Money Velocity > Amount of Money

Your bank account is a very limited view of your financial health.

A common opener to a thrilling story is to put you in the middle of it without any context. The heroine is hanging off the edge of a building. A body is motionless in an empty room. The meet cute is taking place. If the creator left us with this view, we would be sorely disappointed. It is a scene that may evoke some feeling, but it tells us little about ourselves, the world or the bigger why. A good story is a clear journey that has gotten to this place and enabled us to make the future we desire.

Looking at your bank balances for financial clarity is very similar to cutting the film off with just a single scene. Your financial numbers can tell a story that gives you clarity to create the future you desire.

Along with cash on hand, a healthy business knows how the cash (or lack of it) came about and, equally important to the future, knows the cash situation to come. A few simple metrics can give a detailed picture that enables smarter action.

CASH: What’s present?

If the most important thing in the world to you were taken for ransom, do you know what you could offer (money only) immediately to get it back? You don’t have time to ask, and you don’t have time to sell; you have to rely on the financial resources you have.

Knowing cash (money that you have ready access to) is important for making decisions in the moment. It doesn’t necessarily tell you the details of how you got it, nor does it tell you what is coming your way in the future.

ACCOUNTS PAYABLE: What’s past?

Frequently, transactions happen in the moment at checkout. In business, there is oftentimes float with the terms of payment. We commit to hire someone for a service, and we pay them for it in installments. We sign a contract to fabricate a complex object for our work, and we pay them when certain stages of development have occurred. The payments we commit to make in the future are known as accounts payable. Knowing how much we owe to others gives us a greater idea of how much of the cash we see in the bank is actually ours.

ACCOUNTS RECEIVABLE: What’s future?

Similar to what we must pay to other people, there is a good chance we are signing deals that have terms for payment. We may not like the delay, but it oftentimes helps deals get done and gives other parties greater confidence in the process. The amount of funds to be paid to us in the future are our accounts receivable. They can tell us more about our financial trajectory than cash on hand.

NET MONEY: What action’s next?

Awareness of cash, payables and receivables can tell us a lot about what is to come and what we need to do in order to get there. Do we have the funds to pay our landlord next week? Will we be able to purchase the materials for the project next month? Can I spend more time in the studio on a creative self-project? Knowing when money will move into and out of our accounts makes deciding what to do today easier and with less (or more) stress.

If you desire to get beyond the opening scene of your finances, it will take more than just looking at your bank accounts. A few simple metrics can give you more of a story to engage and act upon.

If numbers are not your thing, don’t worry; that is why the agency and many other businesses exist. We offer support for free through our free virtual professional development sessions, and, of course, we always welcome you to our table for a coffee to chat about what it will take to sustain your creative practice.

Banner Art Credits: Wooden Cash Register (c. 1942), by Wilbur M. Rice, gives us a fitting image: the humble, handmade tool for organizing a complex flow. It is less a symbol of wealth than an instrument of awareness. Financial health begins not with excess or fantasy, but with seeing what is in hand, on the way, spoken for, and what happens next. (Index of American Design; National Gallery of Art Open Access/public domain.)

Freedom Through Rituals

If you are your own boss, do you need to do an employee check in with yourself? YES!

Lots of people start their own business because they want to be their own boss. What is often forgotten in that statement is that they are still an employee, they just happen to have a very strong connection (hopefully a loving one) to their boss.

Knowing where you are is power.

“Where are you?” Is probably the most caring question anyone can ask another human being. It is also what a boss wants to know about their employee. Knowing the context of someone else allows us to support them in the best way possible. 

“You are shoveling the driveway. I will have some tea hot for you (and if you’re old like me, with a few Advil on the side).” 

“You are installing your show. Do you need help picking up the materials for the opening?”

In business knowing your metrics is how you know where you are at. The metrics can tell us a lot about what is or is not happening in the studio. They can guide us to do more of what is effective, to adjust what is not working, or to abandon what might be a waste of resources. Knowing where you are at in business allows for effective management. You will know where to put your time, your energy and your money.

Relationships first, then revenue.

The known and easy metrics in business are financial. How much revenue/income did you make? What is the value of outstanding invoices due to the studio? These are great metrics to know but they are LAGGING. Getting paid is often the last step in business. If something is wrong with the money numbers it usually means there is an issue happening prior to a client sending dollars to your bank account. 

Before money is handed from one person to another, a relationship must exist. Similarly if collaborations and opportunities are part of your plan, they likely involve other people. Building relationships can be tracked. Have you connected with patrons this week? Did you complete a grant application? How many events were you at this week to meet fabricators? Your connections and the work you are doing to make those connections are a significant indicator of the wealth that will come your way in the future.

Time is a measure of progress.

Business takes time. Meetings occupy hours and flow in the studio is the intimate presence of time or not. Knowing where your time is going will give you a strong indication of progress toward a desired outcome. Are you doing work that can be billed to a client? Did you spend time in the studio, the reason you are in your business? Seeing where your time is going will indicate where you are going!

Good managers want to know where money, energy and time are being utilized. They help understand how the studio is functioning and where the studio will go in the future.

As a bonus, being your own boss also allows you to check in personally on the employee. If someone is having circumstances that occupy time, energy and even money, there is a good chance it has an impact on the work. A good boss is aware of where an employee is at in life.. They can offer grace or they can encourage to pursue work to the fullest potential. 

Good management is knowing where you are at! Do you know where you are at?

 

If you need support figuring out where you business is at, we offer resources to help you do that. We have free virtual professional development sessions to work on your business and offer free tools to help manage the studio. And of course our calendar is open for a coffee to talk through the joy and tribulation of being your own boss.

Banner Art Credits: German Joust of Peace (c. 1512–1515), German 16th Century, stages a ceremonial clash where pageantry and restraint share the same saddle. The scene feels both playful and disciplined. The tournament reads less like spectacle and more like a reminder: some tensions are rehearsed on purpose, allowing the real work to stay focused. (Rosenwald Collection; National Gallery of Art Open Access/public domain.)

A Mile, a Goal, a Lesson

I decided to run a mile.

I was exploring a TBD health situation, a friend was navigating a child’s learning plan, another was experiencing serious relationship turbulence, and yet another was working on the next level of career success. We felt our middle age collectively. In a conversation, I reminisced about my 18-year-old self, varsity running days, and said, “I would love to catch that guy.” The old man miler (OMM) was born.

My group of friends decided it would be fun to see how fast we could run a mile. The plan was to test our time in September, train for eight weeks, and retest in September.

I am an active adult. I have pursued fitness consistently with a vigor: racing bikes in my 20s and addicted to CrossFit in my 30s and 40s. The mile, however, is a different beast. It is beautifully simple and wildly challenging. You are just running, for ideally less than 10 minutes, and it is definitely not a sprint. Running a mile as fast as you can makes for a very good goal.

In the midst of the OMM, I was asked what other fitness goals I have. It took me a minute to realize that I have never really had a goal outside of consistency and occasionally completing ultra-endurance mountain bike races. I responded, “I want to work out hard enough so that I can eat what I want to eat and not look like I eat what I want to eat.” At that moment, I understood why I likely was having health issues and potentially facing an endless plateau in my pursuit of excellence.

So what makes OMM a good goal, and working out to eat whatever not a good goal?

Something to celebrate.

The old man miler had a clear destination. I knew that in mid-November I could enjoy accomplishment and/or some valuable learning. My experience gave me both. I improved my time, and along the way I got valuable insight on my fitness. I want more endorphins in my life, which CrossFit doesn’t deliver, and, as noted, the value of a good goal.

Something to measure.

There is not an easy way to assess if my working out is living up to my standard of physique. It is hard to know daily where I stand and if other factors might be impacting my pursuit. The OMM was easy to measure. I could run a mile or any distance each day to determine my present speed. I could assess other factors like heart rate and general well-being as well. I knew where I was along the way.

Something to do now.

The old man miler just required some shoes and getting out of the office chair. I had the knowledge and the ability to act. The abstract target of undefined appearance is hard to know if I have the resources and the skills to make it happen. I am a nutritional Luddite by choice. I do not know how to act in the kitchen when it comes to my fitness ambitions.

Something I care about.

I feel my age, and running fast makes me feel younger. The old man miler was relevant to me, and the motivation came naturally to lace on my shoes and head out the door. Not to mention I am slightly competitive, so not embarrassing myself on the track was present when the pounding started to add up.

Something to plan.

The timeline of eight weeks gave me structure. I knew fitness takes time, and I wanted to be efficient in my work. The clear goal, the two-month framing, and awareness of where I was at present made engaging Coach ChatGPT easy. In seconds, she was able to craft a week-by-week schedule of activity. I could continue my gym routine and weave in running-focused sessions.

The OMM was a huge success for me. I shaved five seconds off my time in eight weeks (no, I did not catch my younger self, but if adjusted for age, my 6:47 looks respectable). I learned more about myself, I want more endurance in my life, and I gained further perspective on the value of goals. The purpose, the journey and the celebration all enriched my life.

If you want to talk running tips, the joy and agony of CrossFit, or you want to work on some goals together, let’s do it.

Banner Art Credits: Man Running from Elephants (1901), by Peter Newell, captures a crazed man mid-sprint, chased by a surreal stampede. Watercolor and gouache, the image fuses whimsy with urgency. Comic in form, but unmistakably tense. It evokes the experience of ambition under pressure: when change is coming fast it feels real and invented at the same time: flee it, face it, or find your stride.

What Good Management Looks Like: Our Dashboard

If you’re reading this, you’ve already done something most artists don’t: you chose to work on your practice—not just in it. That single decision protects your creative energy more than any productivity hack.

I’ve spent 10+ helping artists and studios turn vision into rhythm (some more successfully than others). The tool I now return to—weekly and relentlessly—is this simple management dashboard

Not a trophy. Not a vision board. A basic table where my goals, numbers, tools and tasks sit together and tell me what I can do today.

What this is (and isn’t)

It’s a management tool, not magic. It won’t make art for you or send emails for you. It will make your next step obvious and your progress visible. Overwhelm isn’t solved by willpower, it’s solved by calculated order. The dashboard is how we organize and help the artists we work with grow—sustainably and predictably.

We break everything into five pillars:

  • Strategy: why your practice exists and where it’s going
  • Operations:  making, fabrication, and delivery
  • Comms & Marketing: who needs to hear from you, when and where
  • Sales: relationships that lead to exchange of value
  • Finance & Admin: the structure and its maintenance

Use these five as the architecture of your studio. (And maybe your cloud/drive folders. Naming conventions are boring and clear. Chaos hates boring and clear.)

A 5-minute quick start

  1. Download the dashboard
  2. Make a copy of the Google Sheet (File → Make a copy).
  3. On Title Sheet, set your studio name, year, and team (this auto-fills everywhere).
  4. Paste your key links into Tools / Quick Access (Drive, portfolio, invoicing, email list, CRM).
  5. Add 1–3 yearly goals you actually want under each pillar. Pick one weekly metric you’ll check every Monday or Friday.

And that’s it for today. Consistency is a small deposit everyday that builds compounding interest in clarity and vision.

A spreadsheet dashboard used for artistic management.

What “good management” looks like

Goals are specific, owned, and visible

  • Annual goals live in Yearly Goals with clear owners and SMART framing.
  • Each one is broken into Quarterly Goals—five or fewer per pillar keeps you honest.
  • Status is updated: To be created / Being refined / Ready to use. If everyone owns it, no one owns it.

Why it matters: vague goals are where creative energy goes to die. Specifics invite help and momentum.

Measure the right things weekly

  • In Weekly Metrics, track a short list of leading indicators tied to your quarterly goals: studio visits hosted, proposals sent, collector conversations, applications filed.
  • Money is included but not worshiped—pick some easy things to track like cash on hand, receivables (money on the street) and payables (bills or expenses).
  • Watch your capacity so you don’t sell past what you can deliver, or have a hard number to set operational goals.

A good ritual: a 15–30 minute Friday check-in—update metrics, note one win, pick next week’s priorities and set tasks.

Tools are centralized and named purposefully

  • Tools is one landing pad for the platforms and files you touch every week.
  • Use a simple naming convention (pillar, name, version/date).
  • Park future tools and archive past tools so today’s view stays clean.

The outcome: fewer “where is that link?” scavenger hunts; easier handoffs to future you (or a teammate).

Five pillars keep balance

  • Strategy steers decisions; shiny objects get vetoed if they don’t fit.
  • Operations respects your actual capacity (burnout early-warning).
  • Comms & Marketing prioritizes channels you’ll actually use.
  • Sales starts with people who already know your work—no performative cold outreach.
  • Finance & Admin keeps the basics tidy so decisions are calmer.

A hard truth: creative businesses fail when one just pillar quietly collapses. Seeing all five prevents that.

Signs the dashboard is working

  • You can answer “What matters this week?” in one sentence.
  • Studio time is better protected because priorities are negotiated before the week starts.
  • Follow-ups happen, and relationships strengthen because they stay in front of you.
  • Money surprises fade; decisions feel calmer.
  • Opening the dashboard feels grounding—you see the path behind and the next step.

Keep going

Developing tools is rarely as fun as developing a new technique in the studio. But the right tool buys you time to make the work only you can make. 

If the dashboard feels heavy at first, that’s normal. Keep showing up for those ten minutes every day. Let momentum do the rest.

No one builds a legacy alone. If you want a community or thought-partner while you tune it for your own studio, join Coworking with Creatives or book that first coffee. We’re in your corner.

 

Banner Art Credits: Bowling Green (1910) by Charles Frederick William Mielatz captures a moment of urban rhythm—buildings soldiered up, vendors driving carts with purpose. It’s a scene not of stillness, but of structure—where chaos is contained by empty space. The image captures something good management offers: not control over everything, but order enough to find a clearing and move with intention.

“All I Have To Do Today Is… Climb This Mountain”

All I have to do is…

TOO MUCH for today.

I was enjoying a conversation with a writer. They had aspirations for another deal and had found an agent to connect a recent work to a publisher. The agent didn’t have great news. They had been shopping the manuscript to larger houses and were coming up against a common refrain:

“We are only really looking for influencers these days,” and “What do they have for followers?”

From the soapbox of my office sofa, the writer lamented how great art doesn’t matter these days—any hack with a social media presence can get a deal while a great writer sits on the sidelines with a thoughtful and well-crafted manuscript.

Nodding my head, I asked, “What do you need to do?”

He promptly replied, “I just have to build an audience.”

Agreeing, I said, “Yes, but what will you do this afternoon when you leave my office?”

The author was stumped.

We quickly considered what goes into building an audience, and after weaving through ideas of what a brand is, we landed on a concrete story. A brand for an artist that is capable of building an audience requires a narrative. The author left my office ready to take action. They worked on their bio. Building an audience is weeks or months away, but clarity on their story can happen now.

All you have to do to succeed with your art is just… finish the project, sell the painting, find a dealer, secure a show, get a critical review… we all have our list of things we just need to do. The challenge is converting the just that is likely too big and too abstract into something we can act on today.

The agency has been developing a tool to convert big visions into action we can do this afternoon. We happily give the tool, called a dashboard, away. We also offer supporting materials to utilize the tool effectively and consistently, as well as host regular, free professional development sessions to explore business in the presence of smart company.

Banner Art Credits: L’homme qui court après la fortune et l’homme qui l’attend dans son lit (1756), after Jean-Baptiste Oudry, is a playful etching of contrast—of urgency and stillness, pursuit and patience. In one frame, a man scrambles toward opportunity; in the other, his counterpart reclines, trusting that fortune finds those who prepare quietly. Recast here, this image echoes the dilemma of the modern artist: Should I hustle harder, or turn inward?

“Just Make Some Merch”: What it Actually Means for Artists

“All I have to do is just create a line of merchandise.”

When I was invited by artist Michael Owen to help him produce the Baltimore Love Project, I thought it was a yearlong endeavor. It took us nearly five years to “just” paint the word LOVE on 20 walls. There was so much more involved than purchasing paint, having equipment on-site, and proceeding through the process of painting a large-scale image on concrete. To accomplish the artistic vision that Michael had, there were hundreds of decisions to be made—many had to be made beyond our own cognitive reach.

Converting ideas into reality is not easy, especially if there is a desire for the vision to endure and impact in the way that art has the power to do.

Merch is not a shortcut.

It is easy in thought to grow sources of income, particularly in 2025 with manufacturing seemingly a click away and influencers telling us it’s simple (especially if you hire them to tell you how). But developing a line of merchandise requires much more than the thought of doing it and clicking that link. Much like a painting is more than paint on canvas, producing a bag that someone will live with is a cascade of decisions with consequences that will cost time and money. That click often includes a lot of stress—the only cost that actually kills us—and potentially hundreds if not thousands of dollars we may not ever see again.

What goes into translating our studio practice into an object that someone can live with every day, and potentially a source of stable income for our creative practice?

—A LOT, but if we step back we can see some general patterns that every artist might experience in the process of developing a new stream of revenue. Below are a few mile-high prompts that emerge in the journey, and of course on the ground, the nuance and depth for each adventure will be different.

Not a checklist—but some starting points.

  1. What object? What art?
    Likely the first decision made is linking the fine art form to an everyday object.
  2. Who will make the object?
    Although a 3-year-old engaging Alexa might think you can yell into the air and get what you want, we are not quite to the space of AI that allows a bag with our design on it to appear. Someone, somewhere, will need to produce the vision.
  3. How do you build a relationship with the maker?
    Makers are available! Connecting with them and aligning ambition with skill takes a relationship that requires translation—at a minimum from art to object, but potentially more.
  4. How does the thing in our head become a thing in our hand?
    A drawing on a napkin requires a bit of interpretation. Materials need to be defined, and specifications for production need to be articulated.
  5. How do you know that what is made by someone else is what you want?
    It takes time to trust. Quality control with samples to inspect gives confidence to all parties. Saying yes to 500 starts with saying yes to one.
  6. How does the object get from the maker’s hands into the visionary’s hands?
    There is a good chance that our neighbor is not a manufacturer. Along with the space of geography (maybe even an ocean), there is likely a good bit of paperwork and numerous middlemen that must be navigated before an object can be felt for the first time.
  7. How does the object get from the visionary into the hands of the future steward?
    This is likely a familiar question, just a different artifact. After all the journey of producing, you still need to have an audience ready to receive.

My analysis here is still too simple. It is not comprehensive, but it gives a flavor for the complexity that one will step into in order to JUST make merchandise.

Merchandise is a medium too.

The abstract insight to translate art into income by way of merchandise, leads to many different paths. The reality is more robust and daunting. Creating a new line of revenue is not as easy as saying, “THAT would look great on a shirt.” It is many small decisions with lots of risks. 

However, it doesn’t need to be an unknown path. Others have trod and have ample insight on the corners to peek around, the places to stop for refuge, the shortcuts you might utilize, and the kind people you can count on along the way.

If you are curious about the experience, the Burkholder Agency is compiling resources that might assist you for your journey. We have discussions about various aspects of the pursuit, and we have compiled resources (other posts and tools you can request) to help. And of course, we are always open to a cup of coffee.

Banner Art Credits: Woman Weaving a Crown of Flowers (c. 1675/1680) by Godefridus Schalcken is a quiet portrait of preparation. In the act of weaving—delicate, intentional, symbolic—the subject captures the tension between imagination and form. Digitally recontextualized here, the image echoes the work of translating fine art into functional objects. Like the crown she builds, merchandising requires care, craft, and a willingness to shape beauty into something meant to be worn, held, and lived with.

From Canvas to Product: An Artist’s Journey into Merchandising

A Guest Blog from WSS Fine Art by Wendell Supreme Shannon

 

For over a decade, I dedicated myself to the world of fine art and large-scale public murals. My work has always centered on transformation—of spaces, of stories, and of self. But as time passed and conversations with collectors, clients, and students grew, I began to realize something deeper: people didn’t just want to see my art—they wanted to carry it with them. That simple insight planted the seed for what would become my foray into wearable art and product-based merchandising.

The Spark: Turning Artwork Into Tangible Experiences

The idea came naturally, but not immediately. I had completed murals that transformed neighborhoods and created paintings that filled gallery walls—but during exhibitions and conversations, people would often ask, “Do you have anything smaller I can take with me?” At first, I thought that meant prints. But the more I listened, the clearer it became: people were looking for ways to integrate art into their daily lives—not just display it.

That’s when I began exploring what it could look like to turn my original geometric abstract artwork into products: bags, apparel, accessories—functional pieces that carried the essence of my creative identity into the world.

The Beginning: Trial, Error, and Dropshipping

I started small, curious and cautious. My first step was experimenting with dropshipping platforms. The upside? I didn’t need inventory. I could upload a design, order a sample, and launch a product with minimal upfront cost. It was a great way to test the market.

But it also came with its own set of challenges. Dropshipping limited my control over quality, fulfillment timelines, and brand presentation. Some samples looked nothing like my artwork—colors were off, materials felt flimsy, and packaging was nonexistent. What I saved in convenience, I paid for in brand dilution. That was the first big lesson: not all visibility is good visibility if the product doesn’t reflect the integrity of your art.

Learning the Language of Product Design

The next evolution came when I decided to take manufacturing into my own hands. That meant finding suppliers who could bring my visions to life—from custom-embossed vegan leather to multi-functional straps and detailed hardware. It wasn’t just about printing on a T-shirt anymore—it was about designing a product from scratch.

This stage required a whole new set of skills. I had to learn how to:

  • Professionally photograph and digitize my art at high resolutions
  • Create color-corrected files suitable for printing on multiple surfaces
  • Develop spec sheets and tech packs outlining dimensions, stitching, and placements
  • Navigate minimum order quantities, production timelines, and shipping logistics

Each of these came with hard-earned lessons. Some early samples were unusable due to vague instructions on my part. I learned to overcommunicate. I also discovered that pushing a manufacturer to go beyond their standard offering (like embossing textured artwork onto leather) could create standout results—but only with patience and persistence.

The Easy Parts (Yes, There Were Some)

What came easiest was the vision. I always had a strong sense of how I wanted my brand to feel—bold, intentional, and rooted in both story and quality. Once I began receiving samples that met my standards, content creation became second nature. I used them to build anticipation, create preorder campaigns, and connect more deeply with my audience through storytelling.

Another surprisingly rewarding aspect was packaging. Designing branded dust bags, custom boxes, and inserts allowed me to treat each order like a collector’s experience. For many customers, opening the product felt like unboxing a limited-edition artwork—and that’s exactly what I wanted.

The Hard Parts: Cost, Communication & Creative Fatigue

What’s hard? Pretty much everything else.

Cost is always a reality. High-quality materials and ethical manufacturing aren’t cheap. Add in packaging, shipping, and my own time as the designer, and it becomes clear that pricing is both an art and a science. I had to learn how to calculate true cost of goods sold (COGS) and price in a way that honored my work while remaining accessible and profitable.

Communication across time zones and languages was another hurdle. Some manufacturers overpromised and underdelivered. Others disappeared mid-project. I learned to vet partners, request references, and document everything.

And then there’s the creative fatigue. Designing products pulls from a different part of the brain than painting or murals. It’s iterative, technical, and requires patience. There were weeks where I was neck-deep in shipping timelines and spec sheets, far away from my studio. But I never lost sight of the bigger picture.

Has It Been Worth It?

Absolutely.

Merchandising gave me a new way to tell my story and connect with people who may never step into a gallery. It created multiple revenue streams, helped fund larger projects, and allowed me to reinvest into my practice and community. Most importantly, it showed me that my art doesn’t have to live in one format. It can travel, adapt, and evolve.

I’ve even had the joy of seeing my work in retail spaces—like Different Regard and Live! Maryland Casino—where it stands alongside other innovative brands. That’s something I never imagined when I was first painting on canvas in a small apartment.

Who Should Explore Merchandising?

I’d recommend merchandising to any artist who:

  • Has a strong, recognizable visual style
  • Is willing to learn about product development, supply chains, and pricing
  • Wants to expand their reach and connect with new audiences
  • Understands that quality and consistency matter as much as creativity

But it’s not for everyone. If you’re looking for quick cash or passive income, merchandising probably isn’t the answer—at least not in the beginning. It requires time, investment, and a genuine love for design. You have to treat it like building a brand from the ground up—not just slapping art on a tote bag.

Final Thoughts

The journey from canvas to carryall wasn’t easy—but it was transformative. It pushed me to grow not just as an artist, but as a designer, entrepreneur, and storyteller. Through every lesson—good, bad, right, and wrong—I’ve built something I’m proud of: art that lives in the world, not just on the wall.

If you’re an artist with a vision bigger than the frame, merchandising might be your next step.

Creative Business Dashboards: Metrics, Tools & Weekly Check-Ins

Checkups are a very good thing. Prevention is less costly than unexpected maintenance AND who doesn’t want to hear something is better than expected or even just “everything is normal?”

Asking how I am doing physically, emotionally, socially and financially is critical to creating a thriving creative practice—and potentially a small step that can be taken today to get there. BUT as an artist or entrepreneur, we are often on the adventure on our own. There is typically NO meeting between the manager and the employee—we are both. 

A “meeting with myself” doesn’t seem relevant. Who has time to stop and ask questions? However, it is valuable to create a space where this meeting can still take place. A dashboard is a great tool for the boss (you) to ask the worker (also you), “How is it going, and what can I help you with?”

Meetings are a method for communication, and the dashboard is a tool to facilitate dialogue. A meeting with yourself can happen at any time—both parties will inevitably be available when you are free. It just depends on you to decide you need to meet. This check-in can happen on any day at any time, but it might be a meaningful way to either start the week off or to recap the week at its completion. Potentially, you do both to provide direction (on Monday) and accountability (on Friday).

What should the meeting entail?

A good meeting is one that has a clear agenda. 

Reviewing a dashboard is a pretty easy agenda. A dashboard is likely most familiar as an experience with a car. The dashboard in our car, in abstract form, highlights performance indicators, allows us to store our destination and offers directions on how to get there (thank you, GPS). 

A good business dashboard can do the same. It is a place to keep goals front and center, a place to collect metrics of progress toward those goals, a place to capture tasks to achieve the goals, and a place to provide easy access to tools to help you along the way.

Goals: Where do you want to go?

A good destination is one that is clear and achievable. 

It isn’t easy to get to a place that is not defined or accessible. This is true in business. If we do not know what we are trying to achieve, it will be incredibly hard to achieve. It is very easy to let circumstances distract us and lose sight of what matters to us—i.e. not always know where we are going. 

A dashboard that is used consistently is a great place to keep an eye on what you want in work and life.

Metrics: How do you know if you are getting there?

Being creative and ambitious are connected. Often, the vision that is held by someone who is ambitious is beyond the present ability to accomplish. This is a good and healthy thing, BUT it does mean that we may need other metrics beyond “yes, I did that” to know where we are in relation to where we are going. 

The checkbox to completion might be too far away to motivate us on the day to day. It is incredibly helpful to be able to see and assess progress. A dashboard can provide a place for us to see our goals coming into existence.

Tools: What will help you get to where you want?

A big journey likely requires tools to get there. Even a road trip needs a vehicle, tunes/podcast/book and good company. 

Building a business requires many frameworks, templates, apps and more to sustain itself. If the tools are dull or difficult to find, they waste energy and time. Having tools readily available and ensuring they are in working order and easy to find can conserve energy for doing the work. A dashboard can also serve as a toolbox.

How to Grow a Creative Business? Keep Going

If you are curious what a dashboard for your business might look like, or you have already stepped into creating an operating system for your business but would like to sharpen it, reach out to us. We love operating systems and have dashboard templates we are eager to share and help you build.

 

Banner Art Credits: At Her Toilet, 1868, by Felice Beato, is a hand-colored albumen print that captures a moment of quiet preparation. Part of Beato’s series Views of Japan, the image depicts a woman at her mirror—poised between stillness and intention. Digitally recontextualized here, it serves as a metaphor for the essential, often overlooked act of self-review. Just as this subject pauses to check her reflection, a weekly dashboard check-in offers creative entrepreneurs the opportunity to examine their direction, sharpen their tools, and prepare for the work ahead.

 

Is Social Media Dead for Artists? (Is Email Alive?)

Network television is nostalgic. But there is a generation alive today that has no idea what it is. They likely cannot fathom that, at one point in time, there were only three television stations. Like network television in 2025, is social media dead for artists?

Not so long ago, everyone knew CBS, NBC, and ABC. Companies’ demand for the limited supply of commercial airtime on just three channels made the opportunity to get in front of a television audience very valuable. 

Technology changed. Now no one can count how many channels there are, nor are there television sitcoms singularly commanding the zeitgeist like Dallas or All in the Family.

Maybe more familiar to an artist today is Facebook. 

How social media platforms make (and break) artist careers

I jokingly ask now, “What is Facebook?” when someone brings it up in conversation in 2025. But even in my own recent memory, it is numbing how much time was invested, devoted, or wasted collecting “friends” and posting memes to Facebook pages. 

Eventually, everyone seemed to have left for Instagram—the fix is quicker and possibly more aesthetically pleasing.

Then more recently, murmurings and conversations now lament artists’ vaporizing plans for finding new audiences or growing relationships on Instagram. The technology is still relevant and the presentation of content top-notch, but the cultural and political implications of using the platform have changed in 2025. Audiences and creators are leaving.

Who owns an audience?

It is a philosophical question. Realistically, no one owns an audience. However, if you do not own the platform—or the connection details to an audience member on a given platform—you can’t control how quickly an audience can appear or disappear.

Business is relationships. If your means of connecting to another person, like your customer, disappears, your business will disappear. 

If not social media, then what?

We at Burkholder Agency enjoy social media platforms. But our experience suggests they may not be the path to an enduring business. Audiences are becoming harder to reach organically, algorithms prioritize paid content, and the mental exhaustion of constantly “playing the game” is serious.

We find ourselves strongly encouraging people to look at “old-fashioned” methods—wherever the contact information remains relevant for a longer time.

Email, for example, may still evolve. But we speculate that it won’t go extinct at quite the pace of your current favorite flavor of social media. (BlueSky, anyone?)

Hint: Snail mail and the phone probably have even more staying power. 

How is an artist supposed to use relics of the digital age to bring in the future-bending power of art?

Is social media dead for artists?

Social media will probably not die soon. It’s too big. Creators will continue to both win and lose at it’s hands. But the artists who invest in “old-fashioned” strategies like email to own their audience will be best positioned to adapt and thrive.

Here’s one idea—instead of ending all social media use, focus on using it to capture subscribers for elsewhere. “For the real content, subscribe to my email list, newsletter, online zine, etc.” Even prioritizing platforms like Medium, Substack and Patreon you can own more of your audience (but still not all of it.)

We have lots of thoughts on growing relationships through the email inbox. We often explore them in our free virtual co-working sessions and even welcome email professionals to help show our community how to build audiences and foster lasting engagement.

 

Mexican News (1851) shows men reading a newspaper, maybe asking: is social media dead for artists today?

Banner Art Credits: Mexican News, 1851, engraved by Alfred Jones after a painting by Richard Caton Woodville, captures a moment of intense anticipation and information exchange. This engraving on wove paper depicts a group of men gathered around a freshly arrived newspaper, reflecting the power of media, the spread of information, and the political climate of the time. Digitally recontextualized here, it parallels the way artists must stay informed and adapt to shifting cultural and economic landscapes to sustain their creative careers.

Reflect, Refocus, Renew: Goal-Setting to Keep Going

Want space to reflect on your recent year to be ready to pursue more of what you want in life?

It is hard to reflect, even for an evangelist of goal setting.

I felt like I didn’t have the energy and time required to sit down and actually do it. And of course, there is my daunting inner voice reminding me that my goals were too MANY and too BIG, not to mention I am a sham to set them in the first place. The tension ambition creates can be a real drag… or, as I am learning, a welcome friend.

It took me a few days of finding other, more important things to do, including taking down the holiday decorations and searching for window treatments. Alas, I set my tomato timer and began. Twenty-five minutes disappeared into two hours and gave me renewed energy.

I am not a SHAM, and I have even more clarity for bigger and SMARTER goals in the year to come.

Write for goal-setting 

On the reflection side, it was helpful to have well-written goals. It was easy to assess whether I had succeeded in, missed the mark toward, or completely abandoned the journey to where I want to be.

The successes felt good and gave me ideas for new sights and the paths to pursue them. For example, new and better internal operating systems for the agency are already helping my own ease and enjoyment of work and adding value to clients. I can’t wait to develop more ways to make the job of art easier for all parties.

Overcome the feeling of falling short

The missed marks were a bit cringe-worthy but helpful. I realized that maybe my ambition was running ahead of my resources, or my path to getting there was not optimized. You haven’t heard our forthcoming Life Behind the Artist podcast yet, but we have had some great conversations about business and the vocation of culture production that we can’t wait to share with you. Time to produce is no joke, especially when sponsors and advertisers are not yet paying for it.

The abandoned goals were a surprising combination of “DAMN, what was I thinking” and “DAMN, what did(n’t) I do.” I had defined some things I thought I wanted to accomplish but, in reality, had no inner desire to get there. Like, what was I thinking? I wanted 11% body fat, all that time in the gym, and, more fretfully, strict nutrition. 

And on the “what didn’t I do” front: I stayed in the comfort of my longtime consumer-friendly bookkeeping software rather than toil with the business-powered bookkeeping software we need. Even the (mildly painful) admission of failure is valuable for me to move forward.

Reflective goal-setting aligns your momentum

Overcoming the momentum to step into reflection can be hard, but there is significant energy to be gained toward what you truly want in life.

If you feel challenged in setting goals for yourself and your business, or you are struggling to know what to reflect on, consider reaching out. We regularly have free virtual professional development sessions, including on goal setting

We also have hot coffee/beverages to offer along with our conversation about what you want in life.

 

Banner Art Credits: Winter in the Country, c. 1858, by American painter George Henry Durrie, is an oil on canvas piece capturing the quiet resilience of rural life in 19th-century New England. Known for his seasonal landscapes, Durrie’s work blends nostalgia with meticulous detail, showcasing a snow-laden homestead nestled in serene isolation. This work captures the theme of reflection—like winter inviting stillness to pause and reassess priorities. Digitally interpolated here, the painting bridges the pastoral simplicity of its time with the modern impulse to find clarity and purpose amidst life’s sometimes loud and overwhelming busyness.