WorkWise: When contractors and employees collide

By Mildred L. Culp

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Even in the best workplace, employees and contractors collide. The likelihood of conflict increases in a fast-paced workplace fighting to keep its head above water. How can they resolve the conflict?

Take the case of a seemingly tireless seasoned contractor working with a young employee, both extremely competent.

When the employee asks the contractor to take on an task, the contractor agrees, little realizing that it requires a certain set of skills. Anger and frustration ensue.

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Christine Kane, founder and CEO of Purple Cow L.L.C., in Scottsdale, Ariz., specializes business development for companies that seek to increase their effectiveness. She doesn't perceive a generational problem if an employee and contractor are years apart.

"The is one of strategy and communication on the part of the contractor," she observes.

Like Kane, Holly Green, author of "More Than a Minute" (Career Press, $15.99), believes that this problem could arise between any two people.

"The company person doesn't understand and appreciate what the contractor's role is. The contractor doesn't know how to communicate effectively," given fear of potential loss of image, loss of the contract and/or loss of goodwill. She indicates that the same type of problem occurs between employees. If you're going blame anyone, she pins it on you: "Once you've stepped in it, it's your own fault."

If this is a long-term relationship, Kane maintains that something must be done. However, give the task a good try before stopping to move toward resolution. Document the time it takes. Green emphasizes the importance of your knowing the value you bring: "This helps you determine the appropriate role to play in the organization. Remember that sometimes this just happens and it's part of the deal."

David Lewis, regional manager of Express Employment Professionals in Oklahoma City, Okla., defines this as "an intergenerational communication problem." His company trains and coaches companies in a range of issues, including generational dynamics. He maintains that both "may not know how to communicate properly with each other. Millennials tend to be overly optimistic. They want everyone to be on the same page. They don't like conflict. They value intergenerational goodwill."

REMEDIES

If you find yourself in an unhappy situation in the middle of a project, consider several tactics you can use to communicate effectively:

— "Remember that they're bringing you in because they're not sure of what they're doing need your expertise (Kane)."

— If you fear you're on a suicide mission, step back a second. "We make stuff up in our head. It's almost always negative. Thought-bubbles drive much behavior. What if they thought of you because you were already doing higher-value work (Green)?"

— Sounding upbeat, appeal to a Millennial's need for continued goodwill. Treating the person as a peer, explain that you're not happy, rather than you're not good at something, and that "'you can be the one to help fix it.' Millennials views themselves very much like their grandparents. They'll change it not because you aren't good at it but because you're not happy with it. Stay buddies, friends and happy (Lewis)."

— Bring solutions, such as "giving it to someone else, someone who wants to learn" (Kane) or "another employee who would be excited to have the project and be prepared to stay involved to make certain a good job is done (Lewis)."

Next time around, discuss procedures at the outset, Lewis advises. Kane suggests assessing your strategy daily, over the long-term. If you can't stick up for yourself when you get to roadblock, go back to it on another day and take the steps. Your project will be better for it.

Dr. Mildred Culp welcomes your questions at culp@workwise.net.