a group where you can really be yourself and talk about common issues.

That is the exact sentiment expressed by a group of indies in Houston known as ESIG (Entrepreneurs Strategic Interest Group). One of the group's founding members, Pat Schroeder, remembers an almost instant bond between the 30 IABC independents who came together for the first time in 1992. "We had no rules, just a thought that the growing population of independents could share ideas on how to be better business people," says Pat. As the population of Houston independents has grown, so has their level of participation in the local IABC chapter. Fully a third of the members are indies; the current president, April Canik, is herself an independent. The result, Houston indies happily report, is an acceptance of the group as an integral part of the chapter. "Our chapter has really benefited from the strong involvement of the entrepreneurs," says Schroeder.

Washington chapter member Helen Mitternight knew that if she didn't establish some kind of indie group, they would start to drift away from the organization. Two months ago, a group of indies began meeting once a month over lunch, and that group has already grown to 15 people. "I see this group as a chapter benefit," she says. At a recent meeting they discussed finding a balance between work and family, but they mostly concentrate on projects. "Many of us have different skill sets and come from different industries, so the views of fellow indies are always worthwhile," says Mitternight. It's not unusual for indies to subcontract work to each other. "The group is fun, we get each other jazzed about ideas, and best of all," she adds, "it gets us out of the house!"