http://tc.eserver.org/authors/Steigman,_Daria A bibliography of works by Steigman, Daria in the field of technical communication. en-us Copyright (c) 2005-08 by the EServer. All rights reserved. tclib-editorial@eserver.org (TC Library Editorial Board) webmaster@eserver.org (Geoffrey Sauer) http://tc.eserver.org/images/newlogo.gif http://tc.eserver.org/dir/Steigman,_Daria http://tc.eserver.org/31438.html http://tc.eserver.org/31438.html Before I swapped my desktop computer for a laptop a couple of weeks ago, I had visions of reclaiming my desk and basking in the openness of white space. The reality, of course, was a fresh jumble of cables and wires—not to mention a CPU, a flat screen monitor and other assorted computer equipment strewn around the edges of the room. http://tc.eserver.org/31445.html http://tc.eserver.org/31445.html Many years ago I was asked to develop a marketing package for the environmental practice group of a large, Washington-based law firm. When I submitted the draft I got exclamations of delight and a promise to provide quick feedback from all the principals. It never came, and my phone queries went unanswered. So I waited, and waited, and waited—and then waited some more. http://tc.eserver.org/31425.html http://tc.eserver.org/31425.html This month's column doesn't focus on business strategy per se, but rather on how independents market themselves once they identify their markets and know what it is they want to convey. http://tc.eserver.org/31433.html http://tc.eserver.org/31433.html If you work for a large corporation, you don't have to worry about who handles the invoicing, pays the bills, or manages pesky clients. But if you're a small business owner, all this quickly becomes your concern. Anecdotal evidence suggests that entrepreneurs are increasingly linking up with colleagues to work on specific projects or to create virtual agencies. http://tc.eserver.org/31398.html http://tc.eserver.org/31398.html Almost every independent consultant knows the drill. You're asked what you do professionally and you reply that you own your own business. Perhaps you give the 30-second elevator speech, or just the 10-second party version. Either way, what happens next is all too predictable—the person greets the news with a mixture of envy and admiration and starts peppering you with questions about the solo life. http://tc.eserver.org/31341.html http://tc.eserver.org/31341.html I recently had a conversation with a colleague about business development. While that's neither revolutionary nor even terribly uncommon, what was different was that we weren't commiserating about business cycles or the fact that when we're busy we often neglect the very activities that bring in new projects. Instead, we were talking about strategies for moving our businesses in new directions. When was the last time you questioned your business strategy or seriously considered adding a new business line or branching out into a new service area? http://tc.eserver.org/31302.html http://tc.eserver.org/31302.html I received a slightly panicked call the other day from a colleague who had recently ventured out on her own after many years of working for others. She had been lured into self-employment by an opportunity that matched up her passion and her skills—but it wasn't going to pay all the bills. So she needed to get serious about starting up some kind of freelance business. But where to start? Although my colleague had taken the necessary legal steps in her state (notably, applying for a business license), she didn't know what to do next. She was, in her own words, paralyzed. http://tc.eserver.org/31319.html http://tc.eserver.org/31319.html When Christopher Gergen talks about what it takes to be an entrepreneur, he speaks as someone who's been there, done that, and is still doing it today. In 1994, he left the security of a burgeoning career as a writer for CNN Headline News to move to Santiago, Chile, where he opened a restaurant and bar. That proved to be the first of many business ventures. http://tc.eserver.org/31346.html http://tc.eserver.org/31346.html Molly Matthews started a consulting business in her basement 18 years ago after losing her job in a corporate restructuring at Children’s Hospital in Washington, D.C. Like many women, she looked up and saw a glass ceiling and figured she could certainly do as well on her own. In fact, she did a whole lot better. http://tc.eserver.org/31332.html http://tc.eserver.org/31332.html Many years ago I was taken to lunch by two legislative analysts for a large law firm who figured that if I could do similar work on my own then maybe they could, too. As we talked, it became clear that what they were really looking for was a job-sharing venture that would give them more time to spend with their young children. When I asked them what they would do if two different clients needed something at the same time, they looked a bit stunned.