Managing Your Team
If your freelancing business involves having a team, a few additional factors should be considered. The more people that get added to the mix, the better the job might get done, but also, the potential for loose ends or faulty seams increases. This isn’t a bad thing, it’s just something you need to be aware of.
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The best freelancers abhor being micromanaged. Their entrepreneurial spirits demand the freedom to do the job in the best way possible, but as they see fit. If you’re the team leader, use this to your advantage. Clearly explain what needs to be done, then get out of the way.
Teams are easily coordinated within Elance. Team members can be added in small and large business accounts. Small business accounts allow up to five team members, and large business accounts have space for an unlimited number.
Each team has slots for four roles:
• Owner. The team owner has access to all functions within the account, including the transfer and withdrawal of funds.
• Administrator. The administrator has much the same access as the owner, and can be assigned the administrative tasks of the project.
• Account Manager. This person has the ability to submit the proposals, send messages, file status reports, request invoices and escrow funding, etc.
• Staff. This person will be assigned a role and will work within his or her own workroom. Staff has no access to terms and financial information, and cannot withdraw or transfer funds.
Each project should have a team leader. That is, someone who coordinates who does what by when, and that each job is done in the best way possible. It’s up to each team owner to determine who this person will be for each project. The progress of each member can be monitored by the leader, and any setbacks rectified without the client knowing anything was amiss.
Ideally, only one person will be in direct communication with the client. This may vary depending on the type of project, but as a rule of thumb, it’s sound business practice. One person can better coordinate the flow of information and therefore avoid confusion and mixed messages.
The leader will also be responsible for making sure the milestones are met, and that any changes are clearly communicated up and down the line.
If your role is that of staff, your “boss” is the team leader rather than the client. Simple enough. Make sure you clearly understand what your role is—and if you don’t, ask—and then hunker down and do it. Issues should be brought up with the team leader, not directly with the client, unless you’ve been given the okay to do so.