Freelancing, a significant part of the American workforce, is on a steady rise. According to Upwork, 38% of us who work for a living in the USA are engaged in freelancing, a trend that is set to continue. The economic impact of freelancers is also noteworthy, with their contribution projected to reach $1.5 trillion by 2024.
Contracted work, what some have called gig work or self-employment—each has a slightly different meaning— was a thing already in 2000 when we started Design Group International. We did so to provide a common platform for those of us who wanted to keep following our muse, working on our own, or working together when a Client's need called for it. Freelancing has been growing every year since, catching fire for new reasons during COVID-19, and most especially for women professionals.
Two things we can say with confidence after all these years.
1. Become successful at freelancing over time, and there is no going back. Your work will be in high demand, and you will become virtually unemployable. You will love what you do, and no one can tell you what to do.Your choice for freedom over security will have created a neural pathway you do not want to reverse!
2. Forward-thinking executives who care about future value make strategic use of freelancers. This looks like experimentation, design and breakthrough thinking, the launch of new products and services until playbooks are developed for employees to follow, and impartial research. In short, that which requires outside perspective or facilitation, does not risk brand values, helps the organization remain nimble, diminishes risks, and does not add to long-term obligations is wise to foster in partnership with freelancers.
More than twenty years ago, I began recommending that organizations consider freelancers and consultants as part of the pool of money they use for personnel. We can think of it this way. Some people investment is short-term and some is long. Identifying which and when to use it drives efficient use of resources and opens the door to all persons connected to the enterprise, weaving their contributions into an organization's healthy culture.
Without this categorical adjustment, employers will view freelancers and consultants as operational expenses rather than part of a needed investment in personnel. The emphasis becomes reducing expenses and preserving margin rather than maximizing investment to improve both profit and bottom line.
A simpler way to express this? If we embrace the possibilities of freelancing, we likely have a shorter path to the future value needed for flourishing long past our leadership of the organization.
I walk alongside leaders, listening to understand their challenges, and helping them lead healthy organizations that flourish.
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