Sounds all too familiar actually. If you don't think that scenario could possibly get any worse, try working as a technical writer in a marketing department. Unfortunately the guy who made the decision to move me from development to marketing died in a plane crash before I could ask him a)what in the hell he was thinking, and b)who I pissed off that I need to be punished this way.

Hi Dvora,

I feel that there is a visibility problem about the role that you have been performing in the company. From the quote, I gather that you have indept product knowledge and they are reluctant to scratch through your content. You will need to inform them that their inputs are valuable and would help you refine the content well.

Now a way to deal your problem with receiving inputs/review comments is to set expectations. So what do I mean by setting expectations?

Whenever I need to start work on any document, I gather requirements and inform the team\stakeholders that only after sign-off at each stage, I would be able to deliver the next section and in your case you will have to work on a break-down structure.

Emphasis the need and advantage for one over a mail or call and share a plan.

If you require SME time and it is not available which is the case always, then escalate by sending a reminder mail.

I generally sit on documents unless things move from the other side. I have done so and it has actually worked and still is working.

You should make them realize that you are helping and doing a favour and not them so let them come to you. Key to do is to communicate through emails.

I generally have a process where I gather requirements and prepare a framework. I then share timelines and assumptions based on which I will deliver. That will include also a slack time beyond which I do not entertain work as I have my next project lined up.

Whenever you refuse to take up work or queue it, people are willing to wait and cooperate-Same psychology as ones used in restaurant. When people know they will get a table in the next 20 minutes, they make up their mind and also tip to lessen the waiting period. Here our tips would be cooperation and inputs from the SME's.

Hope these things work for you!
Gud luck

Sri

I must admit, this is somewhat discouraging. I am currently a SME employed by a large wireless communications provider and I am looking to transition into the Information Management team as a technical writer.

Dvora,

I can sympathize with your situation. Fortunately, I've received rave reviews for my online guide content, and my supervisor does his best to support the content while offering truly helpful suggestions and edits. It's worlds away from your pain.

Your boss should be the arbiter or filter for your work. How well does he/she communicate with others who give you work?

How does that work? It sounds like you're an at-large contract writer with little or no supervision in the company. Is there a main contact that all your work, both in to you and out from you, must pass through?

I would first make clear all of your requirements to this supervisor and try to make sure that any who give you assignments understand your job, have a clearly defined path for approvals after you write it, etc. It sounds like the entire process is too loose or undefined, or that those who have defined it don't know what to do to streamline it and avoid the kinds of problems you've outlined.

If you don't have such a contact/supervisor, try to get the company to assign one. Talk about his/her role with the person who assigns him, and with him. Try to agree in advance on a project review process that makes sense for you and the company.

You could also try these ideas:

When you are given a writing assignment, ask the person giving it to you if they want this done to a professional standard of high quality.

They will say something like, "Of course--that's what you're here for, right?"

Ask them what that standard is for them. If they know what it is, ask them to define a process that will ensure the project keeps to those standards, and try to find out where it might go astray. Then address those holes in the process.

If they don't know, you may need to define a standard, educating and working with them to get their buy-in.

You then say that even though finishing it is your job, there are still requirements--some of which you have no control over, and would like to note--for doing the job well.

I would phrase this in terms of "in order to achieve the best quality for the company and the project." A smart person will work with you and learn what your requirements and standards are. That's because they want to look good by hiring a professional who does great work, even if they didn't know what high quality work in that area was before.

Example: "In order to create professsional, usable documents, I need them to be edited by a qualified editor or other trained communication professional, spell-checked by a proofreader, etc."

Let them know that the quality of the job can be undone or mucked up by well-meaning but incorrect or unprofessional changes and edits. (Of course, you'll have to be more polite than the way I've phrased it here.)

To formalize the process and really cover your back, create a Project Release & Information form that you give to each person who assigns you a writing or editing task. Include a blank line to fill in the project or article title.

In it, outline your goals to produce a high-quality professional, well-researched and highly usable/readable document.

Outline your requirements and needs to this end, including any that apply:

- liberal access to subject matter experts on the topic related to the assignment
- professional editing services
- professional proofreading services
- well-defined approval, review and document tracking process, with the assigned project circling back to you for "final error-checking" (so that you can undo unprofessional changes)
- one person (list your recommendation, one you trust) designated as the final editor with rights to change, approve, edit, etc.

Note that, if any of the above requirements are missing, any of the following could result, and that you are not responsible for these:

- unprofessional document (in grammar, usage, research, formatting, appearance, readability, etc.)
- incomplete project
- inability to complete the project assigned and/or fulfill the terms of the original contract due to lack of access to pertinent personnel and/or other essential resources
- project cost overruns due to the aforementioned conditions
- professional embarassment for the company
- professional embarassment for staff
- poor research and/or content mistakes leading to customer complaints and criticism
- in rare cases (if product poses hazards to users) injury or death
- consequent lawsuits

Those last points ought to get their attention. They may, at the very least, respect you more for thinking out potential consequences for the company. They will also become aware that they may be personally responsible for problems that could cost them their reputations and/or jobs--especially if you do the following:

Finally, have them sign and date the document. Keep the original and give anyone pertinent to the project a copy. (And tell the signatories in advance who else is getting a copy. A list of signatories at the bottom of the document will do the job.)

When people put their signature on a document, it makes them much more responsible for its content--both legally and emotionally. Nobody wants to publish a piece of junk that they signed off on. You may have more requests to look over and approve the document, but that's their concern--and that's the point, to make them concerned.

Your concern is covering your back and making as sure as you can that the quality work you've produced remains high quality. And that you have legitimate reasons, not of your making, which the signatories were aware of, for failing to fulfill the original contract.

Of course, you must notify those involved as soon as something happens that blocks your ability to do the project well. And, if they can't help with the problem, you should have them sign a written statement (copies to all involved) that they understand and agree that these events and reasons have slowed or damaged or raised costs on the project. If possible, notate the estimated cost increases, and details of the reasons.

The keys look to me like:
- define a review process that works for you and the company
- cover your back in case the process fails and you get blamed for someone else's mistakes
- make sure all of those involved know of and sign off on the potential consequences of the failure of the review process and failure to get you the resources you need

You might check with legal experts on doing this in a way that protects you. There may be standard contractor's forms you can use for this kind of protection.

Some of the tech writers on the list may have experience in this area, so I'd post the query to the list to get more replies.

If all this fails, you just have to write it and let it go. Of course, keep copies of the originals, before they were mucked up, to show potential employers.

I hope this helps. Good luck!

Tim Mantyla

Communication - Creativity - Innovation
http://timmantyla.wordpress.com/