Getting technology done: managing contractors and outside support

This post is part of the Your Plan of Action series for those new to the executing team (also called management by some. But not by the enlightened readers of this site.).

As a special note, let me say a word about handling contractors.

In technology, especially in technology in the federal and state governments, contractors play a large role in getting things done. Technology organizations must respond quickly to changing markets and changing customer needs, and a very effective way to do this is to hire teams of established expertise via external contracts rather than (or in parallel with) building an in-house team of expertise.

Every organization has its own laws and procedures for dealing with contractors, and as part of the management team you’ll need to be aware of these rules and abide by them.

However, I urge you to view all the members of your team, whether contract or in-house, as full citizens of your team and your organization’s family.

If you want everyone to give 110% of their best creative energy, then everyone needs to feel that they are part of the family and that they matter.

Do not make this mistake

If you are seen taking great lengths to nurture your in-house team, but dismiss your contractors immediately at the first sign of difficulty, then your contractors will not feel that they are valued contributors, and your in-house team will feel an unhealthy superiority. The result will be a rift in your workforce, and the destruction of the team.

As a leader, make sure everyone has a starring role, and that everyone is valued for her or his contribution, not for who signs the paycheck.