In today’s flexible, rapidly changing business environment, we find it very common to operate with a blend of full-time employees and contractors. This affords a range of benefits, like greater agility and cost savings, but it also requires thoughtful leadership and clear structure to avoid potential pitfalls. Here are 3 key strategies from people like Lencioni, Wickman, and Sullivan for creating a balanced, high-performing team that’s a mix of full-time employees and contractors. Like a high performing team, we need buy-in from top of the lineup to last on the bench. Hope this helps as we navigate this issue together!
1. Create and Communicate a Strong Vision and Culture
Patrick Lencioni (Culture and Teamwork): People crave a sense of belonging and purpose, whether they’re full-time or temporary. Lencioni’s Five Dysfunctions of a Team framework emphasizes trust, accountability, and commitment as core values. Contractors should be more than just hired hands; they should be included in meetings when necessary and know they are part of the team’s goals. Building trust across the organization is foundational—contractors may come and go, but your core team should have a reliable trust network that serves as an anchor.
Dan Sullivan (Strategic Advantage and Unique Abilities): Sullivan encourages focusing on individuals' unique abilities, which are particularly relevant in a hybrid workforce. Full-time employees will have a broad commitment to the business, while contractors are usually brought in for specialized expertise. Each person, regardless of role, should know their unique contribution to the vision, enhancing job satisfaction and efficiency.
2. Set Clear Expectations and Boundaries
Lencioni’s Emphasis on Clarity and Simplicity: Make sure every team member—whether full-time or contracted—has clarity in their roles and understands the expectations. Lencioni’s model of organizational health emphasizes over-communication. Reiterate goals, timelines, and outcomes to create a simple and effective environment where everyone knows their purpose, including contractors who may have limited touchpoints with the organization.
3. Foster Engagement and Accountability for All
Use Measurable Goals: Use weekly goals to track performance across your hybrid team. Every person, regardless of status, should have measurable goals. Contractors may be more transient, but measuring their output (and the impact of their work) keeps them accountable and encourages engagement. This also gives visibility into each team member’s contribution, promoting a fair and balanced culture of accountability.
Lencioni’s Focus on Accountability and Results: In a hybrid workforce, accountability becomes even more critical. Lencioni’s emphasis on holding each team member accountable to clear, achievable results can transform your business. Create structures for tracking performance regularly and establish a culture where team members can give and receive feedback openly. This approach helps prevent siloed work, where contractors may drift outside the primary goals and culture of the company.
Authors to refer to:
Gino Wickman
Patrick Lencioni
Dan Sullivan
Jim Collins
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