The headline pretty much says it all, but:
I doubt that any user group or conference will want me to show up to talk about ed(1), even though it is the standard text editor. So, this is probably your one and only chance to see this talk.
The headline pretty much says it all, but:
I doubt that any user group or conference will want me to show up to talk about ed(1), even though it is the standard text editor. So, this is probably your one and only chance to see this talk.
My first ever reading at a bookstore happens this Friday!
If people show up, I’ll read aloud and answer questions. Otherwise, I’ll just sit quietly and read to myself. They have a whole bunch of books. Maybe I’ll get gelato afterwards. Wait–there’s no gelato near Grey Wolfe? How do people even survive?
Well, I’ll find something. You could join me for that. Even if it’s not gelato.
GWS is really heavily into Michigan authors and publishers. If you’re in Clawson some time that isn’t for my reading, stop and peruse their shelves.
I burned yesterday and redesigned my web sites. What was www.michaelwlucas.com, blather.michaelwlucas.com, www.michaelwarrenlucas.com, and mwl.io have been consolidated in a single site, mwl.io. Fiction, nonfiction, FAQ, and blog, all coexisting as one happy family.
Happy families are the ones most likely to stab each other in their sleep. But anyway.
I have a whole slew of redirects on the old sites, so my incoming links should work. My Tiny RSS reader even caught my test post, so I’m pretty sure blog subscribers will continue to get my posts.
Spending a couple days working on this mess wasn’t fun but maintaining four sites, the correlated interdependencies, and all the trivial little difference was eating up too much time. I’ll make back this time in a year. I also took the chance to fine-tune my web server’s TLS configuration, as 2012’s iffy algorithms are downright dubious today.
Also, I’d like to thank Let’s Encrypt for making TLS everywhere a reality. This integration would never have happened without an infinite supply of web site certificates. If you’re not using them, you should.
I just went through and switched all four of my personal web sites to WordPress’ 2017 theme, getting rid of Atahualpa and Evolve. They were fine for their time, but 2017 supports everything I need and most of what I want.
My sites still need help, though. And I’m reaching out for guidance from people who design web sites.
(I also have tiltedwindmillpress.com, but that needs to remain separate. It’s a company, not a personal site, even though the company exists only to handle my books. It needs some help and updates, but that’s a separate problem.)
I started with a blog. Once the blog seemed to work okay, I converted my old raw HTML site to a real web page for my books. When I split my fiction off under a slightly different name, it seemed to make sense to set up a separate site for that. When I found I was duplicating information between sites, I set up mwl.io to act as a central information/traffic direction point.
This is all annoyingly complex. People are having a terrible time finding information about me and my books. I really need to bring everything back together. Probably under mwl.io, because that’s nice and short and easy to type on a cellphone.
The question is, how to organize the information?
Today, both my fiction and nonfiction sites have genres across the top. The drop-down menu on the tech site leads to a page for each book. The fiction site has single pages, one per genre, with multiple books. Given how many books I have out, one page per genre seems more sustainable in the long run.
Ah, seems… a lovely word that means “I look so simple, but I’m going to come back and bite you.”
I’ve thought of hiring someone to do a web site reorg, but ultimately, I’m responsible for it. I have to understand what’s going on. Plus, people are fragile; whatever happens, I need to be able to either take it over or explain it to another contractor.
So I’m asking my esteemed readers. If you were responsible for this kind of information, how would you organize it? As a reader looking for information on books, how would you do it? I mean, if I had to handle this for an employer, I’d quit–but that’s not really an option here.
Most craft businesses fail. It’s not surprising. Being an expert knitter doesn’t mean you should open a yarn shop. Lots of those hobbyist stores go broke in the first year because the excited, enthusiastic storekeeper doesn’t know how to pay himself and the landlord. In business, cashflow is king.
Writing is a craft business.
Kris Rusch’s writing business blog has a lovely article about business capitalization and implosion. As an IT nerd who survived not one but two dot-com crashes, and as a writer who’s been paid increasing amounts for his work since 1995, I’ve seen exactly this problem hit people in both the technology and writing businesses.
Kris makes wonderful points, but she skipped something. How, exactly, do you manage cashflow in your writing business? Specifically, how do you pay your bills? How do you get groceries in the fridge and pay the copyeditor? How do you decide when you can afford to expand your writing business?
This is roughly how I do it, in both my long-gone consulting career and as a professional writer. I did not invent this method; rather, I accumulated it over decades of largely involuntary exposure to business. It covers how I decided I could afford to become a full-time writer, because that decision is an utterly critical part of cash flow management. There are other methods; I am not offering you the One Word of Truth here.
Every successful business plays some variant of this game. The only difference is how complicated the spreadsheets are.
You’ll not only have good months and bad months, you’ll have good and bad years. Understand this all the way down into your toes. Burn it into your soul. If you want your business to survive, you must have actionable plans to endure bad years.
Have a business organization, with a separate bank account. Big thick books are written on business organization, and I’m not going to pretend to advise you on the right organization for you. The important thing for this discussion is that the business receives every penny of your writing income. If you’re not doing that, start now.
Start with money in hand. If you don’t have cash in your greasy mitts to pay your bills your business will fail. End of discussion. I had a year’s expenses in my business bank account before I went full-time writer. I accumulated those savings by… wait for it… not spending my writing income. Maybe you have a supportive spouse, and don’t need a full year of expenses. Maybe your savings are in your personal account rather than your business account. Modify my example to fit your reality.
You don’t write for a living. You make a living so you can write, but you play a game for a living. The game is called “Keep The Bucket Full.”
Money irregularly enters the Business Account Bucket. Some months it’ll get a drop or two. Other months, a torrent arrives.
Money leaves the Business Account bucket at an (approximately) fixed rate. Your rent isn’t going to go down just because your books aren’t selling.
When money leaves the Business Bucket faster than the bucket refills, you’re losing.
When money enters the Business Bucket faster than the bucket drains, you’re winning.
Playing the game takes two numbers: how fast the bucket drains, and how fast it fills.
You can be a successful craftsman and produce professional-grade work without playing this game. True professionals are paid, though, and you cannot be a successful professional craftsman without playing the game.
Start with your expenses. Go through your last six months of spending. What do you need, and what do you want?
Only you know how much money you need to pay your bills, and which of your bills are necessary. You require health insurance and you must fund your retirement. I don’t have cable TV, but if you have kids the Disney Channel might well be a wise expenditure. My family lives in Detroit, because of the low cost of living. That might not work for you. On the other hand, my tech writing means I need thirty megabit of bandwidth. You might need much less Internet. You might read a good book on financial decision-making.
Brutally honest self-reflection is essential here. What did you need to spend, what was excessive, and–the hardest category: what did you not strictly need, but you know damn well you’re going to buy anyway even if it’s not in the budget? In my younger days, I most frequently blew my budget by buying books. My budgeting vastly improved once I allowed for that.
Make your choices. You can and will change them later, but at least start.
Perfection isn’t necessary. A starting list is. Preferably, a starting list with pessimistic-but-not-apocalyptic assumptions. Maybe all of my favorite authors will release a book in the same month, increasing expenses, but if I catch wheat rust everything blows up anyway.
Group these expenses into a two-by-two matrix: business and personal, versus “essential” and “stuff you’re willing to surrender if it means you get to keep writing for a living.” Again, you can and will change these later.
|essential||essential business expenses (copyediting, book proof fees, accountant)||base pay (food, rent, health insurance)|
|nice-to-have||full business expenses (better covers, more promotion)||full pay (vacation, pocket cash, someone else to mow the lawn)|
If an expense can be a legitimate business expense, declare it a business expense. This is not a tax blog, so none of this is legal advice, but in general: those writing conferences? Business expense. Microsoft Word and InDesign for your writing PC? Business expense. Lunch while you’re writing? Personal expense–you’d have to eat anyway. Read a book like Tax Savvy for Small Business and consult an accountant.
Arrange them by month or by year. Yearly is more effective for the long view, but many people find monthly more comprehensible. Divide those annual expenses, like tax preparation, by 12. You’ll save money for them throughout the year, so that sudden $500 bill is not a nasty shock to your wallet.
Separately total up the four categories.
Your essential business expenses? That’s how much money the business needs to survive. I’ll call this “essential business expenses.”
Your nice-to-have business expenses? This, plus your essential business expenses, is how much you’d like to spend on the business each month. I’ll call this “full business expenses.”
Your essential expenses? That’s how much you must pay yourself. I’m going to call this “base pay.”
Your nice-to-have expenses? That, plus your base pay, is how much you want to pay yourself. I’m going to call this “full pay.”
Your goal is for the business to pay its full expenses every month, while paying yourself full pay every month.
Armed with this information, visit your accountant. If you’re unsure, ask them to verify the legitimacy of your proposed business expenses. It’s much better to pay a few bucks for a proactive check than have the local tax agencies add you to their list of “Suspicious Bastards We Need To Closely Watch.” Then have the accountant look at your base and full pay. How much must you to pay in taxes to pay yourself each of those?
Your full pay, plus the taxes on that pay, plus your full business expenses, are your expenses, as shown here. The numbers don’t reflect my reality. I chose them to make the examples simple.
|expense categories||business expenses||personal expenses||taxes||totals|
|essential plus nice-to-have||$1000||$3000||$1000||$5000|
Ideally, I want my company to support $5000/month in expenses. I’m willing to accept $3000/month to have the job I love, though.
Suppose the business account has $30,000 in it. With no income I can survive six months at full expenses, or ten months at base expenses.
Total annual outgo is $60,000 at full expenses, or $36,000 on base expenses.
Wow. That extra couple grand a month got big real quick, didn’t it? This illustrates one of the most important principles of cashflow: fixed recurring expenses will murder your business.
Now that you know how quickly money goes out, look at the history of your business income.
If you made over $60,000, especially for multiple years, it’s realistic to think that you can probably pay yourself your full expenses.
If you’ve routinely made over $36,000, it’s realistic to think that you can probably pay yourself your base expenses.
If you made under $36,000, your business is in trouble before it starts. It’s better to know that you can’t survive before starting. It’s also better to know what you must change to make your writing a viable business. Now you know why I live in Detroit and not San Francisco. More than one writer I know personally lives in Thailand specifically to destroy their fixed recurring expenses.
Yes, once you’re writing full time your income should go up. The word should destroys more businesses than any other. The year I wrote more books than any other year, my income decreased. The next year I wrote fewer books, and my income increased. The books I’d written the previous year finally started paying off. You can’t control how well a book will sell. Hope is nice, and dreams keep we artists going, but seriously, spending in anticipation of an income surge will tank your finances.
Winning at your craft business is easily defined: you can stay in business, living the life you want to live. It’s okay to not meet goals like “write eight books this year,” so long as you keep going. Don’t define “winning” by increased income: remember, you don’t control how money arrives in the bucket.
You might find that being a full-time writer is not for you. That’s okay. It takes a
peculiar particular sort of person to sit alone in a room and hammer out words forty hours a week. That’s not unique to writers. My wife’s favorite bead store went out of business after three years specifically because the store owner realized she wanted to play with beads, not manage cashflow. She was successful, but hated the actual work. Today, I can only presume she’s at home reveling in her glorious bead collection.
But then there’s failure.
Failing isn’t the worst that can happen. Most businesses fail. My first three businesses failed, but I learned from each.
But worrying about failure can destroy your creativity. Not releasing new books will also destroy your business. Reduce the worry by setting a Yellow and Red threshold on your bank account.
When your business account balance is above the Yellow threshold, you’re the Green zone. Pay yourself your full expenses. Life is good.
When your business account drops to or below the Yellow threshold, you cut your expenses to the base level. You pay only for essentials. Yes, it’s possible that you can get in a situation where the rules say you bounce Yellow and Green each month. If that’s the case, I’d suggest you stay at base expenses for a while until you get a comfortable cushion.
Hitting Yellow is also a good time to revisit your expenses. When I had to commute two hours a day, a good car was a necessity. Now that I only drive to and from the dojo, a new car is a waste. Inside a month any car I drive is gonna have that faint yet utterly penetrating aroma of “Eau de Sweaty Bludgeoned Lucas,” so why bother? Killing the car payment sufficed to drag me back into the green, no problem.
Again: monthly recurring expenses will murder your business. You control those expenses.
When your business account drops to Red: you’ve lost. It’s time to get a straight job.
How do you set these levels? I set them by months. My Yellow level equals one year’s basic expenses. I’m willing to live simply for a year, with zero income. This gives me time to cope with emergencies.
Job hunting while flat broke is terrible, though, so define your Red level accordingly. How long will it take you to get a job? My background is in technology, so my Red threshold allows for two months of base expenses with no income. Plenty of time for a techie like myself to choose the least loathsome employment. If you wanted your old job as a high school teacher, though, your Red level would be much higher. Schools hire teachers once a year.
The advantage of this system is you get to stop worrying. We artists are temperamental, high-strung critters. By setting thresholds, you can quickly know how things are going. When I start to freak out about this month’s cashflow and ask myself if I should return to corporate serfdom, I can check the bank balance. Most often I say something like “Oh, I’m at twice Yellow, everything’s fine” and get back to making words.
The nice thing about losing Fill The Bucket is that you don’t lose at writing. You wrote when you had a straight job before, you can write during that job again. Next time you try, you’ll be better prepared.
Cash Flow Doom sounds like good news.
“A million dollars just landed in the Business Bucket! We’re rich! Maseratis all around!”
“I signed a Hollywood shopping agreement for my novel, I’m gonna be rich!”
Or, most insidious of all: “I don’t like doing this work.”
All of these encourage you to head down the same awful path: increasing your fixed expenses.
Fixed expenses are what kills a business.
Never increase expenses based on expected income. That way lies failure. Maybe you had a massive spike in your Amazon sales this month–but what happens to your business if next month Amazon decides to suspend your account and not pay you for that spike? Act only based on cash in hand.
Increasing your fixed expenses means that your Business Bucket drains more quickly, every month–and that your bucket will continue to drain at that rate, forever, until you reduce expenses. You’ve turned up the difficulty level on your game of Fill The Bucket.
That $5000/month for your full expenses? You hire a flunky, and suddenly it’s $10,000/month. What would have lasted you a year will now last six months. Your flunky doesn’t have base and full expenses, either–they expect their full paycheck, every week. That expense is truly fixed.
Your Red and Yellow levels change. And that person you hired? As people, employees are human beings and not disposable. Treat them with respect. Their employment with you, though? That’s totally disposable. Employees are Yellow-level expenses.
I know more than one writer who hired a friend to handle their scut work. When their income dropped, they chose to let their writing business tank rather than fire that friend. Placing your friendship ahead of your business is a valid personal decision, but think ahead of time what your decision will be. Firing a friend sucks. Don’t hire a friend unless you can cut them loose when times get hard. Worse, good employees tend to become friends. You’ll care about them.
Don’t hire employees unless you can bring yourself to fire them.
Company car? How do you feel about it being repo’d during the next stock market crash?
My rule of thumb is: don’t increase either full or base expenses unless I have enough cash in hand to keep the business above Yellow for an entire year at the increased level, assuming zero income for that year.
Also judge how those increased expenses affect your long term dreams and goals. I have a dream of writing enough to pay off the mortgage. (It’s a dream because I influence but don’t directly control my income.) Hiring an employee would make that dream much more difficult.
That’s why Tilted Windmill Press has no employees. I’ve assembled a team of consultants for cover and interior art, an entire editing and copyediting team, an accountant, and all the other bits I need to have a functional company. I also have a whole list of awesome artists on tap for when Brad is inevitably eaten by a grue, so please don’t send me your portfolio.
Firing a consultant is much easier than firing an employee. You just don’t hire them again.
I had some medical issues last year, and have been in something of a slump since. If I’d hired someone during that flush year, and couldn’t bring myself to fire them, I’d be out of business. As it is, I’m doing okay.
All this doesn’t mean you can’t reward yourself. It’s been a good year and you want to replace your decrepit computer? That’s a one-off expense. If you can afford it, and it doesn’t interfere with your long-term goals and dreams, proceed.
If you play this game even moderately well, you’ll find yourself with money in the bank. Keep your accountant up to date on what’s happening.
Many businesses invest in new equipment in December. One 28 December I bought a new laptop, a filing cabinet, a bookcase, and a thousand ISBNs. I needed them anyway, but my income was higher than I thought. Spending that money in that year helped cut my taxes.
Eventually you will need to revisit your business structure. Even one-person author businesses eventually need to incorporate, for tax reasons if nothing else. You’ll need to consider investments, like index funds or your niece’s Schoolyard Savings and Loan. (Sixth graders often charge fifty percent interest, so get in on that if you can.)
Adjust your model as money changes.
The first time you do this, it’s a pain. It takes hours.
That’s okay. It gets easier.
Revisit your plan at least once a year. Successful business people review their plans quarterly. Expenses tend to creep upward while you’re not looking. Find and squash the unnecessary ones, or at least classify them appropriately so you know what to cut when you hit the Yellow threshold.
Eventually adjusting and revisiting your full and basic expenses, along with your Red and Yellow thresholds, becomes easier and easier. Soon it becomes reflex. That recurring subconscious wish to hire your favorite cousin will start to drift towards your conscious mind, only to be intercepted and devoured by your finely trained and deeply ravenous Fixed Expense Hunter-Killer Instincts.
And you’re going to need that instinct if you’re to survive as a full time writer.
I find myself with an extremely publishing-wonky moral dilemma, and want my readers’ opinions. My apologies for the length of this post.
Tech and academic publishers will frequently release a new and updated edition of a book simply to goose sales of the book. In college I bought three different versions of the same calculus book because they changed constants in the exercises. Calculus hadn’t changed, but the publisher gouged my wallet because they could. I had better use for that money, like getting desperately needed dental care.
Today I have my college degree, a bridge, and an assortment of fillings that rivals Jaws from 70s Bond flicks.
Second editions for the sake of second editions have a special place in my heart. A place with lots of flames, pitchforks, and high-power belt sanders applied to really delicate locations.
Second editions can be worthwhile and necessary, though.
I recently released a second edition of SSH Mastery. Unlike calculus, tech changes. The first edition contained actively incorrect information that would hurt people and dozens of minor flaws. It needed a polish. I’ve openly declared, repeatedly, that if you bought the first edition and kept up on changes in SSH, you don’t need to buy the second edition. Absolute FreeBSD is getting a new edition, eleven years after the previous edition. That’s too long, but life happens.
Similarly, TCP/IP Illustrated got a second edition. It needed one.
I’m finding myself in a moral quandry, though. One driven by publishing business.
My Tilted Windmill Press print books are available exclusively through Amazon’s CreateSpace print-on-demand program. This has been a potential problem for quite a while. I’m not a fan of monopoly or monopsony in my business dealings. The other major print on demand provider, IngramSpark, requires a publisher provide ISBNs. I deferred this purchase for several years, because ISBN pricing for US citizens is absurd.
Last December, I finally purchased a block of one thousand ISBNs so that I could use non-CreateSpace printers.
Ed Mastery and the new SSH Mastery were released on both CreateSpace and IngramSpark. FreeBSD Mastery: ZFS and FreeBSD Mastery: Advanced ZFS were re-issued under my own ISBNs and channeled through both printing services.
After a few months of sales data, I’m confident in saying that adding IngramSpark has increased book sales. I’m selling print books in Asia and Australia, which I’ve never done before. I expect to recoup my investment in ISBNs entirely in 2018, which is far ahead of my predictions. Cool.
Why did those sales increase? I’m considering this experimental evidence that CreateSpace’s non-Amazon distribution is not as good as one would hope. This is utterly unsurprising, as Amazon has repeatedly shown that they’re not interested in playing nicely with competitors.
The problem comes with changes in CreateSpace. Amazon is merging CS into their pure Amazon program, Kindle Desktop Publishing. Creditable industry scuttlebutt says that non-Amazon distribution will only get worse. It’s time to re-release all of the Tilted Windmill Press titles under new ISBNs. For most of the books, this only requires I take the time to assign ISBNs and make a couple minor changes in the
Some titles are troublesome, though. Specifically Networking for System Administrators, Tarsnap Mastery, Sudo Mastery, and DNSSEC Mastery.
I outsourced the design of these books. I used old ebook layout methods. The smart thing for me to do is insource all of them, redo the print layouts and covers, re-convert them to ebook, and reissue under new ISBNs.
But… all of these books contain nits.
DNSSEC Mastery covers DLV, which is no longer a thing, and the recommend algorithms have changed. Sudo development isn’t exactly breakneck, but there’s a couple new features that merit a nod in Sudo Mastery. Tarsnap Mastery specifically declares that there is no Tarsnap GUI. In the best tradition of tech publishing, the GUI came out right after I released the book. Networking for System Administrators, though… surely network principles are timeless? There’s stuff I would alter, add, and update. There’s always more to say about networking.
As long as I’m doing these reissues, shouldn’t I take a little time and update the text? It wouldn’t take terribly long, right?
Those updates would make the books second editions, though.
DNSSEC Mastery specifically says that DLV is going away, and to check for the current recommended algorithms. The Tarsnap GUI–well, frankly, who cares about that kind of error? “Oh, a GUI came out after the book was released? Cool, cool.” New sudo features? Sure, that’s life.
When I write my tech books, I do my best to future-proof them.
But if I don’t release second editions, then I’m reissuing books with known fixable warts.
I could put on the back cover: If you’ve read the first edition, and kept up with changes, you don’t need this second edition. My gut not only calls that lame, it does so in a loud taunting voice.
And I always try to play straight with my readers. Y’all bought me that bridge and those fillings.
So, what would you rather see? What makes sense to you?
Patreon looks like it works for me, much to my surprise. The $1 tier looked a little empty, though, so I’ve added a couple rewards there.
The fiction readers get a free short story. Right now it’s the first Prohibition Orcs tale. I’ll probably change that some time.
The nonfiction readers get what is possibly my most ludicrous reward: a MWL footnote fortune file. Install it on your Unixy host, add
fortune mwlfortune to your .login, and you’ll get a random quote from one of my books. It’s mostly footnotes, with some body quotes thrown in, for a total of three hundred sixty-nine lumps of snark to start your SSH sessions. I’ll update this every so often.
I now return you to your regularly scheduled life.
I’m pushing to get Bones Like Water, or Immortal Clay #3, finished by the end of 2018.
While you’re waiting for that, though, the latest issue of Boundary Shock Quarterly has an Immortal Clay short story. Shoot Through the Heart is about a couple of teenagers “survivors” having a really bad day while trying to make the world better. Get it at Amazon, Kobo, or anywhere else ebooks are sold.
Don’t want to buy a whole magazine for one story? Buy it for all the other stories too. I’m appearing with a bunch of other authors. If you’re not convinced, SttH will appear as bonus content at the end of Bones Like Water.
As it’s halfway through 2018, I should confess that I’m not going to accomplish my 2018 goals. Life simply hasn’t gone as I’d hoped. I’ve pushed too hard on projects I should have given up on, and not worked on projects that my heart is screeching to work on. But, there will be jails. And there will be watery bones.
After that, we’ll see.
I’ve had a Patreon for a while, and it seems to be working okay.
So, with help from Lawrence Technology Services, I created a Patreon video. By “help,” of course, I mean that Tom and Marvin at LTS worked the camera, did the editing, provided the set, did the lighting, and probably dozens of other things I have no awareness of.
I did, however, write the script and blather in front of the camera.
If you have three minutes to waste, check it out.
I don’t know if this video is right for Patreon. I don’t know if it’s amusing. I have been assured, however, that it’s very me.