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Farmer’s Markets: Nourishing Enterprises

This week ends National Farmers Market Week. Even with access to one of the consistently rated-top farmers markets in the country—Portland Farmers Market— I’m still surprised there is such a week. In spite of the gloomy picture of the health of the average American and the crushing power of the industrial food complex, we have something to celebrate. There are now about 6100 markets across the country, a 16 percent increase over last year. Go here to find a farmers market near you.

Following is a tribute to the impact of farmer’s markets, with a focus on the Portland Farmer’s Market and highlighting one of their sustainability efforts. Their clearly defined mission and success at executing goals is an inspiration for any business or nonprofit.

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Getting into the Discomfort Zone

I was reminded recently of a trip gone afoul back in September by someone who read a review I wrote of a cooking school I attended. Not that the experience was easy to forget; I still wince when I think of where else $3000 could have gone. Then again, that money might have disappeared like ashes strewn in the wind on nothing significant.

I won’t go into the gory details. Because in the end details don’t matter as much as we think they do. When we focus on the details, we miss what really matters. And sometimes we use the details to avoid looking at what really matters.

But a couple details for context.

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A Year of Produce: June

June required several new drawings as more and more produce is becoming available. The color palette is opening up, which, in addition to beautiful meals, also means a larger variety of vitamins and minerals. An Eat the Rainbow post is soon to come that explores the range of antioxidants in the many colors of foods, and their benefits.

One way I added to that rainbow was to pick 10 pounds of strawberries—practically a required summer activity in Oregon. Read more

Waiting for Permission

…is as futile as waiting for Godot. I’d give a synopsis of the play except that a cursory view of the play as explained on Wikipedia makes it clear there is little consensus on what it meant. Having seen the play (as I have) does not help, at least in my case. My analogy about permission, then, is apt for this reason: nothing really happens in the play and the wait for Godot, is, well, pretty agonizing for its nothingness.

The same holds true in life as far as Waiting for Permission goes. Because while you wait, life goes by and nothing much happens. I’m not talking about those lucky few who grab what’s theirs (and then some)—the ones first in line when Entitlement was passed out. I’m talking about the rest of us waiting for Permission to show up at the door in a cute brown outfit.

Here’s an irony: We think we’re not clever enough to (fill in the blank), but we’re infinitely clever when it comes to constructing a wall of reasons blocking our way. Why is that? Sure, you might want a medical degree before slicing someone open. But you don’t need a degree to slice bread for that sandwich business you always wanted to start.

Here’s another irony: From my unscientific observation, the more clever, talented, kind, resourceful and generous a person is, the more they question their “right” to create or succeed. This is not to say that those who do create and succeed lack those qualities. But none of these people have to worry about egos, just yet anyway.

For years, I’ve wanted to write a self help book. Funny, you seem to have a lot of issues, someone might say. But as the saying goes, “Those who can, do. Those who can’t teach.” What has stopped me is that I kept picturing the bio in the back of the book below the photo of me with my hand on my chin. It seemed ridiculous to say “Jane is a graphic designer in Portland, Oregon living with a cat that doesn’t belong to her.” Who would buy that book? I did start writing that book but only because I finally stopped attaching the need for special qualifications to the process of writing. I also stopped attaching publication and sales to the process of writing. All along, I forgot to realize that no one has to buy that book if they don’t want to.

A friend embarked on a food business after years of thinking she was unqualified. Every so often she sheepishly corrects people who dare to call her a chef, humble as she is about her lack of “official” training. I suspect she and I are a lot alike in our respect for the focus, dedication and sacrifice that official training can require. So we err on the side of caution. Too much caution.

Are you Waiting for Permission?

• Question your inner naysayer. If it’s not unsafe, illegal or immoral, then pick up the guitar, the knife (good knife skills please), the paintbrush, the microphone, the pen, the soldering iron (again, safe operation please) and stop using excuses like talent, education or expertise. Your inner naysayer is really good at asking what the point is of this activity if the painting will never see the light of a gallery, the song an audience, the soup a customer. Your inner naysayer is a clever S.o.B., but so are you, so come up with some good comebacks.

• Have appropriate humility. Too much humility stops us from exploring our interests. Too little and you forget there are masters out there whose talent, education and expertise is what makes them great. If wanting to be great is stopping you, then stop needing to be great before you even begin. That being said, know enough to know what is at stake so you can behave responsibly. If you’re selling services or products where quality is an issue, be careful what promises you make, spoken or implied. Many people ask if a degree is necessary before becoming a designer. The bigger issue is whether you’re confident that what you’re selling is understood by the buyer. Confidence is great. False claims are not.

• Go where the road takes you. We are too often looking for signposts that say “go this way.” Unfortunately, life is not terribly linear, except when it comes to those pesky birthdays. Sometimes you have to take a convoluted trip to end up in a pretty cool spot you never envisioned. “Well, how in the world can I plan for that? And what if I spent time going to the wrong place.” If it’s any consolation, you probably already waste lots of time doing things that are of no benefit, like hanging out with boring people or watching TV. So don’t get hung up on wondering where the signless road will take you. You might have to take up belly dancing only to realize you really wanted to write poetry. If you have an inkling of desire to (fill in the blank), you will not be wasting time pursuing it. Why? Because you always learn something by engaging in any endeavor. Always. (See next bullet point.) You only have to pay attention. If your problem is Waiting for Permission, chances are you are not about to sink thousands of dollars and years of time into a Masters Degree. Do the small stuff first.

• Be on the lookout for hidden benefits. The surest way to kill any endeavor you do embark on is to focus on the big prize, whatever that prize might be. They say people tend to drop therapy the moment they start to figure stuff out, quit golf lessons the moment they really start learning, and so on. This is because we start with confidence or a childlike attitude. We start to learn a little, then we realize how much we don’t know, we get discouraged, and so we stop. You have to have a goal, but if enjoyment or success is dependent on catching that big fish, then you will miss out on all the side benefits, which might be even better. Those unintended side benefits might hold the secret to our success. They might be the signposts on the road.

You’re welcome to sit by the tree waiting. But it might be a long wait.

When the Check Isn’t in the Mail

There comes a time when it happens to the best of us, and it can happen for different reasons. A fumble in the client’s accounting department that takes weeks to sort out, a bankrupt organization or business, or you found the wrong client. It’s a hard pill to swallow. Worse is when you have to pay a subcontractor with your own money because the client didn’t pay.

This happened to a colleague recently. His situation falls into the third category, but my guess is, the wrong client doesn’t think of themselves as such. And for good reason. Problems in business relationships are rarely about business, but we have to pretend they are. In other words, the human condition is at work—fear, confusion, ambivalence, lack of clarity, insecurity, guilt, ignorance, shame, to name a few. As soon as one of these conditions sets in, it is hard to solve the problem by reviewing agreements—however clear and in writing they are. A creative person managing a project might have explained the entire process. But there can still be assumptions made on both sides that weren’t communicated. A project gone awry does not mean it wasn’t well planned. Stuff happens. Visit AIGA’s Design & Business section of their website for good information on business practice for creative professionals.

A challenging client might trigger a gut-level reaction early on. But we ignore it for the multitude of reasons we ignore signs and signals. Maybe the client suddenly became worried about spending money or they lacked a clear vision (and embarked on a project before having clarity). There’s nothing like getting any ball rolling to highlight uncertainties! Hope is a wonderful thing, but not if it prevents us—client or creative person—from speaking up. This is not to excuse bad behavior, only to explain it. There is no choice but to take responsibility.

This post is not about all the steps to take to avoid nonpayment (future posts). It’s about what to do next if a project is cancelled and/or the client just won’t pay. The course of action is not necessarily different from dealing with a flaky accounting department or a bankrupt company. But it does need a different kind of reflection. Note: this assumes you were clear about process, had an agreement, provided a written estimate with terms and developed a clear brief about the goals of the project.

• Clarify the client’s position. You may not get paid but there might be useful information to carry into your next project. The client’s reasoning—whether you agree or not—will determine your next step. Ask if there was something specific they did not understand about the process. If they were confused, was there a reason they didn’t speak up earlier? This shows you are eager to understand, and, at the same time, the client reflects on their part in the process. You may find out if they lack funds (and are ashamed to admit it) or are choosing to withhold payment.

• Own your part. A martyr is a person who takes more than 100 percent of their share of the responsibility. A victim is one who takes less than 100 percent of their share. Note the emphasis on their share. Taking 100 percent of your share may only mean 30 percent of the total shared between parties. Put your part into perspective. Review it objectively. Mistakes are golden opportunities (you’re laughing now) to improve. If you were clear verbally but didn’t put something crucial in writing, note that, and do it differently next time.

• Send an invoice and follow up with a late one. It may not get paid but this is an important step because carrying out your normal business operations takes the personal edge off and gives you some confidence. Describe the work done. Attach the original agreement with terms, if one existed. Follow up, multiple times if necessary.

• Clarify your intellectual property rights. If you have provided tangible solutions, explain that their use is a violation of your copyright. Even if it was your intention to allow the client use of or alteration of the design work, that right is understood to be transferred upon receipt of final payment. This is important, not as a threat, but as an education. You help pave the way for future creative consultants by having educated a client. You won’t get a “thank you,” but you’re saving the client embarrassment or a possible law suit. Perhaps you’re not feeling generous, but the good will come back to you another way.

• Negotiate partial payment. Restate your case and appeal to the client’s sense of right and wrong. You might just settle on an amount you can both live with. It may happen that the amount is a reflection of each party’s responsibility for the situation going awry.

• Surrender attachment to getting paid. I’m not certain what amount of money would cause me to sue for nonpayment but I know that the psychological cost of a law suit, however justified, would be too high. Bad psychic mojo would wreak havoc on me. Sometimes there is power in walking away, but not until after you’ve done due diligence, of course.

There are true creeps but they are few and far between. I have friends who live to tell it. It is little comfort, but a nonpaying client is most likely feeling shame or fear, or both. You can always find more money. It will be harder for the client to bounce back from their actions. If this kind of thing has happened more than a couple of times, your instincts may be in need of a tune up. If you’re sure you were professional throughout, you are better off walking away (after taking the above steps). Gather up the pieces quickly and put that otherwise wasted energy into your next project.