Federal managers, especially those involved in procurements, say that they want to have a lasting impact and leave their organizations better off than before they came. Most start out with grand plans, an open mind, and a real desire to make positive changes.
But then something happens… The change is much harder than they realized, or they come to understand that their organization is more interested in avoiding trouble than making things better. They may start to implement a new system, but when it doesn’t really achieve the goal, and it becomes more trouble than it was worth, they give it a rest. Or the whole process is just too burdensome to begin in the first place. So risk aversion becomes the goal, not transformation. Managers become discouraged, hold the line, and fire up the retirement clock to count the days.
But what if you really could have an impact?