With this blog article I will recount my personal thoughts and observations on how a person’s attitude can and will affect their performance on the contract. And this condition affects both government personnel in soliciting, awarding and administering the contract, as well as the contractor’s personnel as they perform their respective functions. The Skyway team frequently points out that contracting is about 80% process and 20% people, and this maxim features prominently in how we assist our clients. And even as we acknowledge the emphasis on process, the simple fact is that the human factor also influences how the process forms and functions are executed. We see this prominently in the arena of attitude, or how a person feels about what it is that they are doing.
Government contracting professionals begin the contracting process with defining the requirement and conducting market research, so their attitude shapes the contract effort from the start. If they approach the process negatively, with preconceived notions and mistrust of the industry counterparts, that will be evident in how the process unfolds. However, a positive, optimistic outlook, open-minded and curious about the possibilities to fulfill the requirement, will enable more frank exchange of ideas and an enthusiasm for the engagement. The attitude of government personnel also appears in the quality and thoroughness of the pre-solicitation documents, the RFP, and the exchanges with industry that result. If the government treats the process like a chore, and just tries to complete the tasks and steps as quickly as possible, the documents will probably be poorly written and lead to confusion and delay later on. However, if the government professional’s attitude is an earnest desire to request and receive industry help in solving a problem, then the documents and exchanges should more clearly reflect an atmosphere of mutual respect and cooperation. Simply put, the more work that the government puts into researching and preparing the solicitation documents, the smoother the evaluation and source selection will be. Therefore, a positive attitude about the necessity and importance of this effort, rather than a disgruntled manner, will better impact the outcome.
Similarly, the government’s attitude after contract award can be an important factor. Misunderstandings are commonplace, and issues will arise, no matter how thorough and deliberate the source selection process was. If the government personnel give contractors the benefit of the doubt and approach all of these issues in good faith, much of the potential friction will be mitigated. The government needs to keep in mind that the contractor was selected as the best offer in terms of value, and some appreciation for that successful effort will help keep relations positive and productive. If problems arise with the winning contractor, imagine the headaches that might have occurred if a different contractor received the award.
Of course, these attitudes and effects are also apparent and important on the contractor side. Contractors should approach their tasks enthusiastically, and should regard any issues or misunderstandings as minor bumps that can be smoothed over to the satisfaction of both the government and the company. Remember, the government is the customer, and customer satisfaction should remain a top priority. The government spends a tremendous amount of time and effort trying to ensure procurement integrity and pay fair prices for necessary services. So, it is entirely reasonable to expect that the contractor would operate in good faith, and be grateful for the work. It always irked me as a CO when I had to deal with a contractor that acted like they were doing me a favor when they performed the service they were being paid to do. I would not want to be an employer with ungrateful employees, and I sure did not like dealing with contractors that put-on airs about the nature of our business relationship.
In conclusion, even though most of the GovCon environment is dictated by clear process, procedures, and guidelines, a significant portion relies on the people and relationships that develop from the necessary interactions. Since contracting is a human endeavor, it is important to understand how human attitudes underwrite behaviors, and more importantly, how those attitudes shape the relationship, the work being performed, and the general environment.
