How do you delegate and communicate with contractors?

1 Define the scope and goals

Before you hire a contractor, you need to have a clear idea of what you want them to do, why you need them, and how you will measure their success. This will help you find the right contractor for the job, as well as set realistic expectations and budgets. You should create a detailed project brief that outlines the scope, goals, deliverables, deadlines, and payment terms of the project. You should also include any relevant information, such as your brand guidelines, target audience, or existing materials. Share this brief with the contractor and ask them to confirm that they understand and agree to it.

2 Communicate regularly and clearly

Communication is key to building trust and avoiding confusion with contractors. You should establish a communication plan that specifies how, when, and why you will communicate with them. For example, you may decide to use email for formal updates, chat for quick questions, and video calls for feedback sessions. You should also agree on a communication frequency that suits both of you, such as weekly, biweekly, or monthly. You should communicate clearly and respectfully, avoiding jargon, ambiguity, or assumptions. You should also encourage the contractor to communicate with you if they have any questions, issues, or suggestions.

3 Delegate tasks and authority

Delegating tasks and authority to contractors can be tricky, as you want to give them enough freedom and flexibility to do their work, but also maintain some control and oversight. You should delegate tasks and authority based on the contractor's skills, experience, and reliability. For example, you may delegate more tasks and authority to a contractor who has proven their competence and quality, and less to a contractor who is new or inexperienced. You should also delegate tasks and authority according to the project's complexity, urgency, and importance. For example, you may delegate more tasks and authority to a contractor who is working on a simple, low-priority project, and less to a contractor who is working on a complex, high-priority project.

4 Provide feedback and recognition

Feedback and recognition are essential to motivating and improving contractors. You should provide feedback and recognition that is timely, specific, constructive, and balanced. You should provide feedback and recognition throughout the project, not just at the end. You should provide feedback and recognition that focuses on the contractor's performance, not their personality. You should also provide feedback and recognition that acknowledges the contractor's strengths, as well as their areas for improvement. You should also ask the contractor for feedback and recognition on your own performance, as this will help you improve your delegation and communication skills.

5 Manage expectations and risks

Managing expectations and risks with contractors can help you prevent or resolve problems that may arise during the project. You should manage expectations and risks by setting clear and realistic expectations, monitoring and reporting on the project's progress, and addressing any issues or changes as soon as possible. You should also manage expectations and risks by creating a contingency plan that outlines what you will do if the contractor fails to deliver, misses a deadline, or produces poor quality work. You should also manage expectations and risks by having a contract that covers the terms and conditions of the project, such as the scope, goals, deliverables, deadlines, payment, ownership, confidentiality, and liability.

6 Build relationships and trust

Building relationships and trust with contractors can help you create a positive and productive working environment. You should build relationships and trust by treating the contractor as a partner, not a vendor. You should also build relationships and trust by showing interest and appreciation for the contractor's work, expertise, and feedback. You should also build relationships and trust by being honest, transparent, and respectful with the contractor. You should also build relationships and trust by maintaining a professional and friendly tone, avoiding micromanaging or criticizing, and honoring your commitments and promises.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?