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Re: How to become a "Contractor" not a "Sub-Contractor"
Subject:Re: How to become a "Contractor" not a "Sub-Contractor" From:Peter <pnewman1 -at- home -dot- com> To:"TECHWR-L" <techwr-l -at- lists -dot- raycomm -dot- com> Date:Sun, 09 Sep 2001 09:27:55 -0400
Sorry about my accidental posting. I was too quick with my trigger
finger.
Bruce Byfield wrote:
> Far be it from me to blow my own horn (mild, self-effacing person that I
> am ;-> ), but I think that what I said in my article "Your Own Best Ad"
> on the Techwr-l site bears repeating: the best way to differentiate
> yourself is cultivate a reputation for professionalism and reliability.
> These are rare traits in the contracting world, and if you leave behind
> a few satisifed clients, you'll soon have no trouble making a living.
>
> Peter Newman suggests marketing yourself as a specialist. There's
> probably more than one way to be a successful contractor, but, with
> respect, I would suggest that specialization is something to consider
> after a few years as a contractor. In the early years (or months), you
> may be too much in need of a pay cheque to be a specialist.
I certainly did not intend to suggest that you ignore the basics. A
reputation for professionalism certainly should not be a rarity in any
field. I certainly assumed that contractors, at least the ones on this
list, conduct themselves as professionals at all times. My point is that
you have to create some type of image to distinguish yourself from the
field. There are a lot of reliable people. Perhaps as Bruce suggests,
some who merely claim to be reliable. Your prospective client may not
know the difference until it is too late.
> Before anyone is scared away from contracting by this comment, let me
> point out that this work week is only necessary if you are interested in
> your corporation being a success as opposed simply to earning a living.
Of course if you do not accept engagements with supertight deadlines,
the 60 to 70 hour workweek will never happen. Realistically speaking,
how many engagements afford the luxury of not having to engage in a long
workweek in order to meet the deadline. This is clearly one area where
individual preferences can be accommodated.
--
Peter
Mailto:peternew -at- optonline -dot- net
Adapting old programs to fit new machines
usually means adapting new machines to
behave like old ones.
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