The Color (Team) of Conflict Capture Mediator 3 - Conflict in Color Team Reviews
Welcome back to the Capture Mediator. In our first post, we discussed the definition of conflict and how it’s not always the destructive force it’s made out to be. After that, we talked about how conflict roles and behaviors link to GovCon sales cycle roles. In this post, we’ll set the stage for scenarios and use cases that you can apply in your work.
We all know how hard review sessions can be. This is especially true in the classic model – in-person, on-paper. Hours around a conference table going over every detail of the document. All your key decision makers are there as well as leads from subcontractors. For many of them, this is the first look at everything you’ve been working on for months.
I presented a paper on these meetings while I was in GMU’s conflict program. A professor from the doctoral program asked if they could bring candidates in for field training. It’s a practitioner’s dream environment – almost better than a divorce or a war.
Imagine this is the biggest opportunity of your career. Three years of positioning, countless hours spent “shaping” the procurement, massive B&P expense, and tens or hundreds of millions out there for the grabbing. It all comes down to this document.
You’ve been running capture for over a year and your proposal manager is a pro – running the process perfectly. You’re at the table to advocate for the customer (remember the roles we talked about previously). You’re also there to make sure the review runs smoothly and productively.
Meanwhile, you have a lead engineer who built a solution set months earlier that the new RFP isn’t asking for. They’re still pushing that old, non-compliant solution.
You have a team full of small and mid-tier companies who all think they should have a bigger piece of the pie. Many of them used to own the work before this consolidation and have been demanding 100% access to the document throughout – making every daily stand-up call into an argument with the proposal manager.
Add to that a brand-new COO who has been nothing but abrasive with everyone, trying to prove themselves. They’ve gotten into multiple arguments with both the engineer and the proposal manager.
Your amazingly qualified pricing specialist turned in their notice two days ago and is all but checked out. Your contracts shop is in turmoil and hasn’t gotten the teaming agreements finalized.
Your CEO and your President are married, at least they were until about a month ago… Did I mention this is Red Team?
I love the smell of conflict in the morning!
It may seem like I’m setting this up as an impossible circumstance.
Conflict is like this – fluid, dynamic, existing at many levels. We aren’t going to get to a resolution on many of the issues at hand. After all, the proposal is due in 10 days.
This story is going to be the template for our discussion of conflict over the next few installments. While we wait for the next one, please let me know what kind of situations you’d like to cover. Where do you experience conflict in the sale cycle?
Manage Conflict in Your Team
Conflict happens in every organization and team. When managed properly, it can be a force for good. We offer in-person and online training, consulting, and direct conflict intervention. You can harness the power of transformative conflict resolution to revolutionize your business.
Contact us today to find out more.