Cat: Why do some IT contractors get assignment after assignment while others struggle to build a base of repeat clients? Could it be that successful contractors are simply better at pleasing managers? Let’s find out.
I’m Cat Miller and this is DiceTV.
Managers claim that successful contractors listen intently and nail down the scope of work and expectations before committing to a project. In fact managers say that successful consultants tend to be quiet types who listen a whopping 80 percent of the time. They’re honest about their skills and experience, and take notes during meetings and interviews, rather than rely on recall for critical details and instructions.
Managers like that because it translates to fewer errors and less re-work. Since managers are accountable for the bottom line, they tend to favor contractors who avoid mistakes and finish projects early.
Successful contractors adapt quickly to different environments, have affable personalities and don’t require a great deal of supervision. They don’t complain about the location of their cubicle or the lack of an assigned parking spot, at least not right away. Managers maintain that the best contractors are intuitive and use previous experience to make sound decisions. For example, they seem to know how to rouse an unresponsive user or when it’s time to move ahead with critical programming revisions.
Since outsiders are unfamiliar with internal protocol, savvy consultants bond with an experienced full-timer who is willing to explain everything from technical documentation procedures to ordering office supplies.
Even though contractors are not full-time employees, managers say the best ones take ownership of the project and are willing to stay late or follow tasks through to completion.
Bottom line: Managers usually retain consultants who fix problems, instead of causing them.
I’m Cat miller and this is DiceTV. We now return you to your regular desktop.