While his verbal missteps have been well documented, President George W. Bush has also recently contributed some new terminology: "using your capital".

The president has gone as far as criticizing his father's administration for not properly utilizing political capital that had been accumulated as a result of the Gulf War. Had this capital been used correctly, he asserts, his father likely would have been re-elected in 1992.

While the point can't be proven, Bush Sr.'s cause certainly wouldn't have been hurt by deploying his available capital. In reserve, it has no value and eventually, its potential benefits waste away.

So, what is capital, and how should it be deployed? Most often, we think of it in terms of money or assets, but capital encompasses much more. It can be good will earned from a client. It can be a competitive advantage with respect to other systems firms. It may be strategic relationships, with suppliers or even within the community.

The most important aspects of capital are recognizing it and knowing when and how (and if) it should be deployed to maximum effectiveness.

For example, in recent years, the firm I work for has been in the "Top 10" U.S. contractors, in terms of total sales, for several manufacturers. (And often number 1 for the state.) This fact alone is a capital opportunity, and here's how I’ve chosen to use it.

First, we have the clout to get the attention of these manufacturers, to make sure our input is heard, to rate extra effort if there's a problem. As a result of this capital, we're also often asked to test new products and are given the opportunity to be among the first users of these products.

Second, we share this information with our clients. It's included, not in bold headlines but certainly noticeable, in all of our proposals. Occasionally we also have the opportunity to work it into conversation with clients as well. They derive an added comfort level from knowing that they're working with a firm that "rates" on a national scale.

But... the trick is to convey this information while not coming across as arrogant. As mentioned, it's in the proposal, but not with a screaming headline. We bring it up in conversation, but only if it seems like an appropriate time, and always with context.

It's a delicate balance, where the information is part of your total package as a company. Just ranking high in terms of sales of a particular type of equipment really means little without being a piece of a larger puzzle that says you're a leading firm, one that works closely with and enjoys strong relationships with other leading entities like manufacturers.