What Michael Jordan can teach government contractors

Michael Jordan turns 50 this weekend, and the sports channels, particularly ESPN, are filled with highlights from his basketball career.

Arguably the greatest player of all time, Jordan has had a less than stellar career as a basketball executive.

And therein lies the lesson.

One of the interesting phenomenons that I’ve witnessed while covering the government market is how often a high-ranking government executive joins the private sector, but bounces from job to job. They’ll stay at the first place for six months or a year, then move on, and then move on again.

It seems to take a while for them to find their way outside of government. It doesn’t mean they don’t have skills or knowledge, or aren’t capable. It just means that the skills that made them successful inside government aren’t always the same ones that will make them successful as a contractor. And it takes time to figure that out.

Jordan was unsuccessful as a basketball executive with the Washington Wizards. His departure was ugly, to say the least. Now, he is struggling as the majority owner of the Charlotte Bobcats. It’s a tough transition for someone who is used to taking the ball into his own hands, and making things happen. As an executive, there is too much out of his control.

Once a senior official leaves government, they enter a new world where success is measured by wins and profits and losses. It’s a tough transition.

Of course, there are many examples of success, most notably Renny DiPentima, who retired from the Social Security Administration after a very successful career, and then joined SRA International, where he eventually became CEO, before retiring again.

SRA, in fact, seems to have developed a reputation as a good landing spot for former feds, training and mentoring them to make the most of their skills.

I think the key to success has two parts. First, the person has to understand that there is a change in status. When you retire as a two-star general and move to a position of a government contractor, your staff doesn’t move with you. You literally have to get your own coffee. Intellectually, you know that’s the case, but the reality is often a rude awakening.

Second, the new employer has to manage their own expectations of what a fed can bring to their company. What that is can vary greatly from individual to individual.

I guess both parts of the success formula are about managing expectations.

A path should be established to get the former fed to where he or she wants to go, and where the company ultimately wants them to be. It’s important that both sides understand what that goal is.

It would be a mistake to expect the person to deliver that result from day one.

So, the third part of the formula is patience.

Now that Michael Jordan owns his own team, the patience would seem limitless. He loves basketball, and as a fan, I hope he turns it around. I hope he makes the right decisions, and builds the Charlotte Bobcats into a successful franchise.

As a taxpayer, I have the same hope for former feds. I don’t doubt their dedication to the mission of government, and finding the right fit can bring success and profits to a contractor, as well as allowing them to serve the mission they love. We all win when that happens.