I just got back from my annual trip to solopreneur summer camp, otherwise known as the AIIP Annual Conference. I always come away inspired and challenged, ready to try out new ideas and approaches.
This year’s conference focused on pivoting as a strategic approach—something that we solopreneurs do continually as we adjust to our clients’ changing needs and pain points. We were lucky enough to have Jenny Blake, author of Pivot: The Only Move That Matters Is Your Next One, as our keynote speaker and Anne Caputo as the Roger Summit Award speaker. Their talks sparked rich hallway and mealtime conversations about how we can remain nimble and responsive while staying grounded to what our clients value the most. Here are some of the insights I brought home with me.
- When I recognize that things aren’t working and I need to change strategies, find out what’s working now. It’s easy to focus on all the things I’m doing wrong instead of looking for the solid point upon which I can pivot. What am I doing now that I really enjoy, that requires my expertise and that has space for expansion?
- Ambiguity and serendipity need to be part of my strategic plan. Change is a constant, so my best approach is to incorporate pivoting into my planning. I can set a long-term (say, one-year) goal and look at the immediate actions I need to get there, without having to plan every step along the way to my goal. When an unexpected opportunity appears, I will be more likely to recognize and embrace it if I have already built an uncertainty factor into my planning.
- I’m living inside my stretch zone, not outside my comfort zone. I’ve often said that the most important characteristic of successful solopreneurs is the ability to live outside their comfort zone, but that always sounded so negative. I prefer the idea that I’m living beyond stagnation and within the realm of reasonable risk… in my stretch zone.
- We all have things that scare us. Jenny Blake described them as fear dragons and suggests that, rather than try to banish them, we simply domesticate them and make them our friends. And Cindy Shamel mentioned the children’s book There’s No Such Thing as a Dragon, which reminds us that denying the existence of a dragon only causes it to grow larger. So I am going to become friends with my fear dragons.
I gave a presentation at the conference on time management. I know, the topic sounds boring, but it was a fun session. (I’ll probably do a webinar on it; if you’re interested, email me). I had a number of conversations with people afterward; here are some of the ideas that resonated most with me.
- Life is short; don’t spend your time killing time. When you work, give each task 100% of your focus. Know what you can do productively to fill those random 15- or 20-minute openings. Likewise, when you’re not working, don’t work. Don’t check email in the evening or when you’re out with friends. Be 100% present with whatever you’re doing.
- The value of The 12-Week Year is that it puts goal-oriented strategic planning into a set-it-and-forget-it framework. You don’t have to consult your strategic plan every week to make sure you’re on track. Instead, your three-month goals give you short-term guidance with enough flexibility to accommodate serendipity.
If you’re a solopreneur, or even just thinking about it, start right now putting $25 aside every week so that you can attend next year’s
solopreneur summer camp AIIP conference (April 19-22, 2018 in Minneapolis).
I like to practice what I preach, and one of the ideas I have been thinking a lot about lately is being radically client-focused. I recently recorded a half-hour talk on the art of the informational interview, which looks at how to learn what you don’t know you don’t know about your clients’ biggest information-related needs.
Marcy Phelps and I are regularly invited speakers at Kim Dority’s class at the University of Denver on alternative careers for librarians. Marcy and I usually plan out what we’ll cover during our two hours and how we will divide up the time and the topic. Sometimes we talk about what impelled us to launch our businesses, sometimes we talk about the lessons learned from entrepreneurship that translate to any employment situation, sometimes we talk about the pros and cons of self-employment. But Kim commented to us that this year’s students are different than recent years, so Marcy and I decided to give her class a true example of entrepreneurship in action.
This time, we are going to introduce ourselves and spend a couple of minutes talking about what we do. Then we are going to just start asking the students questions about what they most want to find out about infopreneurship. Marcy and I will each have a couple of thought-provoking
grenades propositions to toss out if needed to get the conversation going, but otherwise, we are going to wing it.
How is this being radically client-focused? We realized that we really don’t know what this class wants to know. Do they want to hear advice about how to get their own businesses started? Do they think that entrepreneurship is for them? Do they want to hear day-in-the-life-of-an-infopreneur stories? First, I thought of doing a flash survey of the class to get a sense of what they would want. But I realized that, because I didn’t know what I didn’t know, a survey wouldn’t really help.
Just as it is important for us to listen to our clients during the reference interview instead of jumping to conclusions as to what they want, Marcy and I decided that we would be of best service by being open to whatever comes up. We both have enough public speaking experience – one of the best ways to build word-of-mouth referrals – so the idea of speaking without notes or a structure doesn’t faze us.
More importantly, by taking this approach, we are showing the students an essential entrepreneurial skill – the ability to live slightly outside our comfort zone. We are willing to sound less polished, to have to stop for a moment to think something through, to get stumped by a question we hadn’t thought about before. And we leave ourselves open to the possibility of addressing concerns or worries we would not have imagined, of gaining an entirely fresh perspective on what we do, and seeing new ways to describe the value we bring to our clients.
As I describe in my blog post on why my clients are happy to tell me how much they want to spend on me, infopreneurs succeed when we tangibly demonstrate that our focus is on our client’s best interest and not just our own bottom line or comfort level. Marcy and I are putting that into practice in Kim’s class soon.
I’ll update this blog post to let you know how the class goes!
UPDATE: We had a great time! The class had lots of thoughtful questions, and we definitely would not have anticipated half of them. And, even more importantly, our “client” – Kim – was delighted. Win/win/win.
I don’t know about you, but I never found the Magic 8 Ball that would tell me what my clients value the most. Sure, I can make educated guesses. But what I have learned over time—and from talking with many coaching clients—is that generally we are way off when it comes to what our clients care the most about and are willing to pay us well for.
I wrote an article on what I called Reality-Check Interviews, with tips on how to have conversations with people who represent (what you think is) your market and get back in touch with reality instead of just your own thoughts. Based on the feedback from readers, I decided I needed to go into more detail about what’s involved.
Recently, I recorded a presentation on the Art of the Informational Interview. I go into more detail of what’s involved in an informational interview, and how you can gather the insights you need in 10 minutes or less.
If you’ve ever wondered why your marketing messages aren’t getting through, or why your clients always push back on your budget, it’s probably because you aren’t talking about what they need, value, and will pay you well for. Check out the recording and let me know if you have any questions or would like some help with your informational interviews.
Today’s Wall Street Journal has a nice column by Elizabeth Bernstein on the use of “I’m busy” as a point of pride. (It’s behind the paywall at wsj.com/articles/youre-not-busy-youre-just-rude-1489354275. Seriously, consider a subscription; it’s a great newspaper. You may not always agree with the editorial page, but the reporting is high quality and neutral. These days, we need to support real journalists.)
According to Bernstein, studies have found that “busier people are perceived as having a high status. ‘We place a high value on hard work and rewarding effort, which is really rewarding activity and not necessarily achievement,’ says Woody Woodward […] Bernstein encourages us to stop using “busy” as a positive description but, instead, to focus on what specifically is eating up our time—and, just as importantly, to own our free time as rightfully ours.
Reflecting on my latest conversation with a colleague, I realized that I was guilty of this. “Yes, work’s really busy right now” I said, when asked how things were. Of course, solopreneurs know that clients keeping us fully employed is critical to success, but “busy” isn’t really the best description of what the optimal state looks like. And sometimes “busy” means I feel overwhelmed, not working on client projects.
So, I’ve developed a new lexicon to replace the word “busy”:
- “Working on several projects right now; it’s fun to have a variety of things going at once.”
- “I have a really time-consuming project right now. It’s nice to have the work, and I’ll be glad when it’s done.”
- “I have a break in my client work right now, so I’m spending more time working on my marketing.”
- “I feel stretched pretty thin right now. I’ve got some family responsibilities that have me feeling kind of anxious.”
And when I find myself NOT juggling four client projects, a bathroom remodel and house guests, I can embrace that, too. There are days when I feel caught up on my to-do list, I have social media posts in the pipeline, and my clients all have long deadlines. When those days happen, I can step back and decide that today I don’t need to be “busy”. I can use one of the best perks of being self-employed—I can give myself a guilt-free day off.
I was chatting with a friend the other day who, among other things, is a professional wallpaper installer. A local hotel had contacted her and asked for a bid to redo all the wall coverings in their halls. She knew that her price would be higher than others in town; in fact, she knew that her client was getting competing bids. But as we talked, she thought through what her client was actually paying for.
- She has 25 years of local experience with other hotels in town, all of which can confirm that she is professional, prompt and pleasant to work with. They have seen her show up in the middle of a snow storm or work late at night in order to get a job done as promised. They can vouch for her reliability and commitment to her clients.
- She is friendly, quiet and courteous to hotel guests. She minimizes disruption and treats the hotel’s customers as her own. She has never had a guest complain about noise or inconvenience during her projects.
- She does not advertise; she gets all of her work through word of mouth, so her business model is built around a commitment to providing high-quality work at a fair price and treating all her clients as she would like to be treated. Her business succeeds when her clients are delighted with her work.
She and I reflected that as we become (ahem) chronologically gifted, our value to our clients increases. We know that our most important asset is our reputation, which we have built over decades. Sure, our clients may be able to find someone who does what we do for a lower price, but they can’t find anyone with our track record and personal investment in delighting every client.
What are you doing to build and strengthen your professional reputation in ways your clients value?
One of the scariest things a solopreneur has to do is start the discussion of how much a project will cost. You might be having a great conversation with your client, in which you learn everything your client needs and you figure out how you can delight your client with your deliverable. Then comes the big moment where one of you has to start talking about cost….
Do you choke?
I used to. I would stutter and ramble and eventually get around to saying “Well, I guess we had better talk about how much this is going to cost.” It would feel awkward, especially when the client would turn around and say “What do you think it should cost?” and I would have no idea what to say next.
Now, I have a better way to handle the discussion of price – I own it. During my conversation with a client, I focus on what her goals are and how she is going to measure success in this project. I listen for opportunities to offer something she didn’t think to ask for that would really enhance the outcome. I focus entirely on what my client is trying to accomplish, not on what specifically I’ll do. (The description of the deliverable will be in my proposal.) After I have a really good sense of my client’s biggest needs in this situation and how I can amaze her with what I provide, then I just ask the next question.
“So, what kind of budget do you have in mind for this?”
Just like that. Then I shut up. Virtually every time, clients share with me what they expect to spend for this project; one recent client told me his entire marketing budget for the year and said he just wanted to have a little left over after my engagement for one other expense.
If a client hesitates, my response is along the lines of “Knowing how much priority this has in your overall budget helps me understand what level and depth of work is appropriate. Rather than my trying to guess a number and then design a deliverable around it, I can know exactly what this is worth to you and I’ll show you how much value I can pack into that budget.”
In my experience, after I have proven that my focus is on my client’s best interest and not just my own bottom line, clients are more than willing to share with me what they plan on spending. Every once in a while, they truly have no idea what a project will cost. In those cases, I am happy to spend the time required to scope out several options. But in most cases, when I write up a proposal, I already know how much my client values the solution to this problem and I can design something that they can’t turn down.
I’m from Boulder, where there seem to be more professional rock climbers than people like me who like our feet planted firmly on terra firma. Whenever I drive up a canyon, I can see the tiny figures of people halfway up a sheer rock face, appearing to defy both gravity and common sense.
Our local newspaper has a regular column for rock climbers and a recent one caught my eye. Chris Weidner, in “Don’t just get stronger, get smarter“, offers four tips for mental toughness that seemed directed at us solopreneurs as much as it was to those about to scale the side of a mountain.
1) Make learning your goal, not achievement. While it’s important to focus on what you want to accomplish, pay attention to the landscape and signposts along the way. If you are too attached to meeting your goal by using a specific technique or by marketing to a specific market, you won’t see the indications that you need to veer off in a slightly different direction. Stay flexible and always open to taking in new or unexpected information.
2) Free yourself of wishing behavior. For rock climbers, wishful thinking sounds like “if only that foothold was better” or “if only I were a little taller”. For solopreneurs, it might be “if only the business environment were better” or “if only my clients had more budget”. Instead of putting your energy into the things you have no control over, focus on what you can control and affect. Your attention is one of your most strategic resources, and it needs to be focused on what you can accomplish.
3) In the midst of doubt, come back to what you know. It is easy for solopreneurs to feel overwhelmed; we are responsible for every aspect of our business, and its success or failure is on us. Sometimes we listen too much to our doubts instead of our strengths. If you feel like you don’t know what to do next, take a deep breath and think about your focus. What is one thing you can do to understand your situation better? What one step can you take that gets you in the right direction?
4) Get out there and try hard. I have always believed that failure is a sign that I am stretching myself and expanding my possibilities. Some of my business efforts have worked surprisingly well; others have failed miserably. If I defined myself by my failures, I would have closed my business years ago. Instead, I know that I always have to be pushing my comfort zone, and doing something slightly beyond what I see as my capacity.
While you may never be climbing a rock face, consider adopting the mental toughness required of serious rock climbers.
If you are a true Star Wars fan, you know who Colin Cantwell is. For the rest of us, let me introduce you to a concept designer whose ability to be entirely client-focused landed him a really awesome gig.
George Lucas discovered Colin Cantwell after seeing his special-effects work on “2001: A Space Odyssey”. They met and, according to a recent interview with Cantwell, he and Lucas discussed a project that turned out to be the first “Star Wars” movie. Yes, this is the man responsible for designing the Death Star, the X-wing starfighter and lots of other amazing vehicles and ships.
How did Cantwell land this plum assignment? As he was sketching out ideas, he kept asking Lucas what needed to happen, what needed to be the audience experience. He didn’t talk about how great his work was on “2001”; he didn’t try to talk Lucas into anything. He just showed that his priority was to make sure his client achieved his goal.
You may not be designing the next Death Star and your next client may not be George Lucas, but you can maintain that same lightsaber-like focus on your clients’ key goals. May the Force be with you.
On Nov. 25, the Wall Street Journal had an article about finding the best “door-buster” items for Black Friday and Thanksgiving weekend sales. A graphic accompanying the article caught my eye – it showed dramatic spikes in Google search activity for a particular brand of women’s boots every year at the end of November… just around Black Friday.
This graph was generated by Google Trends and, while it wasn’t the focus of the article, it got me thinking about the usefulness of Google Trends in identifying marketing opportunities. Imagine what you would learn if you searched for your key products or services, or those of your competitors. If you learned that your customers were looking for information about a competing product during a predictable time period, wouldn’t you want to time your communications to be talking with your market right then?
I have often wondered about why some people succeed as solopreneurs and others don’t. Almost everyone I run into has at least the basic skills needed for their business; it isn’t that they can’t do the work. Rather, I see attitude and approach as the distinguishing factors between successful business owners and those who never seem to get the traction they need.
Successful solopreneurs become accustomed to living outside their comfort zone. They regularly scare themselves silly. They know that having a great idea is easy; it’s putting that idea into action that requires guts. They may not be natural extroverts (in fact, most of them probably describe themselves as introverts), but they figure out how to act like an extrovert. They learn how to network in ways that are both authentic and effective. They practice their public speaking skills until they can at least convey the impression that they’re enjoying themselves. They hone their writing skills so they can effectively communicate and engage with their market. In other words, they learn to operate while scared.
Successful solopreneurs always think from their clients’ perspective. When they are negotiating a project budget and scope, they always find out what their client’s most important goal is and figure out how they can have the biggest impact on their client achieving that goal. (See my article on Successful Client Needs Interviews for more discussion about this.) They go the extra distance for a client, whether that means adjusting timelines or priorities, creating a new deliverable, or spending more time to make sure the job was done right. They are committed to having every client be delighted with the outcome of their engagement.
Successful solopreneurs ask “why”… a lot. They question the status quo. When they’re told that no one has ever done it that way, they ask why. They will try something new if it might achieve better results than the way things are currently done. They shake things up and assume that whatever they are doing now will need to be changed within a year. They put a sunset clause in every service and product, and re-examine their usefulness, relevance and popularity regularly.
Successful solopreneurs are future-focused. They listen to their clients to identify their most pressing concerns. They proactively seek out opportunities to create value for their clients rather than just waiting for business to come to them. They aren’t afraid to fail; in fact, their philosophy tends to be “Never fear making a mistake; just don’t make the same mistake twice.” They learn from every experience, and focus on solving problems rather than complaining about the current situation.
And finally, successful solopreneurs are committed to having fun. They start with the intention of creating a business that lets them do what they love and that lets them integrate their work into the rest of their life. If something isn’t fun, they figure out either how to have fun doing it or what to do that accomplishes the same thing and is more fun.
As you take an end-of-the-year look at where your business is and where you want it to go, consider how many of the following characteristics sound familiar — or at least attainable. What can you do now to enhance your solopreneurial mindset?