When Employees Become “Independent Contractors” in the Workplace

In today’s professional world, whether in business, education, or athletics, it seems more and more employees are stepping out on their own, acting like independent contractors rather than team members. They make decisions without proper communication, manipulate systems to serve their own interests, and assume their way is better than the direction given by their superiors.

We see this trend vividly in collegiate football right now. High-dollar coaches are being fired across the country. Some of these dismissals stem from not winning enough games. Others may have deeper causes. Are these coaches being terminated because they failed to meet expectations set by their superiors, or because they failed to follow direction? There’s an important distinction between the two.
If a head coach is doing exactly what leadership asked of them and still falls short in the win column, perhaps the goals were unrealistic. If there is a preponderance of evidence that the coach ignored institutional direction, ran their own system, or operated as a lone ranger, then termination makes sense. After all, leadership only works when communication and alignment exist between the people holding the rope together.

This same principle applies far beyond the football field. Consider a Vice President or senior administrator who quietly manipulates policies or practices to favor their employees without the consent of the college leadership. Their boss may unknowingly sign off on paperwork or approve decisions that were not made transparently. It’s easy to “slide things by” when trust exists. When that trust is broken, when the deception is discovered, should that VP or senior administrator be held accountable?

Both the coach and the executive are charged with leading others, but they are also charged with following direction. When they decide to become “independent contractors,” doing things their own way without transparency, it erodes trust and disrupts the chain of leadership.

I often think of leadership as a rope. When leaders are tied together, they help hold one another up. When someone decides to step too far away, operating independently, cutting corners, or hiding decisions, they stretch the rope thin. Eventually, someone slips. When that happens, no one can hold them up. They hang by their own actions.

It’s a hard truth in any organization: autonomy without accountability leads to failure. The best employees, coaches, and leaders understand that communication and collaboration are not signs of weakness, they are signs of strength. Keeping your superior “in the light” on everything you do isn’t just respectful; it’s responsible leadership.

In the end, it’s better to share the rope than to cut it.

Thought for the Week, “In any organization, accountability is the rope that ties leadership together. Without it, trust unravels, and when trust unravels, the whole system begins to fall.” Reb Brock, one of the leading strength coaches in America.

Dr. Jack Welch serves as President of Fort Scott Community College. With a career spanning professional sports, public education, and rural community development, he brings a servant-leader mindset and a passion for building trust-driven cultures that empower people to thrive in the classroom, on the field, and in life. He is also the author of Foundations of Coaching: The Total Coaching Manual.