Government bureaucracy is an easy target. It has been described as "the noble but hard job of trying to get anything done under a permanent condition of Murphy's Law." But GOVT inefficiency is often simply used as a scape goat for our own internal inefficiencies…
David Allen is famous for the GTD (getting things done) Methodology, which is a remarkable system improving personal productivity. But what happens when your main responsibility is to GTD through someone else or, worse yet, through a Contract Officer or Credentialing Manager?
We have found that companies often use the government as an excuse for protracted timelines that could be dramatically improved through some simple management. Here are some tried and true practices that dramatically improve government (and our) efficiency.
Blaming the Government is often an excuse for internal inefficiencies...
The customary method of communication with the government is email, a very passive form of communication. Not only are you dealing with an organization infamous for being passive-aggressive (simply ignoring or procrastinating), but much of the time you will not even know if (a) the person you emailed is even still in the duty seat, or on leave, (b) whether the email is even seen, opened, or read. Email is a very inefficient and unreliable tool for GTD.
Some years ago we were completing the security process for a provider at Elgin AFB and received no response from the Security Officer after repeated attempts. In calling around the security office we discovered that the person in question had been TDY for three months and the person replacing them had been waiting for an email account for 30 days.
The telephone is much warmer, personable, more urgent, and less avoidable. Not to mention that fact that, in most cases, it is quicker than writing an email. If no one answers there are two solutions: (1) put them on speed dial (you will need to do this anyway, see below), and (2) change the last digit in the phone number one up or one down – you will likely get their deskmate or officemate and you can then ask them "where is so and so?"
Like good goals, all good delegation (that is a collaborative phrase for our "partnership" with MTF employees) includes specific actions and a deadline. Work expands to fill the time allotted to it. We have discovered that things that are not done in 24-48 hours are seldom accomplished in 30 days. Phrases such as, "when do you expect to be able to get to that?" and "will you have the file ready for the next credentials committee meeting?" Better yet, ask "When should I get back to you on this?"
Such seemingly intrusive behavior done with a friendly, "how can I help?" attitude communicates worth, value, and appreciation for the government employee's efforts. Sending a bouquet when they act above and beyond doesn't hurt either? Imagine the impact in the credentialing office when a credentialing specialist receives flowers from a contractor! You might get reprimanded as "not appropriate" (we have), but it will not be forgotten.
This is in contrast to the all-too-common practice of sending an email and waiting two weeks to see what happens. The first call will be "I wanted to make sure you received my email," the second, "Just wanted to make sure you have everything you need," the third, "What is the anticipated timeline for completing the work?" Now you have surfaced a deadline, which will be the reason for the fourth call….and so on. As they say, "what gets measured, improves" and it is true even in a bureaucracy when it is measured in days, not weeks.
While this may seem like a lot of work, just remember as a Program Manager that every day a provider is not working represents lost revenue. Following these simple practices will not only make you indispensable to your company but also means that you cost the company nothing. This might just be a platform for discussing that raise you have been wanting.
John Kotter wrote an entire book on this subject as it relates to change, but the ability to create urgency is an art of universal business application.
These follow-ups often result in multiple conversations during which you can remind an employee who is by nature primarily focused on process and not results, that there is an important mission to achieve.
I will never forget such a conversation with a Credentialing Specialist with the Army. She was manufacturing complications and delays that had nothing to do with AR 40-68. I simply reminded her that we are on the same team and that "our mission is to provide excellent care for our soldiers, so let's just get this done." She did.
Urgency is a set of thoughts and feelings, as well as a compulsive determination to move and win now. Aim for the heart, not just the mind. Look for the element of every story that will compel employees into action. Make employees feel empowered, not stressed, to buy into the need for urgency. -Martin Zwilling
Suffice it to say that your optimum windows may not coincide with theirs. We had a client in California with chronic client (GOVT) management issues. We had to help them to understand that when they arrived at the office in the morning it is lunch time on the east coast. Contract officers are best contacted at 7 AM in the morning when they arrive at the office (4 AM PST). It may be necessary to make early calls once a week if you are working from Hawaii or the west coast. However, it is also useful to use a smart email client that will allow you to schedule emails during the ideal communication window so they are not buried in yesterday's emails. Recommended - (www.cloze.com).
The Government is a client and, like any client, must be managed.
And what about those ubiquitous emails? Without question, follow each telephone conversation with an email summarizing the conversation and use https://www.cloze.com/ as your email client since they provide "open" tracking!
KurzSolutions is the only RPO in the U.S. with extensive experience providing support in the Government Contracting space
