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A GOVERNMENT CONTRACTOR’S TEN COMMANDMENTS

A GOVERNMENT CONTRACTOR’S TEN COMMANDMENTS. Timothy Sullivan Thompson Coburn LLP 1909 K Street, N.W. Sixth Floor Washington, D.C. 20006 (202) 585-6930 tsullivan@thompsoncoburn.com. Why Do We Need These Commandments?. Because Government contracting is a risky business

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A GOVERNMENT CONTRACTOR’S TEN COMMANDMENTS

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  1. A GOVERNMENT CONTRACTOR’S TEN COMMANDMENTS Timothy Sullivan Thompson Coburn LLP 1909 K Street, N.W. Sixth Floor Washington, D.C. 20006 (202) 585-6930 tsullivan@thompsoncoburn.com NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  2. Why Do We Need These Commandments? • Because Government contracting is a risky business • Statutes, regulations, complex technical requirements and demanding customers NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  3. Smart business people develop habits and rules on which they rely • Sometimes you have to break the rules, but that is where experience, judgment and timing enter the picture NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  4. I. Thou Shalt Do Thy Homework • Learn about your customer • Study the solicitation • Prepare thoroughly for negotiations NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  5. II. Thou Shalt Study Thy Adversary • Learn as much as you can about the people you will be dealing with • Always take the time to put yourself in their shoes • Think through their arguments and be prepared to respond to them NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  6. III. Thou Shalt Time Thy Approach • In this business, timing is everything, and deadlines are critical • Knowing when and how to approach a contracting officer can make a difference • Consider the timing issues before you take action NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  7. IV. Thou Shalt Have Alternative Plans • This is not negative thinking; it is defensive thinking • Always explore your alternatives before deciding on your course of action • The stronger your alternatives, the stronger your negotiating position NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  8. V. Thou Shalt Know Thy Rules and Regulations • The regulations have the force and effect of law • Never assume that the Government people you are dealing with know the regulations better than you do • Don’t think that your role as a subcontractor somehow insulates you from your need to know the regulations • Stay current on the regulations NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  9. VI. Thou Shalt Avoid Political Intervention • Your congressman and your senators are not your local Washington representatives • Agencies really don’t like to hear from them • Usually, not a lot gets accomplished • Only use political intervention as a last-ditch effort NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  10. VII. Thou Shalt Avoid Hostility • Forget the “John Wayne” image • Never make a personal attack • Understand that people don’t forget these things and that some people can hang around an agency a long time NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  11. VIII. Thou Shalt Play Dumb When Necessary • People will treat you better if you don’t come across as a know-it-all • You can get a lot more using honey than you can with a baseball bat NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  12. IX. Thou Shalt Be Prepared to Reciprocate • Judges and lawyers will argue with this, but accommodating each other is as important in a Government contract as it is in the commercial world • Not everything can be documented, and there are times where you just have to trust the other person NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

  13. X. Thou Shalt Not Stereotype Thine Opponent • This is a big problem in our business • Relationships matter • Until your opponent shows you that he is lazy, stupid, dishonest, etc., you have to trust him NCMA World Congress 2006 : Achieving High Performance in Global Business: Leadership, Outsourcing, & Risk Management

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