But First, Pull the Fire Alarm Here to Stop a Continuing Resolution Fiasco

Congress is once again fumbling with how to get out of the budget corner they’ve painted government and industry into. Punt for another month and revisit the Continuing Resolution (CR) again in April or, worse, extend the CR through the end of September? Those are the two distasteful options being considered.

The current CR is known to be costing the government no less than $100 million per day in new costs, not to mention the disruption of delayed awards and stilted decision making in program offices.

Congress will vote to do something next week or face at least a limited shutdown. Make your voice heard by communicating with your members of Congress how these delays hurt your business.

Now on to regular newsletter programming…

Many executives believe they are aware.

They attend meetings, nod in agreement, and stay engaged. It can be easy to believe we’re genuinely present but merely going through the motions of business as usual and performing our role. At the lowest energy level, we’re simply drifting along, carried by the gentle current of a lazy river.

Anthony De Mello, in Awareness, suggests that many individuals are simply following routines rather than being truly conscious. In Government Deals Are Funded, Not Sold, I identify a similar condition where lack of situational process and communications awareness prevents companies from maximizing federal results. In Million Dollar Influence, Alan Weiss and I describe self-awareness and awareness in the moment as keys to one’s ability to influence outcomes.

True awareness can allow an individual to view situations more objectively and less emotionally. We recently witnessed a multi-sided and completely avoidable situation in the Oval office when President Trump, President Zelensky, and Vice President Vance let their emotions interfere with an all-but-agreed and defined peace deal. They were present, but they lost their awareness of why they were there to begin with. This, of course, is the opposite end of the spectrum–highly charged.

To enhance awareness and effectiveness, consider these five steps:

1. Question Routine Actions: Re-evaluate habitual actions by asking: “Is this approach still valid? Is it effective and working for our objectives?” I note that companies often repeat the same pitches year after year without recognizing changes in congressional funding priorities and the government’s shifting strategic objectives. Weiss and I argue that true influence requires questioning assumptions and adapting strategies.
   
   
2. Observe Carefully: Meetings involve both spoken and unspoken elements. In lobbying, it is crucial to identify the influential players, not just the most vocal participants. Million Dollar Influence underscores the importance of listening attentively to understand who really controls funding decisions. Often it’s not “the person in charge.”
   
   
3. Adapt to Changes: Government funding cycles and policies evolve. Executives need to adjust their approaches accordingly. In Government Deals Are Funded, Not Sold, I point out that treating government sales like commercial sales can lead to misunderstandings about funding processes and result in missed opportunities. Weiss and I emphasize the necessity of updating strategies to maintain your own influence. Today we hear a lot of change, efficiency, and reorientation. Are you deciphering where real change differs from distracting slogans?
   
   
4. Examine Assumptions: Regularly review beliefs, strategies, and assumptions. Determine if decisions are based on current realities or outdated views. Evaluating whether the right decision-makers are being targeted is crucial. Weiss and I highlight the importance of challenging one’s own thinking to effectively influence others. This requires thoughtful practice, but doesn’t have to require a lot of time. Once you self-reflect, execute with confidence.
   
   
5. Stay Present: Being fully present during important conversations fosters trust and strengthens relationships. De Mello reminds us that only we control our reaction to a situation, simplifying the point, “if you bang your leg walking into a table, the table is still a table,” regardless of how you react. The point is to control your emotions.
   
   
   How often do you see someone in a meeting or negotiation use emotion in an effort to control the situation? How often do they succeed? I contend, not often.
   
   Awareness involves not just noticing changes but responding proactively to them. Staying alert, adaptable, and centered can help executives navigate the complexities of their roles more effectively. It takes some practice and can begin today with the simplest of steps–start by listening. Oh, and turn the smart phone over while you do so.