A Key to Contracting Team Success: Assigning Roles Based on Talent, Not Title

Jim Bergman

In contracting, the success of a team hinges on its ability to leverage the unique talents and strengths of each contracting team member. Traditional hierarchical structures often assign roles based on title rather than individual capabilities. However, the most effective contracting teams recognize that assigning roles based on talent, rather than title, is essential for maximizing value, mitigating risk, elevating productivity, and achieving intended contracting goals.

Here’s why this approach works and how to implement it within your contracting team.

1. Recognizing Individual Strengths

Every contracting team member brings a distinct set of skills, experiences, and perspectives to the table. Effective contracting teams take the time to identify and understand these strengths through:

  • Skills Assessments: Conducting formal assessments to evaluate the technical and soft skills of each team member.
  • One-on-One Conversations: Engaging in discussions with team members to learn about their passions, interests, and past experiences.
  • Feedback and Observations: Gathering feedback from peers and supervisors – and observing team members in action to identify their strengths.

2. Creating a Flexible Team Structure

A rigid team structure can stifle creativity and limit the potential of team members. To foster a more dynamic and responsive team, consider:

  • Role Flexibility: Allowing contracting team members to take on different roles based on their skills and the contracting project’s needs.
  • Cross-Training: Providing opportunities for team members to learn and develop new skills, making them more versatile and adaptable in both the short and long term.
  • Project-Based Assignments: Assigning roles and responsibilities on a contracting project-by-project basis, rather than adhering to a fixed hierarchy.

3. Encouraging Collaboration and Communication

Open communication and collaboration are key to leveraging the diverse talents of your contract management team. Encourage a culture of teamwork by:

  • Regular Team Meetings: Holding frequent meetings to discuss contract updates, share ideas, and address challenges collectively.
  • Collaborative Tools: Using digital tools and platforms to facilitate communication and collaboration, especially for remote or dispersed teams.
  • Mentorship Programs: Pairing team members with mentors who can provide guidance, support, and knowledge-sharing opportunities.

4. Empowering Team Members

Empowering team members to take ownership of their roles and responsibilities will foster a sense of accountability and motivation. Effective contracting teams achieve this by:

  • Delegating Authority: Granting team members the autonomy to make decisions and take initiative within their roles.
  • Providing Resources: Ensuring team members have access to the contracting tools, training, and support they need to excel in their roles.
  • Recognizing Achievements: Celebrating successes and acknowledging individual and team contributions to boost morale and motivation.

5. Continuously Evaluating and Adjusting

The needs of a contracting project and the dynamics of a team can change over time. Continuously evaluate and adjust roles based on evolving circumstances by:

  • Periodic Reviews: Conducting regular performance reviews to assess the effectiveness of role assignments and identify areas for improvement.
  • Feedback Loops: Creating channels for team members to provide feedback on role assignments and team dynamics.
  • Adaptability: Being open to restructuring roles and responsibilities as needed to respond to new challenges, opportunities, and contract requirements.

Conclusion

Assigning roles based on talent, rather than title, is a key driver of contracting team success. By recognizing individual strengths, creating a flexible team structure, encouraging collaboration and communication, empowering team members, and continuously evaluating and adjusting roles, contracting teams can unlock their full potential and achieve outstanding results. This approach not only enhances productivity and efficiency but also fosters a more engaged and motivated workforce, paving the way for long-term success through the contracts being created and managed.

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Published by Jim Bergman

Jim Bergman is a commercial contract professional with global experience spanning the USA, Latin America, UK, Europe, China, South Korea, Japan, India, SE Asia, the Middle East, Africa and Australia. He has worked on a wide range of direct and indirect spend categories in numerous sectors, developing a deep knowledge of services, goods and technology procurement and sales. Across this wide array of commodity and services experience, Jim has found the keys to success in maximizing value for money through customer-supplier relationships founded on innovative category management and strategic sourcing practices, key performance metrics and measures, as well as Total Cost of Ownership principles and collaborative contracting tenets. He has shared his knowledge through advisory engagements, as well as in developing and delivering training programs both on-line and in classrooms, in both open-enrollment and internal environments. Jim has assisted his clients through all phases and steps of contracting, negotiation, strategic sourcing and bidding processes, demonstrating value generation in excess of $250 million. His audiences and clients have included over 7,000 attorneys and commercial professionals students from over 1,000 corporations and public-sector entities.

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