13 Strategies for Becoming a Successful Freelancer: Strategy Thirteen and Conclusion
There’s so much more to say about how to launch your freelancing career, but these thirteen strategies should be enough to get you moving in the right direction.
Tim White
Tim is a freelance writer and editor, small business owner, and assistant editor of The Objective Standard. He worked in healthcare for ten years and taught Combat Lifesaver classes in the Army for two of them. When he isn’t writing or editing, he’s usually reading; cooking; traveling the world; shooting pistols, shotguns, and recurve bows; playing video games; or playing Dungeons & Dragons, which mostly involves adults in pajamas yelling at dice.
13 Strategies for Becoming a Successful Freelancer: Strategies Eleven and Twelve
Whether or not social media will help you depends heavily on your industry. In order to decide, you first need to understand its essence.
13 Strategies for Becoming a Successful Freelancer: Strategies Nine and Ten
There are many rules and principles that use numbers and ratios. By “the 70/30” principle, I mean that you don’t need to have 100 percent mastery in every aspect of a project to do it well. If a client says, “Can you do X?,” you can readily say yes if you know how to do at least 70 percent of what they’re asking for.
13 Strategies for Becoming a Successful Freelancer: Strategies Seven and Eight
Many career coaches and professionals have a lot of different things to say about how you should build and deliver your elevator pitch, which is basically a brief sales pitch that you can deliver during an elevator ride with a potential client.
13 Strategies for Becoming a Successful Freelancer: Strategies Five and Six
If you’re a new businessman or just branching out into a new field, what is the easiest way to make your products or services appealing to customers?
On Solid Ground is a community blog where we publish articles by guest contributors as well as by the staff and officers of OSI. The ideas offered by guest contributors are their own and do not necessarily reflect the ideas of the staff or officers of OSI. Likewise, the ideas offered by people employed by OSI are their own, and do not necessarily reflect those of others in the organization.
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