One of my companies works with sports franchises--not Fortune 500, but pretty substantial operations. This really hit home for me:
"You’ll be a bitch – whether you end up getting paid a lot or a little from a big company, you’ll be their bitch. They’ll expect a lot from you, and in most cases you’ll end up doing more work than what was listed out in your contract."
Now, if you stand up for yourself from the get-go, you can avoid that last part most of the time. But certainly, you can be treated differently than larger operations. They get the benefit of dealing with decision-makers (me) instead of some lackey, and they will often take advantage of that.
(But...not only YMMV, but MyMMV. I've got clients who try to make me their bitch, and I've got clients who worship the ground I walk on.)
Comments
One of my companies works with sports franchises--not Fortune 500, but pretty substantial operations. This really hit home for me:
"You’ll be a bitch – whether you end up getting paid a lot or a little from a big company, you’ll be their bitch. They’ll expect a lot from you, and in most cases you’ll end up doing more work than what was listed out in your contract."
Now, if you stand up for yourself from the get-go, you can avoid that last part most of the time. But certainly, you can be treated differently than larger operations. They get the benefit of dealing with decision-makers (me) instead of some lackey, and they will often take advantage of that.
(But...not only YMMV, but MyMMV. I've got clients who try to make me their bitch, and I've got clients who worship the ground I walk on.)
I think if your client relationship is something like "either I'm a bitch or the client is my bitch" then you have a ego issue.
Is it necessary to mention that some client relationships fall into neither category?
I was trying to imply that all should fall in bewteen (I.e. mutually beneficial)