I used to be so scared of flying that I would sit on a plane and breathe in a bag to deal with an anxiety attack. I forced myself to travel for business, but each flight was such a high-stress event that I would feel depleted, as if I had run a marathon. I felt as if I had to hold the plane in the air by sheer willpower the entire flight.
Have you ever noticed that even when companies know ahead of time about an RFP (when it will get released and what the subject matter will consist of), often times they are still not ready when it drops? The current state of the economy is forcing us to reduce the amount of resources we can engage for each effort, creating an environment that makes it difficult to deliver winning proposals.
We have to perform like Olympic athletes, winning against the competitors breathing down our necks, and rely on uncanny endurance to last through those 16-hour workdays. Michael Phelps said that “You can’t put a limit on anything. The more you dream, the farther you get.” Visualizing victory will help us push the limits of what’s possible. We have to always remember that we are here to get that contract, and not just throw together a compliant proposal by the deadline.
Change is nothing new in our industry. For many of us, it is a constant reminder that the Government is always trying to improve their processes and save money. IDIQs have been around for years and anyone that has worked a few proposals has heard the term and the horror stories that remain in the wake of a company working one. IDIQs are like a distant rich relative – we want the spoils that they can bring but do not want to deal with the hardships that must be endured.
My 7-year-old daughter, when working on a puzzle, knows to glance at the whole picture first, before starting to assemble the pieces. So, her process is to study the picture, and then find a corner piece to which she then starts adding pieces.
What separates outstanding proposal managers from mediocre ones is the ability to lead their teams in developing winning content on top of running a smooth process. No matter how compliant and attractive the document may be, most often it is the substance that will distinguish a winning proposal from the rest. Many proposal managers rely on Subject Matter Experts (SME) to create the substance, but most SMEs require guidance, facilitation, and significant rewrites in order to produce something innovative and compelling. Rarely is a proposal team blessed with a solution architect who can guide the SMEs. In the majority of cases, a truly top-flight proposal manager steps up to become that solution architect, to ensure that their proposal content shines.
As a proposal manager getting a proposal plan approved, I always found it difficult to get my management to approve a budget that was based on 40-hour weeks for employees and 50, 60, or even 70-hour weeks for consultants. It just didn’t look good: a consultant often cost more per hour than an employee, and got paid for every hour worked to boot. Yet, I managed to stay on budget and win. I would like to share how I did it with you.
