Category: Government Contracting

One of the most common questions I’ve heard over the years—across classrooms, consulting sessions, and leadership retreats—is this:

“How do I separate the important from the urgent?”

It’s a powerful question, and it gets to the heart of leadership. The truth is—you can’t always separate them. But you can prioritize them. I call this approach Priority Management.

Urgent tasks are constant. They show up uninvited, usually loud, and often tied to someone else’s timeline. Important tasks, on the other hand, are often quiet and easy to postpone—yet they’re the very things that move us toward our vision.

Why Priority Management Matters

Whether you’re leading a company, managing a team, or building something of value, the ability to focus on the important over the urgent is what separates high-impact leaders from overwhelmed ones.

Priority Management isn’t just a time management tactic—it’s a mindset. It’s a disciplined commitment to say:

“I will focus on what matters most—and let the urgent take its rightful place in line.”

Just because something is urgent doesn’t mean it’s yours to solve. And just because it’s loud doesn’t mean it’s valuable.

A New Model for Focused Execution

When we operate from a mindset of Priority Management:

• We move from reaction to intention.
• We align daily actions with long-term goals.
• We make space for creativity, clarity, and peace.

Dr. Townsend once said:

“Do the hardest thing first. Then do the next hardest thing.”
This simple strategy, practiced consistently, leads to lasting results—not just activity.

What’s Next

If you’re ready to shift from urgent to important, here are a few foundational steps we recommend as you continue your journey toward greater clarity and leadership:

• Clarify your highest priorities — Define the goals that truly matter and align your actions accordingly.
• Restructure your time around impact — Block space in your day for meaningful work, not just immediate tasks.
• Empower your team — Teach those around you to recognize the difference between urgency and importance.
• Pursue your goals with discipline — Commit daily to progress, even in small doses.

Priority Management is not about perfection—it’s about intention. When practiced with consistency, it becomes a habit that elevates both productivity and peace of mind.

Let this be your shift—from busyness to effectiveness. From reactivity to leadership. From urgent… to what truly matters.

Not every fire needs your bucket. 🔥

At SCM Consulting, we work every day with entrepreneurs and small business owners who are ready to level up and pursue contracts in the public and private sectors. One of the most vital documents for opening those doors is the capability statement. Whether you’re bidding on a local government contract, engaging with a large prime contractor, or networking with procurement officers at an industry event, your capability statement is your business card, your resume, and your value proposition—all rolled into one.

What is a Capability Statement?

A capability statement is a concise, one-page summary that outlines the core strengths and unique offerings of your business. Think of it as your company’s professional elevator pitch in document form. For contracting professionals, this document is often the first impression they’ll have of your firm. It tells them who you are, what you do, and—most importantly—why they should consider doing business with you.

As William Osgood, President of SCM Consulting, puts it:

“We can accurately say it is a corporate version of a resume, outlining the key indicators such as the company’s core competencies, past performance, contact information, unique selling proposition, and overall capacity.”

That’s exactly why we’ve developed a signature approach to capability statements: 3CP²—Capability, Capacity, Credibility, and Past Performance. It’s the formula we use to help our clients present a clear and compelling picture of their business.

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Who Needs a Capability Statement?

If you’re planning to do business with government agencies, large prime contractors, or within corporate supplier diversity programs, you need a capability statement. Period.

Government buyers, in particular, rely on this document to quickly assess whether a business is qualified to meet their procurement needs. The Department of Health and Human Services (HHS) outlines this as a must-have item in their “Get Ready to Do Business” guide, and nearly every federal agency follows a similar format.

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How Do You Write a Capability Statement?

The key to an effective capability statement is simplicity, clarity, and design. Here’s how to structure it using both the HHS recommendations and SCM’s 3CP² approach:

1. Capability (What You Do)

This is where you define your core competencies. Avoid generic terms. Instead of “janitorial services,” describe how you deliver “green-certified, secure facility cleaning for medical and government buildings.” This section should highlight your expertise in a way that resonates with your target market.

2. Capacity (How You Do It)

This section should give a snapshot of your operational strength:

• Geographic coverage
• Number of employees or crews
• Relevant certifications and licenses
• Bonding capacity and insurances
• Financial stability and readiness to execute contracts

Buyers want to know you can scale up and meet the demands of the contract.

3. Credibility (Why You’re Trusted)

Here, you provide social proof. This can include:

• Awards or recognitions
• Client testimonials
• Certifications (8(a), SDVOSB, WOSB, HUBZone, etc.)
• Industry affiliations or accreditations

Credibility reinforces the quality and reliability of your work.

4. Past Performance (Where You’ve Proven It)

Highlight previous projects, especially those that are similar in scope or size to the contracts you’re pursuing. Include:

• Project names
• Contract value
• Client (when allowed)
• Brief description of the work performed

Even if your past work wasn’t for a government client, if the scope and scale are comparable, it counts.

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Additional Must-Haves

According to HHS and best practices we’ve developed at SCM, your capability statement should also include:

• Company name and logo
• DUNS number (or Unique Entity ID)
• CAGE code
• NAICS codes
• Contact information
• Website and social media (if applicable)
• Business size and socio-economic certifications

And remember: design matters. A well-organized, visually appealing document will stand out more than a cluttered page of text.

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Final Thoughts

A great capability statement doesn’t just say what you do—it shows how well you do it, and why you’re the right choice. At SCM Consulting, we help small businesses craft capability statements that win attention and open doors. If you’re not sure where to start or want feedback on what you already have, reach out. We’re here to help you build the tools and confidence you need to grow.