You own a small electrical services firm. You finally got a chance to bid on a job with a small nearby city. A friend of yours who lives in that city told you this is a “gateway project,” meaning the city is using it to evaluate who will become its contractor of choice.
You called one of the members of the City Council to get some history on the city’s contractor relations and also find out what kinds of projects the city has done by electrical contractors. The Council member told you he doesn’t know any details, but he does know the city engineer stated at a recent meeting that he’d ended a years-long relationship with the previous contractor of choice claiming they weren’t a team player.
The job open for bid was a lighting upgrade, specifically for City Hall. It called for replacing the existing fluorescent ceiling troffers with integrated LED ones. You called the city engineer and quickly explained you wanted to bid on this project but before doing that you wanted to visit City Hall with him so you could work out the best options. He liked that idea.
It turned out that other bidders submitted simple direct replacement proposals without trying to see what the facility actually needed. The city has a “three bid” policy, so the city engineer went back to two other bidders using your proposal. This didn’t seem fair, or even ethical, but you considered the “team player” feedback from the City Council member and went with it. The bids were close enough that price wasn’t knocking anybody out.
Now it came down to other factors. You suggested that working a late shift would allow for minimum interruption with the proceedings at City Hall. The city engineer said there are always personnel at City Hall, so a late shift wouldn’t change anything. But then he asked, “How would this interfere with any proceedings? You’re just going to change out light fixtures and some wiring.”
When you explained that the work area would have to be roped off, he shook his head vigorously. “There can’t be any work stoppages.” You then offered a workaround, which would involve moving desks and computers an aisle at a time. You told him you can’t have your crews working over people, with the possibility of dropping tools or fixtures on their heads. His reply was, “Are you going to be a team player, or do I need to get someone else do to this job?”
You badly want the work that can come with a new client. Now you feel pressured to go along with him or not get that work. What is your decision?
Ask him if the safety of city employees is important. Of course, he’ll say it is. Then say, “Great. We have an understanding. Now, is there another place people can work temporarily, or do you prefer we move their desks and computers an aisle at a time? Can anybody telecommute for a day or two?”
If the City Engineer “gets the message,” make sure he doesn’t regret “caving in.” Make the extra safety steps seem like his idea, letting people know he sure cares about his coworkers. They will thank him for the consideration, and he’ll be grateful to you for that.
Consider bringing hard hats in for the City employees who will be working near where you are. Offer to put their names on their hats and let them keep the hats as a souvenir — not that they’ll need the hats, but it’s a nice gesture (especially if you also bring them coffee mugs with your company logo). These freebies may eat up your profits on this job, but remember it’s a gateway job, and you got off to a rocky start with the city engineer. So make everyone happy.
But what if the city engineer comes back to his original assertion? In that case, you are dealing with an irresponsible person. Walk away from that job.
Write a letter to the city engineer, declining to accept the work. State the two opposing plans, avoiding judgmental language or insinuation. Just state the facts, for example, “We will do the work only when it is not overhead of City employees, so as to avoid undue safety risk from falling tools or fixtures. I am sorry we cannot accommodate your request to do the work overhead of City employees.” Copy that letter to the City Administrator (hired official), the Mayor (elected official), and the City Clerk.
By doing this, you probably will set in motion a search for a new city engineer — one who isn’t so agnostic about the safety of his fellow city employees. And by keeping a factual, professional tone with safety as your reason for turning down the work, you polish your reputation with the city. Keep the matter private, so that you don’t put the city in an awkward position.
