March 8, 2018
2018 Workshop 3: The Solopreneur Role of Creative Director
with Orna Ross
This month we learn about the role of the Creative Director (CD)
The Solopreneur Role of Creative Director
The Director’s role is to look after the assets, processes and tools in your creative business. But it all starts with assets. What makes you a creative solopreneur, and not a small business, or a freelancer, is this generation and development of assets.
So we explore creative assets in more detail and then ask you to chose the most important thing you can do over the next quarter to improve your assets, tools and processes in your creative business.
Hello everyone and thank you for being here. It’s great to be back with you. And today we are going to be talking about the creative director’s role in the business and so just moving swiftly on because we have a lot to get through in the creative director does a lot in the business and so we will first of all take a quick recap of where we were last time. Now, I need to get to the presentation, yes, here we are.
So is everybody seeing the presentation now instead of me. I think you are, hopefully, so what we looked at last time, just to have a quick recap. We will talk about that first of all, the 3 business hats that we wear when you run a solopreneur creative business and at the end we talk about the success wheel last time and we look at more closely this time in relation to the creative director role and then we will move very much into looking at how the creative director thinks, you know, what is going on when you’ve got that hat on, when you’re wearing that particular hat and lots of us avoid this hat so I’m going to be looking at reasons why you don’t avoid this hat and also why very often we’re doing that because we’re thinking about it wrongly, we’re not actually a bringing in the full creative potential of the creative director.
We think of these tasks as too boring or too managerial, too business-like, that sort of thing, so looking at why that is not so when you run your own business, as you all do, and are highly creative, as you all are, you get to choose. You get to actually decide how it’s going to be.
There are just certain key things that need to be in place and there are a thousand ways to do do it and one of them is you-shaped and that’s what we’ll be looking at. So the director’s role, we’ve been talking about assets, the assets of your business, that you’ve already gotten in place even if you don’t know what an asset is, we’ll be talking about that. Tools that you are using, making sure that you’re taking advantage of all the great and machine technology that’s out there now and the different and the different tools that we can, with which we can sort out all sorts of things and we’ll also look at the processes. Now we probably won’t get to all of that this evening but we will begin by looking at the main assets for creative solopreneurs which is what you all are.
So yes, for those of you who weren’t here last time and everybody who runs a creative business needs to consider 3 core constituents of that business, the crater who is the person who makes the stuff you’re going to sell or makes the services that you are, you are offering, whatever the core offering is, crafter’s the person who puts that together and very often we’re in our creative business because we love the things we make so if we’re a writer we just love writing and making books.
If we’re an artist we love making our art. If we’re a coach we love actually getting somebody and bringing them through either life coaching experience, or career coaching or whatever one of our speciality is. That’s the content of our business and we generally tend to be very on it, you know, that’s what we like to do and then the manager it’s called here, but actually the director, I prefer the term creative director because manager conjures up sort of, you know, somebody in a very corporate environment in the cubicle and that’s not what you’re doing at all and then the the third hat is the entrepreneur.
We’ll be looking at these different things as the months go by, we’ll look at them all but tonight it is the creative directors role and I want to look at the way, just comparing the way the director thinks about everything in relation to the other two hats, so first of all, in terms of having happy customers, so again, as creative maybe you don’t even think of the people that you are serving as customers but they are and it’s good to begin to think about them in that way because they are people who have a problem or a pain point or something that they want and you are there to serve them, to essentially give them what they are looking for and your business will thrive based on your ability to serve those people and give them what they want and in a later workshop we’ll be talking about how you find your core niche and I know that some of you are already aware what are your micro-niche is, but some of you are not and so we will be looking at that but it is a very good idea to get a picture in your mind of the person that you are actually appealing to and I know you may be making different services for different people but you should have a core person that you exist to, you know, to put a smile on their face and to have a think about that and always be thinking about that and always be thinking of how you keep them smiling.
So the crafter in you will think about that in one way and the crafter will think about producing great stuff, you know, how you actually make your, the core of the business as I was talking about, if you’re a writer it’ll be the book so the crafter’s thinking how to keep the customer happy I write a great book if I’m a writer.
The entrepreneur will be thinking “Ooh, customer need is an opportunity to make money” and if you’re a passion based business as we are, as creative solopreneurs, how to also make meaning but the director is thinking much more practically. The director is thinking how you have happy customers is you sort pricing, you sort the features that are available, you make sure they’re easily available, you make sure that there’s support if anything goes wrong and you’ve got good problem solving services all along the way. So, happy customer to the crafter, the entrepreneur, the director are different in terms of how they think about it.
Similarly when it comes to the work to be done the crafter things I love making my stuff, you know, that’s what the work of the business is, the entrepreneur thinks “How can we expand this business? Our work is to get out to as many people as possible to grow our income, to grow our influence but the director says what work has to be done so that this business room smoothly, so I’m happy, so I’m not, you know, worn out so the bits, all the bits that make up the business actually go here and come together in a way that keeps the crafter making and keeps the entrepreneur out there and expanding the business.
So the directors role sees the work that has to be done as essentially getting those processes, those tools and those assets working well together. Again, perspective is quite different, the crafters looks kind of bottom up, making the tasks, head down, gets on with it and the entrepreneur looks from the inside out, they’re essentially thinking about customers, thinking of collaborators or thinking that influencers they can be in touch with. The director is looking top down, seeing the whole business, how it does what it actually was set up to do. Very often as the crafter we can often forget what the business exists to do because we can get so caught up in doing our own stuff. So the director part of his worth is the person that keeps all of that in place and I realize as I’m talking, making us all some very schizophrenic, but it really is useful to divide out the different roles in that way and to think of yourself as a different person when you’re playing these different roles and keeping the other part of yourself in check and running it together and the director does that more than anybody else in the trio. The director is the person who actually makes all that happen, integrates it, brings it together.
Time, too, we think, take a different time perspectives wearing each of the different hats. So the entrepreneur thinks about the future, aiming out there, has got the big vision and everything that works back from there. Here is the vision, this is where we want to be in 5 years, here’s where we to be in a year’s time, let’s break that down to what we’re going to do each quarter, let’s break that down to what we’re doing each month, let’s break that down to what we’re doing each week, let’s break that down into what I’m supposed to be doing today and we will actually, when we get to the entrepreneur role, we will start doing that with your business too.
The crafter thinks about now, what I make today, I’m creating the future, you know, if I don’t get the head down to make stuff today there’ll be nothing to sell tomorrow. The director integrates both of those, looks at the existing tools and processes and is always engaged in this kind of idea of continuous improvement. We can always do it better and again, always thinking about how all the different parts come together.
And the goals, the entrepreneur wants influence, impact, big growth. The crafter goal is just to do what they do for the joy of doing it and but the director seeks order, they want order in the room and they often end up cleaning up after a mess or an explosion of activity by either crafter or entrepreneur.
And finally, success in terms of how do each of these people that you are define success. The entrepreneur, you define success as, you know, you have created a business, a system that turns your ideas into value for people into an income for you, that’s success. It’s a money based vision of success. The crafter things about having enough happy customers out there to pay you to keep on doing what you’re doing. Doesn’t really look beyond that.
But the director is looking again at integrated system, looking at the benefit to the crafter so making sure that the tools and the processes and everything that’s in place is actually allowing the crofter to do the work, the making work and we’ll be thinking about having the proper tools and processes in place with the entrepreneur, you know, creates an opportunity, sees a way to turn an idea into value for, business value for the customers that it is actually possible to do that, that there is enough resources, you have enough time, you have enough energy, you have enough space, you have enough going on in the business that supports that endeavour and also the director will be thinking about the other people that your business touches, so it will be perhaps other creatives that you work with like designers or your web people or whatever, your virtual assistants if you hire assistants and, you know, we will be encouraging as time goes on that you should do that.
You should be outsourcing some of these roles and jobs because it is very difficult to integrate them all and do everything and you’re not equally good at all of these and so recognizing strengths and weaknesses and appropriating the proper activities to different people and outsourcing some stuff is very much part of creating a good, functioning business that nurtures you and feeds you so the director is thinking about that but also, always thinking about that also always thinking about the other people that the business touches, other team members you might have, of course your customers, the people who will buy your stuff and your clients, whoever your business is touching.
So let’s just hop back into the chat room and just see if anybody has any question, how are we doing? Is this all making sense? Are we all feeling very directorial? Anybody got any questions before I move on to looking specifically at assets?
OK, everybody seems to be happy. I’m not seeing any messages coming through. Any questions? Any ideas? Any comments? Anything to say or shall I just continue? Could somebody just put a comment in the chat room just say that yes, you can hear me and that everything’s OK. I’m not seeing any activity there right now.
Hi Kristen! Andre has just joined too. OK you’re hearing me, all good, thank you, Randa, thank you, Marie. Okay. Listening and Interesting. OK. That’s good, everything good so far, thank you. So I’m going to take it from that then that everything makes sense. Heidi says so so it must be true. Everything just makes sense. So what I’d like to do now and is drill down into assets in particular.
OK everybody seems happy. Alright then, good, no questions as yet. Right, let’s look at assets, then. Well, just before we get to specifically looking at assets which will be the core of most of what we were talking about today. Just to for those of you who may not be sure what I’m talking about when I talk about assets, and tools and processes, just to explain that.
So, firstly, assets are essentially anything that puts money in your pocket outside of labor. So what I am proposing for you is that you take advantage of the enormous opportunities that we now have makers and creators and creatives types and people who want to bring our passion, our mission out to the world, you know, create a business around that, we can do that for the very first time in history in great numbers because of digital technology and what this allows us to do is to actually have a business.
So before, creatives were very much limited, aside from those who did actually crack through the gatekeeper system and get assets through, think intellectual property, so you know, made a film, had a bestselling book, whatever, that was a way in which you could actually sort of have a business, really you were feeding somebody else’s business but you got a percentage of rights from their business activity which allowed you to carry on as the maker and the crafter and keep on making the stuff and it was almost a business but not quite because really so much of the rights and the intellectual property, you know, inherent, everybody respected that you had the rights and that you owned the rights but at the same time they took 90 percent or more of the income from those rights so you weren’t getting a huge amount from it.
So most creative people in most roles have to do day jobs and and or some kind of freelancing to support the other work. Now, what we have is a situation where you don’t have to, you can get beyond freelancing. So freelancing is very like working for your living, it is essentially trading your time for money but business is something different. Business is what we’re going to be trying to build here over the next year if you’re not already up and running and running a successful business you will be and should be within a number of months but key to that, absolutely 100 percent non-negotiable, one of the few things that I won’t be saying, you know, we all do it differently and you decide how to do it is asset building. It’s the idea, it’s the understanding what an asset is.
And an asset, essentially is something that will put money in your pocket when you’re not actually working, so you’re not trading time for money, you’ve actually created an asset that goes out into the world and generates income for you when you’ve moved on to making or doing something else and we’ve talked a little bit more about the different kinds of assets that you’re building as a creative entrepreneur in a minute.
But it’s very important you get that distinction and I think, essentially, the simplest way to think about it is an asset puts money in my pockets outside of my labor. I’m not trading time for money and that is, as I said, what we’ll be concentrating on here, it’s not advice on how to get freelance gigs, or how to get a job as a creative, that’s not what we’re talking about. We’re talking about building an actual business that you own, that you shaped and that will create lots of different kinds of assets which are then saleable if you decide you don’t want to do certain aspects of it anymore or as I said, they’re feeding you your income as we go. Tools are shortcuts, hacks using machine intelligence and I will give you examples of, we’ll talk about tools I think next time and I will give you examples of a number of tools that I use and to run the Alliance of Independent Authors, to run my publishing business and also to help with the writing which is the core of my business.
Processes, then, are both the creative process itself which is a 7 stage process I know a number of you have heard me talk about before and we will look about that in more detail when we come to the process part of things but it also means your way of doing things, how you have decided to integrate the different aspects of your business, you know, your, all the things we were talking about before when we spoke about the entrepreneurial role, the placements, the making of the products in the crafter role, how you bring all those pieces together, that’s your process and generally it’s kind of trial and error thing and most of us can improve those and streamline those.
So very often when we’re starting out and we’re just thinking about ourselves as business people we’re quite overwhelmed because our processes are not good and we can sometimes think, oh, it’s me, I’m no good at this and useless at that and we’re doing a lot of learning by doing as well. So the first time you do everything it’s really hard, the next time it’s easier and by the time it gets to third or fourth time it’s actually can become quite rote and easy. So, unfortunately though, people give up before they get to that point, they don’t understand that it is actually a matter of improving the process and they think, you know, they can’t do this now, will never be able to do it, goodbye, I’m out of here, which is a real shame.
OK so these three then, is what we are looking at: assets, tools and technology and processes and just, I think you’ve downloaded the map which Janet sent through in the e-mail and so if you could just take a quick moment to just score yourself off the top of your head, how good do you think you’re doing in terms of asset creation and you should have a much clearer notion of how you actually are doing in a few moments when we’ve discussed asset creation in detail but I just wanted to get a sense of your own sense of where you are with that, how good do you think you are on tools and tech, you know, how much have you gone out there and searched out the best possible way of doing things and for example, a great example of a great tool I’m always pushing on people is speech to text which now can, you know, really save you a lot of typing time and save your forefingers from typing all sorts of things from your social media chats to your actual publishing content, whatever business you’re in but so few people take the time to actually just learn how to do it.
So that sort of thing, how good you think you’re doing on the tools and techs from zero in here at the center, 10 out here at the edge and processes, how streamlined, how effective, how useful to your business are the processes that you put in place, you know, on a scale of 1 to 10, how happy or otherwise are you with those, so just take a moment to mark that up. Mark Harris said he missed it in the email.
Janet could you put the download link in the chat room so everybody has it and don’t worry, you don’t need to do it right now, you can do it when the workshop is over, it’s just really about giving yourself an idea of where you are on these things and then looking at it again in a couple months time you will see how much you’ve learned and how much you’ve moved on and how easy certain things that seemed completely confusing and overwhelming, how easy it becomes once you actually understand what you’re doing from a creative business perspective/
Alright then, so let’s talk a little bit about assets and in the old days, when people were talking about business assets they were usually talking about things like stock and plant, you know, the machinery that made goods if you were in manufacturing and the actual stocks that you had built up in the products that you have for sale, the buildings in which you operated, none of that applies to you guys, generally, but I shouldn’t say none because of maybe some of you that are still involved at that level but I think the vast majority of people who are attending these workshops are actually engaged with digital assets and certainly that’s what I would encourage because it is so much cheaper for an individual and so much easier in so many ways and also, so much better in terms of, you know, opening up a global audience no matter how small your micro niche is there are still more than enough customers on a global level to give you a full and good income if you set yourself up well around your assets. So what sort of assets are we talking about then as a solo entrepreneurs?
First of all, intellectual property. That’s a term that puts a lot of people off and I understand why, it’s very sort of comes trailing a huge amount of legality and contracts and ideas around copyright and so on but you don’t need to think about any of that very much, you just need to know that owning the rights to your intellectual property is essentially what it’s all based on.
We get to earn our living as creators, as creatives because intellectual property exists and because there is such thing as copyright and because business, in general, respects that writer, the creator, deserves to be recompensed for their creative work. Now, they have respected that and as I mentioned earlier, while at the same time, you know, doing a lot of rights grabbing and paying the creators as little as possible and so all that is also going on even in the most respectable creative organizations, the creator has not in general been very well treated and that is the big turnaround that gets me so super excited about the times we live in now.
We can actually take control of our own intellectual property. So your intellectual property is words, first of all, every business is now in the publishing business in order to explain who you are digitally to people you are going to be writing stuff, going to have a website, going to be writing social media updates and you’re going to be reaching out to people with written pitches so the written word is absolutely core to your intellectual property and it might be in the form of your blog, it might be books, might be a set of emails, whatever but all of this adds up to something that actually has real value so what I’d like you to think about is that we are actually moving from a spoken culture to a written culture.
People, you know, despair at everybody on their phones and you know, see this as a terrible thing and while it is a terrible thing if it’s not managed well, like everything, but if it’s managed well it’s actually, I think, a marvelous thing because I’m a writer, but the written word has such power and you know, carries across countries, carries across time and generally speaking is, I know looking at some of the trolls you wouldn’t necessarily agree with this, certainly not all the time but generally speaking, we are more thoughtful in writing than we are in spoken word.
We are more considered and probably, once we get older, if we write well we learn how to write spontaneously, we are probably more ourselves and a lot of you would be familiar with the free writing technique which actually liberates your words and definitely adds to that so you need to be thinking about becoming as good a writer as you can be in terms of copyrighting of your, and this is nothing to do with being a writer in terms of the content that you’re producing, speaking to those of you who are writers, I’m talking about the writing that goes around any business now, any digital business.
So audio and video are also intellectual property and assets so if you do a podcast, if you do any video, all of these are things that can work for you that can go out and either pull in prospects who are interested in what you do or can actually have value in in of themselves where you can charge for them, so obviously the obvious one there will be an online training course of some kind but also people are paying for the background to businesses and personal stuff, you know, where they become interested in maker themselves. And they’re are all sorts of ways that you can actually create and exploit intellectual property assets.
And the final one I’d like you to think about that often gets overlooked is methodology. So if you have a method or a way of doing things, that also is intellectual properties. So, you know, this very webinar are that you are attending a moment, that’s part of my intellectual property, this Go Creative method which is about, you know, doing business the creative way, all the different maps and ideas and ways of approaching business that are embedded in this whole concept and in this book series, the methodology itself is intellectual property and when you get to a point where your intellectual property is important you might want to think by protecting it and that’s something that we will do a session at some point down the line. So that’s the most obvious, I think, of the intellectual property, is what we think of when we think of intellectual, or sorry, it’s most obvious asset. It’s what we think of when we think of our, the assets in our business. We tend to think about the stuff that we have made. But there are also what we call brand assets.
So your brand assets is more nebulous but it’s really, really important. It’s your philosophy and your identity. So it’s what makes you you. It’s very much connected to the micro-niche that you’ve decided to work in. It’s very much connected to the passion that’s got you doing this thing in the first place. It’s very much connected to the mission to serve a particular type of customer, all of these come together in, you know, what you stand for, who you are, it’s you as well, what age you are, you know, whether you’re male or female, you know, your colour, your culture, your creed, everything is part of this idea because everything in the solopreneur creative businesses, it’s built around the maker, it’s built now around the person. We can sometimes be a bit uncomfortable with that.
It’s something that we need to learn to get used to and I think the way we get used to it is actually, like this, connecting in with people who think in similar ways, finding your tribe, finding the people who feed and nurture you and you are serving them and they’re interested in what you’re doing and where you come together and where you connect. It’s really important to understand that people are looking for people now when it comes to this kind of business. It is, you know, you may be familiar with the business to business idea in conventional business, are you a business to business business or are your business to consumer business is a big distinction in conventional business. I think what we are is we are people to people businesses, heart to heart businesses even, you know, so begin to think about that and how that applies to you.
Then there are probably call market assets and this is kind of where you position yourself in the marketplace, in each micro niche we occupy will have particular kinds of features which are unique to that micro niche which are really important and core but within it there would be different businesses appealing to different cohorts within that micro-niche, even in a very small micro niche and this is what we mean by market assets. So how do you position yourself within your own micro niche, if the kind of quality that you are presenting, well, of course, we are all trying to run quality business and producing quality products but there are different levels of quality expected depending on where you position yourself in the marketplace.
Are you the affordable end of the stream or are you the premium end of the stream? Then convenience is also something you position yourself around or your U.S.P. is what they call it in marketing speak, your, you know, your unique selling proposition, makes you you, what is striking and obvious about you, so to give an example, the Alliance of Independent Authors we’re very much about trust and authority, you know, we kind of curate the entire self-publishing world and bring people back what we’ve seen to work best for most people. We don’t get distracted by the latest trends or you know, one particular way of doing things. It’s all about being dependable and trust and authoritative.
Another organization for Indie Authors might be one of our partner members actually is for insecure writers, it’s for writers who feel, who kind of struggle very much with a sense of “they should be doing this” and they’re, you know, they’re not good enough and not worthy to be writers and so on, this group exists to say “Actually, yes you are, come on, you know, get on.” And so that’s their positioning within the market.
So to think about as well as thinking about the person that you’re trying to reach and appeal to, think about how you’re positioning yourself. Some of the creative artists among you will need to think about, you know, are you trying to delight? Are you trying to shock? You know, so it’s all about your unique you and part of your market assets as well, of course, is your channels, your social media presence, your blog, particularly, your own website and but also, other channels that you will use to reach and get your message out when you’re wearing your entrepreneur hat.
So these are the various forms of market assets and it’s about where you kind of position yourself within the marketplace and then there are the product assets themselves, which can break down into different kinds of off classes. You may have certain products that you give away for free because they help people to see what you do and they draw a tribe into you or they maybe get an email address in return for free product. There’s what you call products for prospects. So it’s at the low cost end of what you do. You might think of a book if you’re an a business person, you know, or if you’re a coach or an interior designer or something, you might think of a book as a product for profits, obviously the writers among us don’t think of books in that way but it’s very common business to write a book in order to put it out there that you are an authority on your specific area.
Then there would be your core product and that should generally be a sort of medium price range and you may think also of adding in some sort of premium product, so thinking about what you do and how you do it, how you shape it up into different kinds of packages, the businesses that make most money that we see that have the best income and the most stable and steady income are those that have products, product assets of different kinds.
Having just one kind of product, there is a model that works for, it’s a low cost, high volume and produced very, very often and very fast and pretty repetitively that works in that model but generally speaking that’s exceptional and not a lot of people can actually, if you can deliver that you’re probably not attending this workshop, you just do what you do and you churn that out and your people expect it.
It’s an incredibly skilled and targeted way to capitalize on your skills but it’s unusual. You’re either, I think, you’re kind of born like that, it’s not something that most people can be trained into and most people don’t have the market. The market doesn’t work that way for most people outside of that small cohort, what works best is to have different product classes at different price points.
OK so if we could take a look at the download then for this coming quarter, what I’d like you to do, again, Janet maybe you could pop up the link to particular download for those who may not have it already. So what I’d like you to do now is, again to ask if anybody has any questions because I’ve gone through a lot there and there’s a lot for you to think about. I’d like you to take a look at the worksheet and just think about your own assets, n the different classes that I was talking about there, your own tools that you’re aware of, that you use. So we really can’t be in digital business without using some tools and you may well have things that are unendingly grateful to, think about that and think about your processes and in each of the large clouds there, this is the quarterly sheet here. So I want to ask you the question in each of these clouds and this is the one in the big cloud on the left hand side, assets, processes and tools in each of these, if you were to do one thing over the coming quarter that would improve your assets, that would improve your processes, that would improve your tools, what would it be?
So that’s giving you 12 weeks which is a long time. Over that 12 weeks, what is the one big thing you could do to improve your assets, so could you add another product, could do improve your market positioning, could you work on your brand and presentation, could you decide on who your core customer is and what you’re going to set up for them and can, could you get an understanding of the methodology that you’re using so you could actually put it down in a way that would help other people, could you create a course, what’s the one thing you could do that would give you the most creative and commercial profit; that’s what’s there on the other side and so I’m frozen, oh my, oh dear, OK, can you hear me now?
I’m hoping that I have unfrozen. Marisa says I have come back. OK, that’s great. Not sure how much of that you got, so just to repeat, so to think about the one good thing, one big good thing you could do under the asset process and tools, headings, and what I mean, Jane says, oh I’m laughing, Jane says that was a brief Max Headroom moment and then she said that dates me. Well, that dates me too, Jane. I love when they freeze you like that and you always look so well. Anyways, moving swiftly along.
So yes, thinking about those 3: assets, processes, tools, thinking about them not in “I could do this. I could do that.” Because in this business that we’re all in this crazy world there are so many things you could do. It’s never about opportunity now. It’s never about potential to do things. We’re in this abundant culture where there is a 100,000 things you could do.
What I want you to do is to isolate the one big thing you could do over the next 12 weeks that would deliver the most creative and commercial profit for your business. So think in terms of profits. As you all know, I’m big on passion. I really believe in the energy of doing what you love to do and that carries a business a very long way but it doesn’t if you don’t marry it with profit. Thinking about profits. If it’s just about passion and making your stuff and putting it out there, that’s a very valid thing to do, but that’s not a business.
A business thinks about profit and profit means you’re making somebody happy. So when you think of these assets, particularly, but also have a look at processes and some tools and we will look at both of those in more detail next time out. When you’re thinking about the assets though, in particular, what assets could you add to your mix that will give you the most profits, creative and commercial over the next quarter. Next time what we’ll do is we’ll break that down into months and weeks and so on.
So that is it for this month and again, just to give you the opportunity to ask any questions if you have any. Also to invite you to our Facebook group Creatives Club because I know there is a lot of information in these workshops being thrown at you and the webinar format doesn’t necessarily allow for the kind of interplay that happens in a live setting so you may have questions that will rise as soon as the webinar is over so that’s what the Creativist Cafe is there for, it’s members of the Creativist Club are there but I’m also opening it to any of you in the webinar who would like to join in with us there too to explore, you know, ask questions. We set our intentions for the week and the month and we support each other and, you know, we do all sorts of things over. So Janet, if you have the link to that and we could give it to people just before we go so that we can keep in touch from session to session.
Thank you to those of you who are appreciating the workshop. I’m glad that some of you have at least found it useful. I hope it has something that has been useful to all of you. I do think this split for the director into these 3 core things, it’s enough, you know, you can get much more complicated with business and as you know, there is so much business theory in management and management theory I find most of it completely off-putting and completely irrelevant. So, this is as simple as it is possible to be while still taking a business perspective.
So, hopefully it is useful to you and yeah, Janet, just before we go, could we get the Facebook group name up there, not sure if Janet is it still with us or whether we’ve had a breakdown in communication, let’s see if I can find it out here. So yes, this is our Facebook group. Yeah, hopefully I’m see you over there, I think you’re all signed up for the Monday motivator. I’m back now for our my holiday so that would be resuming on Monday coming. If there’s anything you need or want, please do ask. I am very available in Creativist Cafe, I’m in there everyday so if you have specific questions, if you’re thinking about any of this, if you’re trying to make any of it work and you know, coming across a problem you can be pretty sure that somebody else is also coming across the problem so it’s really helpful to hear about it.
So, thank you one and all and see you next month, which will happen on the 1st Tuesday next month as it should do, not as late like we were this month. Thank you so much. Oh, the insecure writers. Yes, I can get you that link, Mary if you pop into the ALLi forum you can you can find them there and they’re actually on Self Publishing Advice blog, we did a post on them within the last week while I was away that was posted so if you go to selfpublishingadvice.org/alliblog you will find all of it there. OK, thank you everybody for being here and look forward to seeing you next month or in the Creativist Cafe. Bye bye.