This is not your father’s economy.

I’ll turn fifty years old soon. I’ve been thinking about that for the best part of the last year and I had a strange epiphany about it the other day. Every job I’ve held for my entire career took place in industries and jobs that didn’t exist when I was in high school. My father and his father before him, as far back as I can reliably trace, were farmers. Things didn’t change much for them, over time. And there are those in different branches of the family who worked at the same trade or for the same company for their entire lives. But for me and those who come after me, it’s a very different world.

My first job out of grad school was at Bell Labs writing documentation and training for an online medical information system (too far ahead of its time, I’m afraid). I’ve spent my entire career working with software and hardware companies, and online ventures. I’ve held jobs at seven different companies, launched a company of my own somewhere in between, and now make my living as a freelancer.

And I trained as a playwright.

And here’s the second part of the epiphany: every job I’ve held has been rooted in the skills I developed as a writer and in my academic training.

I’m beginning to think that very few people from now on will have permanent, secure jobs and work for the same companies for longer than a few years at a time. For some, that’s a very frightening thought. For me, it’s fascinating, and hopeful.

The traditional image of the freelancer is of a lone wolf. A specialist to call in for a very specific task. Someone who can’t be contained in an ordinary job. My own idealized form is that of Winston Wolf in the movie Pulp Fiction. I rarely have to dispose of bodies any more, but the image of someone who can be brought in to fix the most horrible problems, and do it all without messing up one’s tux, is attractive, isn’t it?

I have the benefit of having hired freelancers all during my corporate career, used them on projects, seen what works and doesn’t work. I always saw freelancers as part of my virtual team, as individuals I could bring in at the spur of the moment, top talent, with fresh ideas. These were people I couldn’t hire. They weren’t interested in a full-time job and even if they were, they’d be too expensive. And there might not be enough to keep them interested or engaged over years of employment. But for a project that lasts only days or weeks, I could have the best on my team. I found that a very successful approach.

That’s what I love about being a freelancer myself. I get to work on very interesting projects and I don’t have to deal with all of the annoying, time wasting, energy sapping drudgery of office life. I’ve hired, managed, and fired a lot of people over the years. I’m happy not to be in that position any more.

I learned something years ago, when I was the one hiring freelancers: I could quickly overwhelm a single freelancer with too much work. And I became quickly clear that a single freelancer probably wouldn’t have all of the skills I needed for complex projects. I began thinking of myself as a construction general contractor, with freelancers as subcontractors. Instead of a plumber, I might need a programmer today. Instead of hanging dry wall, I’d need someone to layout a brochure.

And I’ve found that approach to be crucial in my success as a freelancer on my own.

A lot of us spend a lot of time promoting our services, our successes, and ourselves. We network extensively to find that next job, that new client. But very few of us spend time networking with other freelancers. And that’s one of the most productive things you can do.

There are two reasons you need to network and connect extensively with other freelancers:

1. They might know about potential jobs for you.
2. You might need their skills to get a job with a client you’re working with.

Here’s my example: I do two things in my own business. I write and I provide marketing consulting services. What do I mean by consulting services? Typically it isn’t just giving advice about how to improve one’s marketing performance, it’s solving a problem, handling a project, like rebuilding a web site or launching an online store, developing a new set of marketing materials, conducting a specific campaign. And the big secret: most of what I do for those jobs is still writing, but I’m throwing in project management. To do that work, I need a team of freelancers to do the programming, design, and execution, so I can get the writing work. Sure, while I make sure there’s margin in there to pay for my time as a project manager, that’s not where I make my money. I make my money from the writing component. But if I advertise myself as a freelance “project manager” – that’s confusing to clients. They don’t think they have projects they need have managed. They have a problem; I help them solve it.

And those freelancers that I work with often bring me in to write for them when they have a job that calls for it. And I also develop relationships with other freelancers that some might consider direct competitors to me. I never want to pass up a job with a client because it might be too big or I might be too busy. When you pass up a job with a client it may be a long time before they call you again. You need capacity beyond your own limited time. And you need specializations beyond your own.

You, as a freelancer, are a business. I challenge you to stop thinking about yourself as just a single person when you approach a new client. You have a clear skill to offer to your clients, but does what your clients want always come in self-contained projects that neatly fit into your skill set? If you can’t solve their entire problem, you might not get the work. You’re leaving money on the table.

I really believe that the future of work is virtual teams. Small, highly skilled micro-businesses that form and break apart from project to project. It’s really very exciting. Think of it this way: you can have the best people on your team for every job you take on, not matter what the task. And with the right technology and good project management, those people can be anywhere. You’re not limited by geography and who lives near you.

So here’s your challenge: you need two separate value statements, one for clients, and the other for fellow freelancers. For clients, what primary skills do you offer and what evidence can you provide that demonstrates that you’re worth the expense? For other freelancers, show them the types of clients you work with and how you might be able to bring them in on jobs, as well as help them win business when they bring you in on the project. If you’re not sure about someone’s experience or qualifications, invite them to work on a pro-bono demonstration project. All of us have our private little projects bouncing around. Why not give someone new a chance to help you move it forward? And be ready to reciprocate as well.

It’s worth mentioning this: remember that other freelancers don’t have to work with you. Some people may be very good at their primary jobs, but they are completely unpleasant to work with. They’re rude, unreliable, don’t meet deadlines, and don’t pay on time. Don’t be one of these people. I’ve built a reputation over years as someone who’s very easy to work with, someone completely reliable, and all of that is on top of my expertise and competence as a writer. I think it’s as important as my talent and skills. In fact, I have people tell me, “you’re expensive, but you always come through. It’s worth the extra cost.” Your ability to work as a team member will open up more opportunities for you.

So, when you go to that next networking event and find out that everyone else there is just like you, freelancers who are all looking for work, don’t leave in a huff. Take advantage of the opportunity and find out what kinds of skills are out there that might help you win more business. And be clear about how you can help them win more business, too.

Some find the future frightening, worrisome. I don’t. I think that for those of us who are creative and focused and organize our lives around freedom and self-determination will do just fine. And I don’t worry too much about my daughters and the education they pursue. One is a jazz bassist, the other a painter. I figure if their old man can have a long career in high tech with a Masters of Fine Arts in theatre, they can pretty much do anything as long as they’re well educated, bold, and energetic in pursuing their goals.

So, now you know an experienced business writer. What is it that you do? What can we do together?

Randy Murray is a writer and marketing consultant and lives just outside of Columbus, Ohio. He publishes on business marketing, writing, technology and other issues five days a week at First Today, Then Tomorrow and you can follow him on Twitter.