In most jobs, the only way to feel like you’re growing is to get a promotion (and of course, more money). Oftentimes, employees end up taking any promotion or manager position that comes their way because it seems to embody the essence of moving forward, regardless of whether the “upgraded” role is applicable to their long-term goals.

However, if you are in a creative profession, chances are you’ve grown up saying, “I just want to make stuff,” which makes the infrastructure of most organizations incredibly stifling when it comes to creative growth.

Unlike a conventional advertising agency, where the ultimate promotion to creative director still has you engaged in creative production, many creatives in digital media are getting pushed up while also being pulled away from what they wanted to do in the first place — make cool things and tell great stories.

In my last organization, I watched endless numbers of creatives accept promotions as managers because that was the only viable next step that would allot them more money and a higher title. Unfortunately, many soon realized that they:

Never aspired to manage others
Did not embody leadership skills or experience to be accountable for someone else’s career growth
Were not socially comfortable engaging with others on a consistent basis
Preferred to be individual contributors who were left alone to create and produce work
Had no other options for growth

To my dismay, I watched a trickle-down effect where newly minted creative managers were frustrated by their lack of creative production and confused at what they were meant to provide to their direct reports. This resulted in their direct reports feeling paralyzed in their own growth, unclear as to whether they were meant to seek power or production.

Worse, when these creative managers eventually wanted to move on to other companies, they ended up taking managerial roles or higher titles because of the promise of more money (even though they still lacked managerial skills), setting them up for a path that they never chose and a focus on power over passion.

More than ever, there is a need for companies with creative teams/talent to provide alternative options for growth in the creative realm where creatives can feel like they are financially growing as individual contributors without the stress of title-seeking in order to get to the next rung on the ladder. And those who genuinely seek a managerial skill set should have the opportunity to do so, and to learn how to properly manage others.

As a creative, should manager be your next step? See what’s possible where you work in terms of being able to amass more responsibility within your role (and therefore increasing your pay) without taking yourself away from the work itself. When it comes to being a creative thinker, I think we can all agree that our minds live not in black and white but in shades of gray.

Annie is a Creative Circle candidate and freelance creative strategist/copywriter working and living in Los Angeles. She knows digital media as well as she knows her own horoscope (she’s a Virgo), having worked at the likes of BuzzFeed and Mashable. She has created branded content strategies for the top Fortune 500 brands, which means she knows the true meaning of “going native.” If you want to work with Annie, contact Creative Circle Los Angeles.

Our work, our relationships, and our lives succeed or fail one conversation at a time. -Susan Scott

In this era of digital communication it’s easy to overlook, ignore and avoid the relationships in our lives that need work. If you have ever sent an email when you should have picked up the phone, purposely dodged someone’s cubicle, or sat in fuming silence during a frustrating meeting… you’re not alone.

Sometimes we avoid a difficult conversation because we don’t know what to say or we’re afraid of what we’ll hear in return. Other times, we convince ourselves that we don’t have the time to deal with it or we don’t want to hurt another’s feelings. Or, we may lack the courage to confront the issue directly.

Having a difficult conversation is hard work. Changing the trajectory of a poor relationship takes effort. But avoiding the obvious problem can lead to anger, frustration, exhaustion, and even depression. If you have a difficult relationship, think about how much time and energy it sucks from you. Think through the benefits to be gained by improving it and then dive in to ensure those benefits are realized.

1. Prepare what you want to say

Start with your goal. What do you want to get out of the conversation? It should never be about being hurtful or ‘winning’ an argument. If that’s your objective, quit while you’re ahead. Your goal should be around developing a better understanding, getting past a roadblock, resolving a specific issue, being more productive, and/or moving forward with a specific activity or objective. Clearly state your goal in terms that are specific to your situation.

Next, write down what you want to say and organize it into key points. It’s best to keep the information limited. No one likes having a laundry list of issues thrown at them. Prioritize your list and plan on focusing on only the 2-3 most important issues.

The person you’re talking to may need help understanding the issue so be prepared with examples. Also, be prepared to discuss the impact – on you, your team, the project, or the company. Your concerns will carry more weight if you can clearly explain why it’s important.

Make sure you can describe the issue in ways they will find compelling. Remember the adage that everyone is asking, WIIFM (What’s In It For Me). Think about what motivates them and how they want to be perceived. How will their own goals be helped by improving their relationship with you? Weave this information into what you want to say.

2. Practice

Ask a friend to practice with you. Do a role play. Ask your friend to be objective and offer honest feedback on how you can improve what you’re saying. However, being prepared does not mean memorizing a script. Trying to remember exact wording could add to your nervousness and it doesn’t allow for the natural ebb and flow of conversations.

3. Prepare yourself

Start with how you’re thinking about the conversation. Labeling it as ‘difficult’ means you’re anticipating problems which will add to your jitters. Think about it as having a constructive conversation to move forward; an opportunity to develop new ideas, hear a different perspective, or identify alternatives. Anything to reset your thinking in a positive direction.

Before the meeting, take steps to calm and center yourself. Take a walk, practice a mindfulness exercise, have a cup of tea, focus on your breathing and take the time to collect your thoughts.

4. Deliver. Stop. Ask. Listen.

It’s often good to start by acknowledging the discomfort for you both. Explaining that you know this might not be an easy conversation for them shows empathy and can be the start of a productive dialogue. Also, be aware of your tone of voice. It’s often said that 10% of conflict is about the issue and 90% is about the tone of voice. Work to remain calm, patient and interested.

Explain that you’d like a chance to voice your concerns and that when you’re done, you want to hear their perspective. They will be less likely to interrupt if they know their turn is coming. Once you’re finished explaining your key points, pause. Stop. Give them a time to absorb what you said. Silence can be hard but is often needed to show respect for their feelings.

Ask for their perspective. Express a genuine interest in hearing their side of the story. Only by hearing one another out can you accomplish the goal you set in Step 1. When the other person explains their perspective, it’s important to truly listen with an open mind. Work towards finding common ground between you and determine your mutual goals.

Take ownership for your piece of the problem. Chances are that you both contributed to the relationship getting to the place it is. You will have more credibility; more influence in this situation if you acknowledge your role in creating it.

5. Work toward ‘next steps’

Make a commitment. Find something in your difficult conversation that you can commit to that will improve the relationship, even if it’s only a small step. Encourage them to do the same. If they’re open to something bigger, discuss making a larger commitment to one another or develop an action plan. One commitment that is often made is to discuss issues with one another on a more timely basis in the future, should they continue to arise.

Be patient. Unless the issue is simple you may not fully resolve it in the first conversation. If this is the case, schedule another conversation. Even if you can’t reach any other resolution, resolve to continue the dialogue and schedule it for a specific date.

Remember: the relationship won’t fix itself and it may get worse unless you step in. And what’s the worst that can happen? That you crash and burn? That you’re rejected? This would show that you tried which sure beats knowing you lacked the courage!

Robin Elledge is the founder of Janus, a coaching and consulting firm in Los Angeles. Robin’s greatest passion is working with people to improve their ability to effect change within their company, team, and themselves. She has over 30 years of experience supporting and coaching leaders at all levels, from CEOs to those who are just beginning their management journey.

One balmy day in March, I got a panicked call from a colleague. Turns out she had lost four good, retainer-paying clients since the start of year. Three of them left in the same month.

Needless to say, she was freaking out.

None of these clients left because her service was bad. The reasons varied: One brought her services in-house. One client was closing up shop. Another was pooling company talents after a merge and wanted to review again in six months.

Still, even if it’s not your fault, losing clients can make you panic. It’s never fun to begin with, plus there’s the added stress of things like, you know, paying the rent and whatnot.

That’s why I’m going to share a secret with you.

At least four times in my career, I have lost my best client. And when I say my best client, I mean a client who was spending more than the next three best clients combined.

I don’t panic about it now. Here’s why: Every year that I’ve been out on my own (save for one), I’ve always made more than previous years. And even the exception was within 5% of my peak.

In short, I’ve always managed to keep the opportunities rolling in. Whenever a “good” client left, there were always two to three more ready to step up and take their place. So I thanked those good clients for the time we spent together, made a note to check in with them in six months, and moved on.

I’m betting you would love to be that nonchalant. (OK, full honesty here, I do panic … but for all of three minutes. See below.) It’s hard work to be in a place where you can afford (literally) to be that carefree. Here’s what you have to do:

Always be working on your “funnel.” Always set aside some time each week to drum up new business. Even if this just means taking a referral partner to lunch or asking a current client for a recommendation. Getting new work takes time, so you need to start well before you lose any business.
Leverage the clients you have. This is technically part of working on your funnel, but it deserves its own bullet point. Can you sell more to existing clients? Can you get a warm introduction from them? Or maybe a testimonial? Always find ways to use your network to grow your business.
Don’t burn bridges. There have been plenty of times when someone I’ve worked with leaves for a new company. If we’ve left things on a good note, they will use me again. Be professional, and it will pay off.
Have a money buffer. I keep roughly two months of salary in my bank account with a big “DO NOT TOUCH” sign on it. (Not literally. What would that even mean?) There are always flush months and hungry months, and it’s good to know that you have the money saved to get you through the lean times.
Have a backup plan. No, don’t literally plan on bailing (not yet). This is strictly psychological: I’ve noticed that people tend to calm down and think through their tough times more rationally if they know, deep down, that they have a Plan B. So formulate your backup plan. Then tell yourself, “OK, if this doesn’t work out in three months, I know I can fall back on this!” You’ll be surprised how much easier it is to grow your business when you don’t have that “do-or-die” mentality holding you back.
Be positive, but take the emotion out. Really, all of the above points boil down to these two: Keep a positive attitude and don’t make rash decisions based on your emotions. Indeed, losing business means some extra time to reflect and make your business even better.

And if you lose that prime client, go ahead and panic, just a little. Complain to a friend. Crack open a bottle of wine and, in private, rant about the client. Cry about your future prospects. Wonder out loud if you’ve chosen the right career path.

After you’re done, you will have purged your system. You’ll feel better, and then you can get back to the work of rebuilding your book of business.

You can totally do it. I’ve done it four times and counting.

Brandon Towl is an experienced copywriter and content specialist living in St. Louis, MO. His main job is writing regular content for a number of industries and advising on all matters related to marketing; his passion, however, is providing workshops for writers and freelancers so they can grow their business. More information about these workshops and his company can be found at www.wordshaveimpact.com.

You’re preparing for an interview. You’ve poured over the job description identifying all the ways you’re PERFECT for this job. You’ve researched the company, the hiring manager and others you’ll be interviewing with. All good stuff. But what have you done to prepare for the interview itself?

Many interviewers use a technique known as behavioral interviewing. To learn what that is, contrast these two types of questions:

1. How would you approach an unexpected project that has a tight deadline?
2. Tell me about a time you got an unexpected project with a tight deadline. What did you do?

Both questions ask about your ability to work fast under pressure. The first asks what you would do and the second asks what you did do. Anytime you’re asked to describe what you did in a specific past situation (#2), you’ve gotten a behavioral interview question.

Why are behavioral questions used so much? When given general or hypothetical questions (like #1), most interviewees can figure out what the interviewer is looking for. And voilà – they say what the interviewer wants to hear whether it accurately describes them or not. By focusing on real situations from the past, interviewers know that the abilities we’ve used before will be used again. Behavioral questions are a better way to determine our skills and job fit.

So, what’s the best way to respond to behavioral questions? Use the S.T.A.R. technique!

S.T.A.R.

There are four pieces to a S.T.A.R. response. For each, be succinct and specific.

S – Situation: Briefly describe the background or context. What issue, problem or opportunity did you face?
T – Task: Describe the specific task or activity you took on to address the situation. What was your job in the situation?
A – Action: Describe how you went about completing the task (your action, not the action taken by your team). What steps did you take to get it done?
R – Result: Describe the outcome. What did you accomplish? What were the results, including the impact on the company, your team, your client, etc.?

Example Question: Tell me about a time you got an unexpected project with a tight deadline. What did you do?

Example S.T.A.R. Answer: Two months ago, my team was preparing for a client presentation which was scheduled for the next day. The person who was developing it had an accident and couldn’t finish, so I was asked to pull it together. I hadn’t been involved up to that point so the first thing I did was to familiarize myself with the client. I talked to our team, researched them online, and then dove in. I solicited help to gather the information I needed, developed an outline and ran it by our client lead. He made a few tweaks, but less than I expected, and I stayed very late that night to make sure the information was accurate, clear, and that it looked great. And we won the business! Although I prefer to plan my work, I can work under tight deadlines when needed.

Stories

To use the S.T.A.R. technique effectively, have 3-5 good stories about your past work handy and ready to discuss. Pick ones that demonstrate your best skills and abilities. In the example above, this story shows initiative, collaboration, perseverance, drive, and a focus on quality results. Think beyond your technical skills when you develop your stories. The interviewer is looking for your fit with the culture as much as your ability to do the job. Prepare to describe your stories using the steps in S.T.A.R. Chances are you’ll be asked a couple of questions where one or more of these stories can be used.

Mistakes

Don’t shy away from telling interviewers about mistakes you’ve made in the past. In fact, sometimes they will ask you to describe a situation where things didn’t go well. When this happens be prepared to describe what you learned from the situation and what you would do (or have done) differently as a result of this learning. Honestly describing mistakes can demonstrate accountability, integrity, and your ability to grow.

Non-Work Situations

It’s ok to use stories from things you’ve accomplished outside of your work (e.g. volunteer activities, clubs, athletics, etc.), provided you can ie the skills or lessons learned back to how it would apply in a work situation. This is especially true if your career is just starting out.

Good luck in your interview!

I love deadlines. I really do. As a freelance writer and editor and a lifelong procrastinator, I know that without firm deadlines, I’ll let my tasks drag on and on. I’ve noticed, however, that many creative freelancers like me are ripe for exploitation from demanding clients. We accept tight, unrealistic deadlines from clients who, whether they are aware of it or not, are taking advantage of a writer’s or designer’s fears of losing out on an assignment or the client altogether. But, freelancer, your fears are misplaced. I want to convince you that you’ll win when you refuse to accept unrealistic deadlines.

Crazy-short deadlines are not good for you

Research has demonstrated that overwork and its accompanying stress and exhaustion can interfere with making good judgment calls. “You’re simply more likely to make mistakes when you’re tired, and most of us tire more easily than we think we do,” said the Harvard Business Review’s executive editor Sarah Green Carmichael in “The Research Is Clear: Long Hours Backfire for People and for Companies.” “Keep overworking, and you’ll progressively work more stupidly on tasks that are increasingly meaningless.” Harsh words, but she drives home an important point: Overwork does not work.

Moreover, the health risks associated with overworking are real, and your impaired health does nothing to improve the client’s bottom line. Putting your client’s needs before your own reduces the leisure and relaxation that is key to de-stressing and appreciating your day-to-day life. Weekends/time off are for you, family, friends, outdoor activities and leisure. If you miss out on all that life enrichment, you’ll lose those special and rewarding moments, and even risk your personal life and important relationships.

Don’t make accepting unrealistic deadlines the norm

Sometimes your client may have a last-minute emergency where you want to step up and help out. Fair enough. When you routinely accept such deadlines, however, it isn’t good for you or your client. It’s normal to let our fears dictate our behavior from time to time, but if you get into a consistent pattern of jumping higher and higher at the client’s command, you will inevitably become exhausted and stressed out.

Don’t imagine that your clients will appreciate your going the extra mile or 10, or reward you for your sacrifices. In fact, your modus operandi simply trains your clients to demand faster and faster turnarounds. In the words of Meridian Health Plan CIO Tom Lauzon, quoted in “Don’t Always Aim to Meet Unrealistic Deadlines,” “When you finish a project with an unrealistic deadline, your reward is another project with another unrealistic deadline.” Overly demanding clients don’t empathize or understand what you require to deliver your assignment and will keep pushing you until you set limits.

So, how do you respectfully say no to unrealistic deadlines?

Be professional, clear and brief.
Do not get defensive, justify yourself or make excuses. You have a right to set limits that will improve your functioning as well as the quality of the work you produce, and to deliver to that client.
Stay calm and be positive. The person you’re addressing will appreciate it and mirror your low-key approach.
Be rational, but keep a sense of humor to reduce tension.
Remind clients of your achievements and successes on their behalf as you set limits.

And finally, practice what one of my mentors calls “the old ‘assume’ trick.” It really works: Begin by thanking clients in advance for their understanding of your need for more time to do the best job. When you seem to assume that clients will understand and say yes, it makes it a lot harder for them to say no.

What will happen if you set boundaries for an over-demanding client?

In the vast majority of cases, that client will have greater respect for you, and understand that you are a busy professional and not some dilettante artiste trying to shirk the hard work of creative writing or design. The worst that can happen? You lose the exhausting clients who drain your energy, and then you have the time and inner resources to replace them with better, more responsible people and businesses. We are all entitled to some R-E-S-P-E-C-T, as Aretha Franklin famously put it. Saying no clears space for you to say yes to opportunities that will advance you professionally and reward you appropriately.

Julie is a Creative Circle candidate and experienced freelance writer, editor, and content creator in Santa Monica, California. A mentor and a career adviser, she cares about the community of freelancers who are finding new ways to work successfully in today’s gig economy. If you want to work with Julie, contact Creative Circle Los Angeles.

Have you ever wished you knew more about getting through college than being told, “Congratulations, these are the best years of your life?” As much fun as college can be, it’s also meant to be your first step into a career and life as a professional adult. But that doesn’t mean it has to be difficult — or uncreative.

At Creative Circle, we’re all about attracting, retaining, and placing top talent, and that means starting your journey right. If you’re interested in a future as a creative or you’re just nervous about getting through your college years, we want to help!

These handy guides include insider tips, best practices, insights, and ideas to help you make the most of your college experience. Below, we’ve broken down four jam-packed years into four easy guides, year by year — give them a read and put this inside info to work for you! Pick your year and download our mini-guides for quick tips on getting from freshman to senior year and beyond!

Freshman Year Guide

Sophomore Year Guide

Junior Year Guide

Senior Year Guide

Want to keep learning?

Check out Artrepreneur and Our Notebook by Creative Circle, for articles on the job search, career development, and the creative lifestyle!

Ready to start?

Put your candidate application materials to the test! Check out Creative Circle’s other Career Resource Guides for tips and tricks on developing your resume, portfolio, or interview skills.
Then be sure to create your portfolio at Artrepreneur and register as a candidate with Creative Circle.

Your “Help Wanted” post ran on Monday, and by Thursday afternoon, you were buried keyboard-deep in resumes and CVs. Rather than wading through them all — at the cost of many man-hours, all your sanity, and the potential of missing out on a golden candidate , because you’re at the point where you just. can’t. even. — use our three-point resume test to assess a job seeker’s most important characteristics. Then head over to our Interactive Resume Experience for more tips on reviewing creative resumes.

1. Look at the general presentation of the resume.

Why it matters: Demonstrates the candidate’s overall level of professionalism
How: Let your eyes rest on the resume for a few seconds. Does it invite you to keep reading by providing a clear informational hierarchy, ample white space, bullet points that break up blocks of text, consistency and an understanding of presentation? Or is it a mishmash of colors, fonts, graphic elements, and tiny type that seems to pack more words than punch?

It’s true that there are many ways to format a resume and creative professionals will likely use a little more visual flourish. However, a disastrously designed resume that forgets its first objective — to capture and hold a reviewer’s attention — may be a red flag.

2. Look for a sense of the job seeker’s personal brand.

Why it matters: Good indicator of fit
How: Once you’ve made it past the first hurdle, look deeper at the design, graphic elements, and writing style to get a sense of the candidate’s personal brand. For example, if someone uses a meticulously designed, infographic-style resume with minimalist fonts and active language, this candidate is presenting the brand of an experienced, creative problem-solver who enjoys using both sides of their brain. They’d probably be thrilled to work at a startup, helping to shape all aspects of the brand, and probably wouldn’t flourish as much in a traditional corporate position.

You may also need to look in places other than the candidate’s resume to confirm that the branding is intentional. The candidate’s website, portfolio and business card are other opportunities to showcase their personal brand and can indicate whether they’re a match for your culture and work environment.

3. Look for a combination of keywords and descriptive language

Why it matters: Reveals if they can do the job
How: Scanning for keywords is important, but it’s increasingly common for candidates to stuff their resumes with specific words to pass a filtering program sniff test. Beyond keywords, look for descriptive, natural language that paints a meaningful picture of how the candidate can use their skills to solve problems for a company like yours.

For example:
Candidate A: Skills include UX, UI, After Effects, Google Keywords, written communication
Candidate B: Created all UI elements of a multimedia campaign that resulted in 380,000 impressions and a 4% increase in sales

Sure, Candidate A could probably do the job, but Candidate B gives you a concrete example of results-driven work. You’d be safe to move Candidate B to the top of the “YES!” pile.

Even for those who’ve freelanced for many years and appear successful, the lifestyle can be a constant juggling act. In between the meetings and the work, there’s invoicing, coordinating with vendors … and probably some degree of hustling to keep your clients happy and to find new ones.

If you’re one of the rare freelancers who has a stable full of well-paying, reliable clients who give you recurring and regularly scheduled projects, good for you. But for those who haven’t mastered the business side of freelancing, it can often feel fraught and unpredictable — sometimes to the point of having no idea how much money will come in from one month to the next. That can make it hard to focus on the work and also plan a life and career in the long term.

One way to achieve some financial stability is by having the right mix of clients, in terms of number, industry, and amount of work you do for them. If you’re experiencing dramatic peaks and valleys in your billings, how can you determine what kind of clients to go after?

Diversify your clients and revenue

Ideally, you shouldn’t depend on any one client for more than 50% of your income. Many freelancers have a “whale” client, or that one major company that gives them most of their business. The prospect of making all your money off a single client is appealing. Invoicing is easier, and you don’t have to run all over town to complete your assignments. Whale clients can help make your business easier to manage, and they also provide peace of mind.

While they’re efficient, a whale client can be trouble. In the short term, whales can leave you cash-strapped if you have to wait 60, or even 90, days to get paid for your work, which is typical with many big companies. And what if you’re relying on a single client for the bulk of your income and something happens … like your contact gets promoted and their replacement decides to bring in new vendors, or the business either cuts spending or starts bringing more work in-house? In short, relying on a whale is neither stable nor sustainable. If this sounds like you, it’s time to put your marketing hat on and get out there and sell yourself.

Look to develop relationships, as opposed to doing lots of “one-offs,” since return customers and recurring business leads will keep you more stable. Of course, short-term projects can eventually lead to regular gigs, but managing tons of projects from a dozen companies just isn’t an efficient use of your time.

Be willing and able to grow beyond your niche

Having experience in a highly specific or technical industry that requires specialized knowledge, such as medical/pharmaceutical, technology, financial or gaming, can work in your favor. There’s a smaller pool of competitors, you’ll be able to charge a higher rate than if you were working for more general clients, and often, clients will go out of their way to find you.

The downside to specializing is that shifts in your given industry or specialty can jeopardize your income. This is an extreme example, but look at how newspaper reporters have had to scramble as digital publishing has become a different medium.

At the other end of the spectrum is more general work. These gigs still require a high degree of skill and knowledge, but writing a B2B white paper or designing a catalog doesn’t necessitate niche skills or education. If you take a look at your favorite job board, be it Indeed, Glassdoor, Mediabistro, or even Craigslist, you’ll find dozens and dozens of such jobs. That means more potential clients, but the tradeoff is that there’s a lot of competition because there are so many people who can do them, so businesses can pay less.

The upside to being a generalist is that, if you’re willing to dig for jobs, you have a bigger pool of potential candidates, and you may be able to upsell yourself or get additional work from a client. For example, if you have a gig designing a new menu for a restaurant, you can always suggest designing some signage or even a new logo. This is opposed to, say, doing UX design for a tech company, where you wouldn’t necessarily design their manuals or marketing materials. And if you’re just starting out, taking on a variety of clients can help you focus on what you really enjoy.

Give yourself some next steps

No matter which boat you’re in, you will have to put yourself out there and diversify, especially if you want to achieve the type of stability that enables you to pursue your dream clients and not have to take every assignment that crosses your desk. Besides studying the marketplace for jobs seeking talent like yours, you may have to do some (a lot of) networking, and possibly acquire a few new skills. But that’s a small price to pay for the financial stability to maintain a career and life you love.

Lisa is a Creative Circle candidate and seasoned advertising copywriter who lives in Los Angeles. Her background includes both in-house and agency work on Fortune 500 and global accounts in the consumer and healthcare/pharmaceutical fields. She excels at words, fashion, and cats. If you want to work with Lisa, contact Creative Circle Los Angeles.

If you’re the type of person who craves variety and enjoys a dynamic atmosphere, being a freelancer seems like the perfect arrangement. Maybe you’ll be on an assignment at an advertising agency for a week or two, then immediately go to a gig in a corporate or in-house situation. It’s not for everyone, but that’s what you love about being a full-time freelancer: You’re never in the same situation twice. However, you’re always the “new kid,” and this can be a source of frustration. How do you figure out how to fit in to the company culture fast enough to create an environment conducive to doing your best work?

What we mean when we talk about company culture

Company culture is more than a set of rules in a handbook: It’s an outlook or a philosophy about the work, the employees, the lifestyle, and even the physical environment that usually trickles down from the top. In short, a company’s culture might be thought of as its personality.

For example, a company might be seen as relaxed and friendly if executives have open-door policies, they emphasize work/life balance, and employees of all levels are shown appreciation for their unique contributions and talents.

On the other hand, some companies have an unspoken rule that you have to be there before the boss gets in and you shouldn’t leave until after they are gone. You absolutely have to stick to the established way of doing things, and employees may even be required to keep their workspaces in a certain order.

And company culture isn’t always what you expect it to be. I worked in a ginormous, Fortune 50 company that was the very definition of corporate, but their in-house advertising department emphasized collaboration, flexible schedules, and jeans and flip-flops whenever. Conversely, plenty of advertising and design firms may have the foosball table and beer keg, but they’re still exceptionally rigid with policies and conduct. A company’s culture can significantly impact the overall satisfaction, efficiency, and effectiveness of its employees, so you’ve got to figure out the lay of the land pretty quickly.

First things first: Learn what you need to do your job effectively

As a freelancer, you’re expected to hit the ground running and work seamlessly with the team. Unfortunately, the regular employees are often in such a hurry that they aren’t always able to give you a proper download. As soon as your assignment starts (if not before), learn what you need to be efficient and effective in your job:

The names and roles of others you’ll be in contact with
If you should attend meetings/calls and in what capacity
If you’re a creative, if you’ll be responsible for presenting your own work and if you’ll receive feedback directly
The company’s workflow and process (e.g., how work is routed, who sees it and when?)

Being able to work quickly and independently is the first step to earning your co-workers’ trust, which can, in turn, break the ice and help you see more of what the company is all about.

Take some time to evaluate the lay of the land

Getting to know a company’s culture requires knowing when to be quiet and watch, and when to speak up and ask questions. If you’re unsure of how to act, err on the side of being overly formal (and that includes attire), at least at first. Hang back and try to fit in without seeming like you’re making too much effort to be one of the gang.

Just remember that the rules aren’t always the same for a freelancer. Even if the rest of the employees don’t start trickling in until 10 a.m. or take 90-minute lunches, don’t assume that you can, too. (Unless you literally can’t do any work without them, in which case, you should explain the situation to your on-site contact so you’re not burning hours.) Sometimes it can really suck because you may not get to take advantage of the perks that a normal employee would receive, such as free food, company outings, summer Fridays, access to the beer fridge, and all those other juicy extras. But it’s always better to ask than assume, unless you want the regular employees to shoot you eye-daggers for daring to think you can partake of their free Friday bagels and shmear.

When in doubt, your on-site contact or supervisor is your best resource for how to navigate the workplace.

Stay positive

Don’t allow yourself to get roped into drama, gossip, or petty squabbles. Keep your interactions with others positive.

One thing that I’ve experienced repeatedly as a freelancer is that the company’s most wretched and bitter employees will immediately seek you out. After all, the regular employees just don’t want to hear them complain anymore, and so these sad or angry people see the freelancer as a new pair of ears for their tirades (which are generally presented in the guise of, “Hey, I’m not sure if you knew this about the company, but …”). Don’t engage. Be courteous, but your easy out is that your time is the company’s money; you’d love to stay and chat, but you’ve got work you need to do.

Love the company culture or hate it, you won’t have long to deal with it.

Sadly, many times freelancers and hired guns are treated indifferently. You may not be able to change that, but if you want to get invited back, you should be seen as someone who blends in and is easy to work with. This is doubly important if you’re working with a recruiter, since you are a reflection on them, and they have the power to get you jobs.

But then, that’s what’s great about being a freelancer: If you decide a company or the company culture isn’t for you, you probably won’t have to be there long, anyway. It’s always nice to know that you can return if you want, but you can also quickly move onto the next gig and never look back.