Yes, it can be difficult communicating ideas, goals, dreams, and concepts between folks of different backgrounds. You may have to approach this investment with a rapid prototyping mindset.
If this [likely scenario] happens, what do you do? If that happens, what do you do? What do you expect me to do?
I expect you to fix it.
How quickly? What if it is systemic and I cannot. What about a work-around.
Communication and establishing baselines and ground rules is key. NEVER skimp on the contract phase. All parties must know their parts and play them.
Also know that contracts are not just what you establish from the get go. Contracts are struck by precedent over time. “But Becky always came right over to my desk. She gave me her extension so I could call her directly. I don’t even know this new person, Marge.” Becky was hit by a drunk driver last week. A precedent has been set.
Happily, in our little scenario above, you have an out. “Becky wasn’t following company policy.” You get to play hard nose.
Okay, so what I’m trying to get across is NEVER pussy-foot around an issue. Handling things head-on is the least painful and it is honest.
But what about precedents that go astray? There are two ways of handling them. 1) Suck it up – but make sure everyone not involved is trained not to engage new clients in the unfavorable practice. 2) Suck it in. Maybe you like the results of the new precedent so re-write new contracts to incorporate them, while charging accordingly. Add a line item to your price list.
But this is also the case in a direct hire situation. “I can’t do X if you have me doing Y, so before I do Y, I need assurances you won’t penalize me for not doing X. After all, it is you, boss, who sets my priorities.” If you don’t say it, you ARE still responsible for X. But don’t use it as an excuse – bosses hate that.]]>