What I Learned Negotiating Hundreds Of Ghostwriting Contracts

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jakaria
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Joined: Tue Jan 25, 2022 4:26 am

What I Learned Negotiating Hundreds Of Ghostwriting Contracts

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I don't like working with contracts. There are reasons:They take the time to write. For small projects, this can be a big problem. In my experience, a lot of people want to see the contract while they're still deciding whether to go ahead with their project. This means that the time invested is often wasted. Closing of contracts in both parties. This makes sense for technical work, but writing is often as much an art as a science. Customers change their minds. Our writers offer mid-term ideas. It is difficult to work within the limits of contracts. So there are times when we don't work with contracts:When the project is small. The client didn't risk a lot of money and we didn't risk a lot of time. When we edit only. There are no copyright issues if we are just editing. When writing speeches. If it is not published, customers are not affected by copyright. But there are times when we use contracts. There are times when a contract is important. I therefore take measures to minimize the problems caused by the contracts. Free-Photos / Pixabay Work with a model Depending on the nature of your services, one template may do the trick, or you may need more than one. We work on a wide variety of writing projects

Editing Articles Reports Speech Blog posts Scenarios web content Press Releases Book manuscripts The only large enough projects that also present a significant copyright issue are screenplays and book manuscripts. I am able to work with one model for both. The same elements should be customized for the screenplay and the book contract, with only one different element: Price Time range Writer's name Payment schedule Special requirements, if any One-line project summary Client/author name and contact details Word count for books, minutes for screenplays The template allows me to draw up a contract very quickly. Very rarely does a client request more than very simple modifications. When they do, they are (so far) always serious clients who end up signing the contract and hiring us. Use an agile contractual approach Contracts enclose each party. Long before the term “agile contracts” was coined, I was writing agile contracts intended to get work done to the customer's satisfaction, rather than constraining anyone to pre-determined notions. There are four steps to fax number list making an agile contract. We incorporate all of this into ours. A number of elements of our contract were written as enablers rather than jailers. Flexible hours We don't want a project to drag on longer than our clients. But we also recognize that halfway through a project, life unfolds. Our clients are primarily individuals (writing fiction books, screenplays, biographies and speeches) or small businesses (writing business books, presentations, reports and articles). And life happens. A family member falls ill. A client has to go abroad for a few weeks. Market or supply chain changes need to be handled more urgently than a writing project.

The thing is, no two books take the same amount of time to write. We therefore respect the client's schedule in a collaborative approach by keeping deadlines open. Approximate number of words We do not specify the exact number of words in a manuscript. Obviously, the word count has a big impact on us and on the client. Imagine the time difference it would take to write 45,000 words versus 75,000 words. Imagine the price difference to print both. Imagine the difference in reader expectations when opening books of these different lengths. However, can you imagine how much extra work it would be to add exactly 1,264 more words to make the manuscript even 55,000 words long? It's not just the extra work involved; the quality of the manuscript decreases with unnecessary words sprinkled. When it comes to word count, precision is counterproductive. So we define approximate word counts or ranges of word counts. Sometimes clients want to add more information than what doesn't match the word count. In these cases, we give them the opportunity to:compress the information (if we are still close to the start)amend the contract to reflect the change in scope choose what not to include (of what we haven't written yet)This is part of staying flexible or “agile” beyond the contract itself. Optional add-ons Very rarely do we specify in our contracts how much research is required or what face-to-face meetings a client might deem necessary. We normally just use the model language which describes the cost of research and meetings requested by the client. This transparent process gives the customer the freedom to manage the optional aspects.
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