How contracting can help your relationships
Summary:
Establishing expectations can help us start new relationships on the right foot
The process of contracting helps do this in a way that builds rapport
An initial investment of effort can save time later
Have you ever worked for someone and realized that you had different ideas of what “regular communication and feedback” would mean?
Have you ever found yourself several months into a new project wishing that the desired outcome had been made clearer at the outset? These situations are caused by misaligned expectations and they carry the potential for conflict and confusion.
When new leaders begin in their roles, it’s important that they work to establish relationships with the employees they are leading. I strongly encourage the practice of contracting as a way to clearly establish expectations and preferences at the outset of a working relationship.
What is contracting? Is it the same as writing a contract?
More commonly, we think of contracts as a formal and legally binding agreement. Whether we’re buying a house or hiring a vendor, we carefully spell out the terms of contracts so that both sides are clear on the terms and we can avoid future disputes.
The process of contracting has some similarities to contracts but it is more informal. Contracting is a matter of establishing a “partnership agreement”: a means of getting to know each other, establishing rapport, and aligning on preferences and expectations together.
I learned about contracting from a coworker almost 20 years ago and started reading about it from great authors like Block, Maister, Green, and Galford (see my suggestions below.) I have used the practice in many situations over the years. I have contracted with people for whom I’ve worked as well as those who’ve worked for me; I have also been helping my clients engage in the same process with their own colleagues.
What does contracting look like?
Contracting involves two individuals openly and clearly discussing how they will work together. At a minimum, these expectations should be discussed; in many cases it’s even more helpful to write them down so they are available later.
During contracting, both the leader and the employee answer a series of questions together. Helpful questions can include:
What are the expectations for this role?
What differences should emerge as a result of this role? In other words, what is the desired impact of this role?
What is the highest priority work right now?
What timeframe (days, hours) do we each work?
How do we each prefer to communicate?
How will we work together? What are our ground rules?
When and how will we give each other feedback?
What do we need from each other to do our best work?
Aligning on topics like this at the outset can establish norms and expectations. It also makes it easier - on both sides - to check in along the way on how things are going.
Although the process can be done at any time, contracting is most effective when done at the beginning of a working relationship. It helps two individuals begin well: clearly communicating what each one needs from the relationship and how they’ll work together.
We might not be used to doing something formal like negotiating a partnership agreement when we start working with someone. But this initial investment of effort can save time later because we avoid conflicts and confusion. It can set the tone for the relationship and make it easier to renegotiate needs along the way.
While contracting is useful for new relationships, it can also help with existing relationships, new teams or projects, and in so many other types of relationships. The topics discussed might change, but the process remains the same: discussing our preferences and needs with others so that expectations are clear.
Please reach out if you’re looking for specific tools that can help with contracting. I’m passionate about this practice and happy to help you.
Reference:
Block, P. (2011.) Flawless Consulting: A guide to getting your expertise used, 3rd Edition. Pfeifer.
Maister, D. H., Green, C. H., & Galford, R. M. (2000). The trusted advisor. Free Press.
A version of this article appeared in Ohio State University’s Fisher College of Business Lead Read Today publication and can be found here: https://fisher.osu.edu/blogs/leadreadtoday/contracting-how-improve-your-work-relationships
Written by Bethany Klynn, PhD
Bethany Klynn is a consultant and executive coach who works with great companies to grow their leaders and transform their cultures.
