Awkward

[Ron Lindeboom]

I suspect the following formula is in order in these circumstances:

1. Train them.

2. Put yourself out of work before someone else does.

3. Bill them.

4. Cash the check.

5. Look for other work.

Others may have additional steps but I think points 1 – 5 cover the basics.

Ron Lindeboom

[Walter Soyka]

I might add a step 6: continue the relationship.

It takes a long time to get a video department up and running from scratch, and you could transform your training gig into a longer-term consulting relationship.

You may also be able to continue providing video services for overflow work and projects that are beyond their in-house capabilities.

Walter Soyka
Principal & Designer at Keen Live
Motion Graphics, Widescreen Events, Presentation Design, and Consulting
RenderBreak Blog – What I’m thinking when my workstation’s thinking
Creative Cow Forum Host: Live & Stage Events

[Carol Lane]

Thanks Walter for your somewhat more optimistic response. Although I suspect Ron is correct, I also do believe the relationship will indeed continue. My follow up question for you both would be shall I charge three times my normal hourly rate to provide this training?

[Walter Soyka]

I didn’t mean to come across as overly optimistic; I think that Ron’s response is really accurate. I really did intend my comment as a step 6 after the rest to try to change the relationship and preserve part of the billing, versus allowing the relationship to end entirely at the end of the training.

Training is hard, and you’ll have to walk a tightrope in managing your client’s expectations about what their newly-minted “video professionals” will be able to deliver. You can’t transfer years of production experience in a week of training, and the first few in-house productions will show it. That’s a testament to the value you were providing as a video production vendor, but it’s a challenge to the value you’ll provide as a trainer and consultant.

As for billing, what are you expected to deliver — or what are you trying to sell? Are you showing up and walking them through production? Are you providing written materials (like checklists and standard operating procedures)? Video recordings of your training so they can continue to educate new hires (this might be an opportunity to sell one last production, or to retain the rights and re-sell elsewhere)? What will the client expect after training is done when they have additional questions or run into new problems? What sort of access and availability will they expect?

Walter Soyka
Principal & Designer at Keen Live
Motion Graphics, Widescreen Events, Presentation Design, and Consulting
RenderBreak Blog – What I’m thinking when my workstation’s thinking
Creative Cow Forum Host: Live & Stage Events

[Tim Wilson]

[Walter Soyka] “I didn’t mean to come across as overly optimistic; I think that Ron’s response is really accurate. I really did intend my comment as a step 6 after the rest to try to change the relationship and preserve part of the billing, versus allowing the relationship to end entirely at the end of the training.”

That’s exactly where you need to be looking, Carol.

To take another tack on Ron and Walter’s very complementary points — the world is changing. The notion of what it means to be a video production expert is also changing. Try to keep doing the same thing you have been doing, and you guarantee your own irrelevance.

It is most definitely NOT enough to assume that your expertise is worth a thing to anybody. The whole “it’s not the tools, it’s the craft” thing is quite obviously going away fast.

You’re actually incredibly lucky. The client doesn’t need you to do the thing that you were originally hired for, but they have already asked to pay you for what they DO need from you. Now it’s time to embrace and extend. Are you ready to train people who are starting from zero?

Once you are, start looking for other *training* opportunities, not just production opportunities. I know a guy who, without a ton of experience of his own, found himself in a position to train high-level broadcast technicians and journalists in video production – they were experts in their own fields, but utter noobs in the basics of cameras and editing.

None of this jobs like this last more than a few days. But he has a lot of ’em.

This may not be a direction that you pursue. Maybe you’re not interested, or maybe there are too few opportunities where you live.

The point is that you have been given a gift – a new opportunity, with a check attached. The question that you need to answer is, is this a one-off, or does it offer additional opportunities?

Even if it’s a one-off for now, be on the lookout for what comes after. The only guarantee in this business is that you will become obsolete. You’re way, way ahead of the game if you can use this to your advantage, by getting paid to replace yourself (sez Ron), and turning that into a new business model for yourself (sez Walter).

As somebody who has spent much of the past 20+ years teaching, I’ll end with the trick that most teachers will die before telling you: always remember that somebody in the room will know more than you about something. Just stay about 45 minutes ahead of most of the class, and you’ll be golden. Bonus points if you can do that while learning from the kids in the class who know more than you do.

[David Roth weiss]

[Carol Lane] “My follow up question for you both would be shall I charge three times my normal hourly rate to provide this training?”

Carol,

We all feel the desire to punish clients who ask us to do nice things for them at the very time they seem to waving goodbye to us. So, I understand your desire to bill them for 3X your normal fee, it’s like the “treble damages” that are often part of many lawsuits.

However, rather than punish them, why not use the opportunity to impress them instead. Send a letter to the boss explaining that you will be happy to teach the staff, but let the boss know that you’ve spent an entire career accumulating the knowledge you bring to the table, and that you want to make it abundantly clear that, without a constant program of long-term training, there is not even a remote chance that anyone will learn enough to do the same kinds of things that you routinely do for them .

Give them specific examples of some of the things in your work that they may have overlooked, and tell them what knowledge and training are required to create those elements. Who knows, maybe training their staff is a lot more lucrative than making their videos?

David Roth Weiss
Director/Editor/Colorist
David Weiss Productions, Inc.
Los Angeles

POST-PRODUCTION WITHOUT THE USUAL INSANITY ™

EPK Colorist – UP IN THE AIR – nominated for six academy awards

A forum host of Creative COW’s Apple Final Cut Pro, Business & Marketing, Indie Film & Documentary, and Film History & Appreciations forums.

[Ron Lindeboom]

Good points, Mr. Weiss. Very good.

Charge 3x the rate and you will likely be out the door quite quickly. Send David’s letter and then train them and you have a great likelihood of getting one of the longest lasting jobs you ever got from them.

And to quote Mr. Wilson: all you have to do is stay about 30 minutes ahead of them, to pull it all off again and again.

Best regards,

Ron Lindeboom

[Carol Lane]

David, my question about charging 3x normal rate was somewhat tongue in cheek, but the fear of loss-of-future-work was certainly driving my humor. When I posted this, I could only have hoped for such thoughtful and intelligent responses as I have gotten here. I thank each of you for such concrete and excellent advice. I have much to think about as I proceed forward with this client. Now at least I can think more concretely about how to manage their expectations.

The guy in charge comes from a broadcast background, so do you think I can assume he understands the limitations of a basic training? Or shall I take my usual tack of assuming nothing and clearly stating everything?

[David Roth weiss]

[Carol Lane] “The guy in charge comes from a broadcast background, so do you think I can assume he understands the limitations of a basic training? Or shall I take my usual tack of assuming nothing and clearly stating everything? “

Well, it’s perfectly clear that trying to read his mind is not working, and assuming anything is usually counterproductive.

So, I think you should try to organize some serious face time with the guy in charge. See if you can learn something from him or possibly teach him a thing or two. In either case, you’ll just by trying to setup a meeting you’ll learn something, and if the meeting takes place you’ll learn even more.

David Roth Weiss
Director/Editor/Colorist
David Weiss Productions, Inc.
Los Angeles

POST-PRODUCTION WITHOUT THE USUAL INSANITY ™

EPK Colorist – UP IN THE AIR – nominated for six academy awards

A forum host of Creative COW’s Apple Final Cut Pro, Business & Marketing, Indie Film & Documentary, and Film History & Appreciations forums.

[Mads Nybo jørgensen]

Hey Carol,

Absolutely charge 3 times your normal rate for training – why not? I would and have done.

Like everybody is saying here is to make sure to maintain your relationship with the client, as a part of the process explain why you are three times more expensive than normally:

1) Preparation time for the training
2) The actual training
3) Follow and written feedback on training + direct access by phone for up to 6 months to you personally in case they have a problem.

In addition you will also offer them consultancy on how to implement their strategy in the most cost effective way with the best results.

But do NOT charge the client high to punish them – only if you wish to loose them.

Do CONSIDER this an opportunity where other corporate companies will see how good and how flexible you are – at a price.

All the Best
Mads
London, UK

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