Businesses in nearly every industry have come to rely on contingent talent as specialists and flexible experts rather than temps who fill vacant seats during absences, seasonal demands or personnel transitions. With increasing frequency, we’re integrating these skilled contractors into our primary workforces. Yet, we still haven’t integrated them into our internal knowledge systems. And that’s a missed opportunity to tap into their intelligence and ideas, especially as the sharing economy’s[...]
Around 1983, we witnessed the stirrings of what would become micro-managing “helicopter parents,” who in turn sired a generation of young, hovering warders instead of mentors. The problem, according to child development experts, is that these failure-intolerant practices have created a generation where more people hesitate to take risks, express unconventional ideas or test new approaches to solving problems for fear of rebuke. MSP program managers, who are often tasked to accomplish more with less or fret constantly over performance levels, can also fall into this trap. With so many client demands heaped on their shoulders, it makes sense that program managers would lean toward strictly policing suppliers and their workers. Yet as child development and business experts attest, tightly controlled attempts to prevent failure may only prevent success. Let’s look at how MSP program leaders can staunch the rise of helicopter cultures and foster collaboration.