We all know the saying “Time is money.” Throughout my career as an educator, my services have expanded from sharing knowledge at the front of the studio to include choreographer, coach, administrator, and more. In the past, I charged different rates for these activities based on factors that felt somewhat random. Though, as I have become more established and gained confidence in my overall value, I have taken a more radical approach by charging the same rate for most services I offer.
Performing a range of work activities beyond studio teaching is not exclusive to me. In fact, for most, it is practically a requirement of the job. When I first began teaching, I would spend my time preparing material for classes, commuting, and teaching for several hours. I only had one rate because I only performed one type of service.
Early on, I began receiving requests beyond teaching classical ballet technique. First, I was asked to develop a syllabus to teach contemporary classes. Soon thereafter, I began choreographing and coaching for competitions. Beyond these new in-studio aspects of my job, I was also requested to teach informational, career-oriented workshops and perform a range of administrative tasks.
Each time a new opportunity arrived, inevitably, the topic of pay had to be discussed. Based on my assumption of certain factors, I would develop a somewhat contrived formula for how much I should be paid. Sometimes, I felt I hit the nail on the head. But, more often, I was reducing my fee because I felt certain services held greater value than others.
I charged more for contemporary classes with the reasoning that there was a scarcity of teachers in this style, even though I felt more qualified teaching ballet. For administrative items, I significantly reduced my fee because I didn’t have to be on site to complete this work. And for choreography, I charged what I needed to cover remaining monthly expenses since I felt most passionate about dancemaking. I concluded these decisions were clear and reasonable.
Over time, not treating each service equally became problematic. Not only was it difficult keeping track of my rates, I also valued my time differently. I divvied out my availability to the highest bidder and often chose work that left my cup less full. And, even worse, I overlooked how services I had committed to that paid me less were bleeding me dry of downtime. This forced me to work more and fanned the flames of burnout.
Reaching a point where I needed to make a change, I decided to experiment with putting a valuation on my time versus the specific work I was performing. I made the strategic decision to charge one hourly rate for practically all of my services.
There were several benefits that came along with making this decision. Maintaining one general rate cleared up a lot of confusion, especially when performing multiple services for one client. Additionally, it saved me time in both accounting and communications. Whether I taught technique classes, coached variations, prepared materials for workshops, responded to emails, or sought music for choreography, it allowed me to understand how the value of my time is consistent, not negotiable.
While I enjoy many facets of my job, I am on a constant journey to recognize my human need for downtime. Working all the time, whether out of emotional or financial obligation, is an unhealthy habit I continue to resist. Making practical financial decisions in my business as an educator relieves stressors that often lead me to overwork. And I now recognize the better I take care of myself, the better I show up for my clients.
