Much has been written about management versus leadership. There are many overly shared images about what characteristic leaders have versus those who are considered ‘just’ being a boss. Many books have been written on the subject yet we still find an abundance of poor leadership.
But what does it mean to be a leader in the GovCon world?
How can you lead a team of folks who mainly work on the government site and tend to identify with their customers (i.e. going native)?
How do you lead when your re-compete is up and you’ve got to reduce your team’s salaried personnel by 25% to win?
How do you enforce the rules and compliance in an overly regulated industry that doesn’t always make sense?
How do you continue to motivate and push your staff when you are beholden to 2% cost of living raises and a focus on keeping the multiplier down?
As you can already tell, there are a variety of situations that compound the already overwhelmed concept of leadership in GovCon. I believe there are many theories out there, but two common themes that have resonated with me are communication and authenticity. At the heart of practically every conflict or issue in this world is communication. If you cannot effectively communicate as a leader, even with the best intentions, you will fail.
What is effective communication? Saying what you mean, leaving nothing for wild interpretation and being authentic in your message. Hollow sentiments or glossing over issues will only come back to bite you. Having hard conversations is never easy, but it’s part of the job. If you must cut salaries to be competitive on a bid, say it. Say it clearly and unequivocally. Provide your rationale and allow for feedback, but make it clear that you are responsible for this decision. Take ownership and allow those looking to move on, an opportunity to volunteer if possible. Communication is vital but so is being authentic.
What is authenticity? Providing and promoting an image that is sincere and true to your character as a leader or a company. Employees, stakeholders, partners and clients can all spot a fake. You can fake it for a bit, but eventually your true colors come out and the damage will be near-impossible to correct. Instead of hiding your personality, embrace your strengths, and be yourself. The effort that it takes to hide or cover your personality can be better spend on leadership decisions and building a reputation on trust and authority. It is much easier to act on the truth than it is to remember and perform on a fallacy.
Regardless of your journey to leadership once you find yourself in a position of authority focus on solid communication and reputation based authenticity. Most companies that find themselves consistently winning awards and crushing the re-compete are those that excel in communication and authenticity. To effectively lead your troops into the GovCon space you must be clear and focused, always.