Three people work with me full-time. All three have side gigs. Two are adjunct instructors at local universities. One writes résumés. Another picked up a gig I once had but didn’t want to do anymore. She was skilled in the area and enjoyed the extra income.
The side gigs they have are in adjacent spaces to our business. They are able to share their expertise, make connections, and help themselves and others grow while they earn extra income.
Why I Support Side Gigs
Some people think I’m crazy for “allowing” this. I don’t just allow it. I support it and encourage it. Their side work has never interfered with delivering on our clients’ needs. Never, not once.
In fact, the way we work makes supporting side gigs easier. It does not matter when or where the work gets done as long as client needs are met. That is harder to pull off in environments that require standard hours and physical presence. But I would argue that banning side gigs actually hurts morale. If people really want or need to do outside work, they will. They will just keep it hidden, which only diminishes trust and weakens culture.
What Leaders Should Do
So what should you do as a leader when you have full-time employees with pursuits outside of what you pay them to do?
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Talk openly about their interests and pursuits outside of work. This includes side gigs, hobbies, and family-related commitments. Ask about what matters to them and encourage holistic development. No one can get everything they need out of their “day” job.
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Talk openly about compensation and salary needs. You may not always be able to pay more, but being supportive when someone wants to drive a few Uber routes, Airbnb their home, sell art or jewelry, or teach a class helps foster open communication and trust. Life is expensive, and for many people multiple streams of income are a necessity.
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Handle it directly if it becomes a problem. If tasks are not getting completed, deadlines are missed, or presence is required and not met, sit down one-on-one and discuss performance. Reiterate or set clear expectations and allow the person the autonomy to meet them. Avoid ultimatums about quitting side work. This approach holds true not only with side gigs but also with personal issues that may impact performance.
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Be clear about your organization’s standards. Define what counts as competitive work. Communicate that taking competitive work or soliciting it for personal benefit is off limits. Side gigs in adjacent spaces can be acceptable, but if the organization offers the service, the organization—not the individual—owns that work.
Keep the Conversation Going
Sometimes the lines are not clear. For example, there is a difference between:
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An electrician employed by an electrical company doing side jobs without routing them through the employer, and
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A firefighter who is also a certified electrician and takes residential electrical work on days off.
If the lines are blurry, talk about it. If you are already open about side gigs, it is much easier to have honest conversations when gray areas arise.
At the end of the day, supporting outside pursuits builds trust, morale, and culture. People bring their whole selves to work. When we acknowledge that, we all grow.
