Dual-Hatters

A phrase that seems to have grown out of public sector contract awards that have the, ahem, sniff of the elicit gain about them.

Dual-hatting is where someone quietly works both sides of the fence.

Secretly leveraging a vested interest, or at least taking advantage of privileged relationships and information, during and after the event.

Examples include aiding a politician's election, then smoothing the path for a procurement or favourable legislative action they can now in post grant.

Another widespread example; arbitrators also acting as counsel.

It means someone is playing on more than one team.

Taking on two roles at once. But only one visible to the rest involved, innocently thinking all is transparent, when it patently is not.

The surreptitious practice is rightly viewed in shadowy light. Rooted out wherever possible.

In any organisation, there'd be people who from time to time, might in reality be undertaking double roles. Wearing two hats. Which inevitably brings divided loyalties at some crucial stage. Causing an unwelcome outcome somewhere vital along the line.

For instance, in my cubrep days, I was frequently perplexed to encounter finance bosses overseeing IT. Often leading to chaotic understanding, adoption and usage of 'tech'.

We must be aware of both kinds within our prospect.

Whose broader job remit means they've got responsibilities in a second camp?

Whose connections mean they might have a private line to another vendor, project or people that could clash with both our ambitions and aligned best interests of their company?

First, be on the lookout for these dual-hatters. Actively seek them out.

Second, you need a plan to negate their manoeuvres against us. Which may mean exposing them, through skilful coaching of those minded towards what you can uniquely enable. They may not recuse themselves, but you can take the higher ground from where selling is superior.