7602 Chapters
Medium 9781567263008

Chapter 27: Adherence to the Rating Methodology

Solloway, Charles D. Berrett-Koehler Publishers ePub

Acquisition officials are generally not required to evaluate proposals using the methodology described in the source selection plan. Both the Comptroller General and the Court of Federal Claims have recognized that source selection plans “generally do not give outside parties any rights.” Thus, if a particular source selection plan calls for an evaluation methodology using numbers, source selection officials can later decide to evaluate merit factors using adjectives instead of numbers.

One exception to this general rule would be when the rating methodology is described in the solicitation (see Appendix II for an example). In that case, a promise has been made and should be kept unless the solicitation is amended and contractors are given an opportunity to resubmit any proposals already received. In Frank E. Basil, Inc., B-238354, May 22, 1990, the Comp Gen opined that “agencies do not have the discretion to announce in a solicitation that one evaluation plan will be used and then follow another in the actual evaluation” unless offerors are informed and given the “opportunity to restructure their proposals with the new evaluation scheme in mind.”

See All Chapters
Medium 9781576750438

STEP TWO: AUDITIONING: Picking Great Partners

Bell, Chip R. Berrett-Koehler Publishers PDF

Do You Have the Capacity to Be a Great Partner?

Answer these questions candidly and thoughtfully. Your aim is to audition yourself to get a clear and honest understanding of the talent you bring to the dance.

What is your passion? Why are you really dancing this dance?

Recall a relationship that brought you joy and fulfillment. What assets did you bring to that relationship? What did people brag about?

If participants in the relationships of your life were to write your epitaph, and their goal was to capture the essence of the gifts and strengths you contribute to important relationships, what might they say?

When you are a part of a work team, how do you typically contribute, participate, or engage in it?

What are the positive adjectives your close friends would use to describe you?

Then the stage manager called for

“places” for the prom number. It was her big scene!

They began okay. But their routine quickly deteriorated. His stride was way too short, his turns much too slow. He seemed to be dancing a fast waltz, not the frenzied shuffle the number required. He was winded after two minutes . . . and there were still four to go. He almost dropped her during a vigorous spin, just as the director salvaged some of her self-respect by screaming, “Stop!”

See All Chapters
Medium 9781626566958

6 Co-Opt the Power of Others

Barlag, Phillip Berrett-Koehler Publishers ePub

Think of how often we see political infighting within an organization. Many times, people are asked to choose sides, and it becomes a battle of “You’re either with me or against me.” Careers and livelihoods fall victim to disagreements carried on between big personalities elsewhere in the organization. Those who straddle the line of neutrality can barely avoid getting swept up in the shifting tides. Sometimes, people just don’t have a side in a fight, and forcing an either/or choice alienates these poor souls who would have been useful regardless of the outcome.

In Caesar’s campaigns during the early days of the civil war, we see the benefit of a much more gracious and productive way of dealing with competing interests.

In chapter 4, we explored how Caesar bet on himself, making the decision to cross the Rubicon and bringing the awful possibility of a Roman civil war to reality (49 BC). Here is more of that story.

Normally, an invading army created a wake of destruction and bloodshed. The loot it acquired was considered to be one of the prime motivators for fighting. “Win and get rich” was a pretty simple manifesto. Besides, sacking one city sent an example to the others. But as Caesar advanced toward Rome, he and his army showed great courtesy toward the Italian cities they crossed. He wanted no ordinary Romans to come to harm. Caesar’s attitude was, “If you’re not against me, then you’re with me.” This more tolerant approach often softened the path in front of his army.

See All Chapters
Medium 9781609949686

6. Ensure Engaged, Empowered Employees

Stack, Laura Berrett-Koehler Publishers ePub

You’ve surely noticed that when you have more at stake and are more interested in your work, you’re more likely to do a better job (or at least try to).

Your team members feel the same way. Why should they spend their precious discretionary effort on the strategic goals you set when they don’t enjoy their jobs? That’s especially true if they aren’t encouraged or allowed to take the initiative to improve conditions or make those last-minute changes vital to timely strategic execution.

Wouldn’t you rather be surrounded by people who love their work and trust you to let them get on with their jobs without undue interference? In this chapter, I’ll show you some simple, common-sense ways to achieve that confident competence.

While you might be tempted at times, you can’t simply fire all the underperformers on your team, or you might not have much of a team left. A more effective solution is to encourage employee engagement—which, unless you’ve been living under a rock, you’ve heard a lot about lately.

See All Chapters
Medium 9781576753439

CHAPTER 7: The Creative Challenge

WIlliams, Dean Berrett-Koehler Publishers ePub

Sometimes, a group hits a wall. It can go no further or be more productive while persisting in its current practices. To break through the wall, transcend the current paradigm, and advance to the next level of performance, the people must create. Consider the following scenario.

Imagine that you are a senior manager in a large insurance company who oversees the claims-processing activity for the business. The previous four years has seen a significant slump in performance and productivity. You are getting signals from the market that your processes are not as efficient as your key competitors. “We have to change!” you tell people. “As far as I’m concerned, it is change or die.” But nobody knows what to do.

You think the solution lies in inventing a completely new type of working environment that would empower people to be creative, resourceful, and accountable. “We treat people like back in the dark ages,” you say. “It’s disgraceful. No wonder we have these problems.” You don’t know exactly what kind of work environment you need to create, but you feel it must be team oriented with minimal direct supervision, even totally self-directed.

See All Chapters

See All Chapters