When you understand the client's business, you tend to listen at a deeper level. You'll know what's motivating your client, and will be able to function from a position of greater confidence because you have a working knowledge of situational undercurrents.
You don't need to know all the details. But being familiar with the landscape of a client's business demonstrates that you care about the relationship. And nothing builds trust more effectively than simple attention.
How much is enough?
"A little learning is a dangerous thing. Drink deep," warned Alexander Pope. You don't have to drink the ocean, but knowing enough to understand what your client goes through day by day gives you an advantage over the other 99% of writers who do not trouble themselves to learn. It also shortens your learning curve, meaning that you can take more quickly take problems off your clients' hands -- and therefore off their minds.
There is no greater reward than being trustworthy enough to perform such a service.
Pay attention to the general flow of your client's business. What's the business focus? Who are the client's customers? What does it take to get the client's product or service into those customers' hands? What is the client's long-term business strategy?
When working with a small organization, the answers to those questions will revolve around the whole business. In a larger company your focus must be on the client's immediate business concerns, which are often on satisfying the needs of internal customers. The questions, though, remain the same in either case.
Understanding the client's business takes time. Approach the task with determined patience, and avail yourself of tools that simplify the task. One of the most effective tools you can use to build your knowledge over time is the client profile.
You don't need to know all the details. But being familiar with the landscape of a client's business demonstrates that you care about the relationship. And nothing builds trust more effectively than simple attention.
How much is enough?
"A little learning is a dangerous thing. Drink deep," warned Alexander Pope. You don't have to drink the ocean, but knowing enough to understand what your client goes through day by day gives you an advantage over the other 99% of writers who do not trouble themselves to learn. It also shortens your learning curve, meaning that you can take more quickly take problems off your clients' hands -- and therefore off their minds.
There is no greater reward than being trustworthy enough to perform such a service.
Pay attention to the general flow of your client's business. What's the business focus? Who are the client's customers? What does it take to get the client's product or service into those customers' hands? What is the client's long-term business strategy?
When working with a small organization, the answers to those questions will revolve around the whole business. In a larger company your focus must be on the client's immediate business concerns, which are often on satisfying the needs of internal customers. The questions, though, remain the same in either case.
Understanding the client's business takes time. Approach the task with determined patience, and avail yourself of tools that simplify the task. One of the most effective tools you can use to build your knowledge over time is the client profile.