We offer a woman’s and a man’s-eye view of the Feast of Saint Valentine …
You want how much for those flowers?! Love it or hate it, Valentine’s Day has become part of the global calendar and good luck ignoring it.
Shopfronts are dining out on the day, while emails advertising spray tans with headlines like ‘Fake it for Valentine’s Day’ are sliding into your inbox.
But we want to pop a different spin on it. A woman’s perspective on the day up against a man’s perspective. And while Emily and Dave don’t speak for everyone, you may see yourself in some of their thoughts.
Woman’s-eye view: A day of celebration and (very) high hopes
I secretly love this day and if I ever pretend I don’t or that I’m ignoring it, it’s only out of self-preservation.
You see, unlike Dave below, I am not married. I am single. Valentine’s Day can serve as a reminder that you’re not with anyone and the only flowers you’re buying are ones ‘to you from you’.
I am a die-hard romantic. The Notebook to me is still the best movie of all time (forget the fact she cheats on her fiancé). And Titanic will never sink in my heart.
So it only follows that I have high hopes for this one day of the year.
Last year I was given the loveliest bunch of flowers by a guy I was seeing with a note in French (yes, he was French). I doubt that will be bettered this year.
But I live in perpetual – unrealistic! – hope that the guy I went on a few dates with recently . . . whom I’m not overly into . . . will suddenly have a moment and think, yes I want to spend $90 on roses for Emily and get in touch with her colleagues (whom he does not know at all) to find out where she works and at what desk. So the flowers can be delivered to her right there.
Okay, in reality the chances of that are slim.
So I thought why not take matters into my own hands and be the ‘giver’. I mean, who said that was just a man’s job?
Women as the givers
I got ahead of myself recently and went out with a guy a couple of times, decided we were certainly going to end up together and proceeded to order his Valentine’s Day gift from Amazon a whopping four weeks ago.
Yes, I did that.
He was a doctor working with heart surgeons. So I found a lunch bag with ‘Live organ for transplant’ on it. The idea was to have it delivered to him with a six-pack of beers in it with ice on top.
I would have him come to reception at his work to collect it and when he opens it and sees ice on top (like a real organ would have) he would freak out . . . and then suddenly find the beers and think it was literally the best (and most memorable) Valentine’s Day gift ever.
But after date four recently I decided it wasn’t meant to be – and now my colleagues have to open the work fridge to see a ‘Live organ for transplant’ lunch in there every day.
As I said, I’m a die-hard romantic. Here’s hoping for the flowers and even if that doesn’t come about I still have my ‘live organ lunch bag’.
Love, Emily x
The man’s-eye view: The day of the year on which more people break up than any other
I don’t wish to throw a wet blanket on what has become a global celebration of love and romance, but Valentine’s Day – otherwise known as the Feast of Saint Valentine – does nothing to whet my appetite, or make my heart flutter.
My friend Kev has a restaurant in New York, and he maintains that Valentine’s is every restauranteur’s nightmare. A sea of two-top tables waiting for couples who barely speak to each other at the best of times but feel obliged to have that special night out together.
Kev says that the sight of couples holding hands across the table and gazing longingly into each other’s eyes is as rare as hen’s teeth in his gaff. Comparatively very little food or booze is ordered and invariably one person is left to pick up the bill or storm out without paying.
Apparently, more people split up on Valentine’s Day than any other day of the year.
The best thing about Valentine’s Day for me was the birth of my youngest daughter, Saskia. I love her to bits.
The downside of her joining us on 14 February is that she insists on being taken out for dinner on that night.
I have tried to persuade her to have two birthdays (a bit like the Queen) just to avoid the misery meal. Not a chance.
Romantic meals – no thanks
So we’ll be in TGI Fridays (certainly not my choice) in Guildford, Surrey, UK – witnessing young people with soon to be arthritic thumbs communicating with friends who are not in the room rather than enjoying the company of the person they are about to split up with. What fun!
I do enter into the spirit of Valentine’s Day, however, and remember to buy a card and some flowers for my wife – who has a heart of stone and always forgets.
No, please, I am not craving sympathy. The end of 14 February for me will be spent in the company of talkSPORT Radio and a bottle of 12-year-old Macallan!
So, in the words of the song from The King and I, ‘good luck young lovers wherever you are’ – or something like that!
Love, Dave x
So where do you fit in? Do you agree with Emily or Dave? And what are your plans?
Whatever you do today, enjoy it. And remember that love in any form is something to be celebrated.
What key steps can you take limit the potential effects of the coronavirus on your organisation?
In China on 9 February the world received news it didn’t want to hear.
The number of confirmed deaths from the coronavirus has now overtaken that of the 2003 severe acute respiratory syndrome (SARS), with more than 1000 casualties.
In addition to that, the virus is spreading at an alarming rate. There are now more than 40,000 confirmed cases. And this number is increasing as much as 20% every day.
While the virus is terrifying from a public health perspective, it’s also alarming in terms of your supply chain. Wuhan, China, the epicentre of the virus and now a city in total lockdown and complete disarray, is one of the world’s largest industrial hubs.
Here’s how the coronavirus is affecting global supply chains – and what you can do about it.
Production delays and factory closures
If you’re currently manufacturing anything in China, especially in the Wuhan area, you can expect significant production delays.
Fashion fit innovation company Alvanon, who manufacture dress forms in China, has issued a statement saying:
‘We expect at least a four-week delay on physical goods that have already been paid for. Our factory is currently closed, and while we are doing all we can to minimize delays, we currently do not know when it will reopen.’
Currently, all public gatherings in Wuhan are forbidden. All factories and public places are closed. The flow of goods in and out of the area has come to a halt.
Reduction in freighting capacity
The coronavirus is now confirmed in more than 23 countries. And the world’s airlines are responding by cancelling flights to and from China.
Airlines all over the world have ceased some or all of their China freight routes.
Sea freighting is also likely to be affected. If you have goods in transport from China, there may be significant delays in them leaving major ports. And when they do leave, there’s a risk that crew will become ill on the journey.
Freight is not the only thing that needs to come and go out of China. People also do, for business or leisure.
The restrictions on flights will start to impact business agendas.
Many international companies are shutting down their offices in China and restricting all travel.
Commodities market and the broader economy
From a supply chain perspective, what’s most concerning about the effect of the coronavirus is the already devastating impact it is having on the commodities market and the broader economy.
As one of the world’s largest consumers of commodities, decreased demand in the Chinese market has now caused many commodity prices to slump. Copper has fallen 12% and crude oil 10%. The Bloomberg Commodity Index has taken a 6% hit. Analysts expect these decreases to continue.
How can you manage the risk coronavirus represents for your organisation?
Justin Crump, Procurious consultant CEO of Sibylline, a world-renowned risk management consultancy, recommends that procurement takes the following actions immediately.
1. Understand cascading supply chain consequences
‘You need to understand more than just your suppliers,’ says Justin, ‘as it will be second-order problems that bite when you think you’re okay.’
To do this, Justin recommends you dig further to understand supplier dependencies.
A great way to do so might be to survey your suppliers. Test their exposure to the virus, and then try and mitigate any issues early.
2. Stockpile if you can
It might be too late for some, but Justin recommends that everyone who is able ‘tries to stockpile while you still can’.
This is difficult for those practising just-in-time manufacturing.
But Justin thinks that if you can still action this advice you’ll benefit – as oil prices are substantially lower due to a steep fall in demand.
3. Invest in resilience
Procurement should never be reactionary when it comes to risks, Justin reminds us. ‘But now, more than ever, you need to invest in resilience.’
Justin believes this ‘resilience’ needs to come in multiple forms.
For example: • look into alternate suppliers – and move now to get ahead of your competitors • consider impacts on staff, families and customer relationships • think long-term about how travel and freighting might be affected
4. Consider the bigger economic picture
It’s tempting to focus on the now, Justin says. But it’s important to consider the bigger economic picture and how you might need to mitigate that risk (if that will even be possible).
5. Appraise the effect on international relations
All large businesses depend on international relations to a degree Justin says, ‘so the effect on international relations shouldn’t be underestimated’.
Justin thinks it’s important that we don’t rest on our laurels and just assume business will continue as usual.
‘What I see happening is that China is quietly blaming the US in some circles for the outbreak, calling it a deliberate attack,’ he says. ‘Likewise, the US is using this to encourage businesses to pull out of China.
‘China blaming the US feels like more of an insurance policy to deflect criticism from the regime, but still . . . it’s a reminder that the global network is under threat.’
So bear in mind Justin’s analysis and consider taking these 5 steps to limit potential supply-chain difficulties resulting from the coronavirus.
What effects are you seeing on your supply chain from the coronavirus? How are you managing risk? Tell us in the comments below.
Interested in more hot tips on how to improve your supply chain approach and get more productive? Join the Procurious community of 37,000 members where you’ll find daily inspiration.
Influence comes in all forms and from a variety of different sources. But, in the digital age, is the nature of influence changing? And how might it change further over the next few years?
does influence look like in your life? Who are the main influencers? Depending
on a great number of factors, including your values, norms, gender, race and
age (amongst many others), the people who have influenced your life to this
point represent a very diverse cross-section of society. And it’s likely that
these influencers will change over the course of your lifetime.
people find and consume information has changed drastically in the past decade.
The relentless growth of social media and digital channels for data, news and
opinion has provided new sources for people to use. This has, in turn, led to
the growth of digital and social media ‘influencers’, all of whom offer
something slightly different and command a different audience.
this series of articles, I’ll look at what influence is and who the influencers
are in the digital age and why this might seem paradoxical. I’ll cover the
notion that the power of influencers may be on the wane, before concluding by looking
at the divergence of this versus procurement influencers, and how procurement
can leverage this thinking to grow influence in the right places.
has been plenty written about influence in the past (including articles here on
Procurious), including looking at how individuals can measure and increase
their own. To provide a bit of context for the whole series, first we need to
provide some definitions on our key terms.
defines ‘influence’ as, “the power to have an effect on people or things, or
a person or thing that is able to do this”. When we
consider influence in our lives, what does this look like? It could be things
we read, see and engage with on a day-to-day basis, or something that resonates
are usually delivered or underpinned by an ‘influencer’ – “someone who affects or changes the way that other people behave”. In
our lives, this could be anyone from parents, family and friends, to
colleagues, peers, celebrities and/or global figures.
It could be argued that this definition is more
traditional, yet not necessarily outdated. In the digital age, the term might
be better defined
as, “a person with the ability
to influence potential buyers of a product or service by promoting or
recommending the items on social media”. We might not all be consuming a product, but the influence is there
does this mean for individual people and how they are influenced? Is it
changing the nature of influence? This is still up for debate.
The Changing Influence Environment
the public’s consumption of information 50 years ago. This is long before the
advent of the Internet and 24/7 connectivity and long before social media was
even first considered. There was the print media and the original three
channels on the TV. What seemed like a broad spectrum at the time now looks
at this time would probably have been local or national, rather than
international. The range would have been limited to those people who were well-known,
who appeared on TV or radio frequently and were considered as experts in their
fields. We’re talking here about politicians, celebrities, businesspeople or
2020, we have a world of information at our fingertips all hours of the day and
night. We can connect with individuals in all walks of life, discussing and
sharing about more topics than we could think of. These new influencers are
freely accessed on social media and can create a large-scale, global audience
fairly easily (comparatively to 50 years ago anyway).
News, Media & Video
changing nature of how we consume media and content has enabled more
individuals to gain traction in the social media environment. YouTube is a
massively popular platform for the new generation of influencers. Ad sales
alone in 2019 generated $4.7 billion
(£3.62 billion) for parent company Alphabet.
It’s easy to see why when research shows that two-thirds of Millennials prefer YouTube to
traditional television, and that there are over 1 billion hours of online content
viewed daily. For an individual to get started, all they need is a computer, a
social media account, a camera and/or microphone, some basic editing skills and
better be a good ‘hook’ though – 20 per cent of social media users admit that
they will stop watching a video if it hasn’t hooked them in the first 10
influencers this means that they need to know how to attract and retain their
audience, but also produce quality content. For some, it will be enough to
share their knowledge. Others will only gain a small audience, or a larger
audience over a longer period. But a minority will gain thousands of followers
quickly, and become recognisable ‘influencers’.
Social Media – Gen Z’s World?
brings us to our individuals and influencers-to-be. On social media, they are
categorised in three groups:
Micro influencers – offer
authority on a specific and narrow niche, generally with smaller audiences
(10,000 people or less). They can be a useful group for marketers as they are
more affordable and have higher levels of engagement.
Power middle influencers
– have audiences ranging for 10,000-250,000 people and likely already have
experience working with brands.
Macro influencers – these
are the digital celebrities on social media, with an audience of over 250,000
people. Their potential reach is huge, but they are more costly for marketers
and have a lower engagement rate.
celebrities make up a large percentage of the ‘macro’ influencers, then we can
consider the ‘power middle’ as the new generation of influencers. And this new
generation is largely made up of younger Millennials or Gen Z (those born since
1997). In 2018, the top 10 highest earners on
were all, apart from 2, under 30.
highest earner was Ryan Kaji, who stars in the ‘Ryan’s World’ channel, with earnings of $22 million. He’s 8 years old. It’s no wonder that children and teenagers
galore think that being an influencer is a career route they want to take.
this then give credence to the idea that the world of social media and digital
influence belongs to Gen Z? It’s an interesting question that provides us with
an interesting paradox.
A Matter of Gravitas? Or Consumption?
influence in the past has been related to experience, knowledge, gravitas and
global renown (not necessarily traits only found in older people), then how is there more prominence for younger influencers despite having (theoretically)
less to offer?
list of the “must know” influencers in 2019. You could argue that older
generations are being squeezed out of influencer circles in the digital world.
This could easily be linked to how younger generations consume their media and
content. You could also argue that, in the digital world, there is room for all
to exist. An older generation of influencers could attract an older generation
of followers, assuming these followers consume their content digitally.
However, this generation may already have missed the boat as social media influence shifts again. As the digital world continues to evolve, so does the nature of influence and its perception. So, is this generation too late? Or could they stand to benefit just as much as the game changes again? We’ll cover this and more in the next article in this series.
To hear from top procurement influencers, be sure to join up and be part of the Procurious network. With 37,000 members, this is the place to gain knowledge and insights into the latest procurement and supply chain matters.
The bushfire crisis has devastated Australia. But how has it affected our jobs and our organisations? We spoke to members of The Faculty’s Roundtable program to see what the impact had been and how they’d managed.
Whenever the need arises, procurement steps up. And during the recent unprecedented Australian bushfires, the situation was no different: procurement professionals from across the country, in roles from analyst to CPO, took the crisis under their wing and worked hard to manage huge and urgent projects, doing everything from sourcing safety masks to visiting impacted sites and absorbing, first-hand, the horror of the situation.
The fact that the bushfire crisis is a procurement-related issue is of little doubt, so much so that it’s made international headlines. In a case that is yet unresolved, Australian charity The Red Cross has been criticised for not distributing funds quickly enough to those in need. Yet The Red Cross has fiercely defended their work, saying, in a statement we can all relate to: ‘We must manage the money so we aren’t scammed…we need to protect funds.’ In times of crisis, supplier vetting and proper process is just as, if not more important, according to The Red Cross and other charities, especially given the public pressure to ‘spend with them,’ an initiative that encourages all Australian people and companies to spend as much as possible with bushfire-affected communities.
The Red Cross might have made the headlines, but how are we, as procurement professionals for some of the world’s leading companies, doing behind the scenes? We surveyed procurement leaders from members of The Faculty’s Roundtable Program to see what impact they’d made, how they coped and what they were proud of in this time of crisis. Here’s what they told us.
The impact of the bushfires
There’s no doubt that the bushfires have had an impact on procurement, and this impact has been felt most for our members in the insurance, banking and service/utilities industry.
For one member in insurance, the procurement team has been pivotal in increasing resourcing to areas that are making claims. Yet with this, they’ve treaded carefully with suppliers:
‘[In times of crisis, like these, my team have ensured] suppliers in fire regions are being treated sensitively.’
For another member in utilities, the crisis has forced them to consider a few of their policies and plans:
‘The bushfires have really made us stress test our Disaster Recovery plan and rethink our emergency sourcing process.’
‘They have highlighted the critical importance of having a solid, reliable and trusted supplier partner to meet all of our urgent demands.’
On the issue of suppliers, many procurement teams have had to adjust their approach. One, in the services industry, has made a concerted effort to follow the ‘spend with them’ mantra:
‘[For this crisis in particular], there is a strong imperative to use local suppliers and providers, including trades, cleaners etc. This is to ensure that any investment in rebuilding these communities comes from the communities themselves.’
For others, like this member in the banking industry, it’s been more about alignment, agility and innovation:
‘Right now, we’re focusing on who can mobilise fast and solve issues.’
‘In a crisis, it’s not so much about being perfect as it is about getting in and trying something to see if it will work. Organisations that can provide solutions by quickly connecting people and resources are more valuable than providers who take time to line everything up and have the ideal outcome in a bureaucratic fashion.’
For other members, it was simply an issue of availability. Two members, both in the utilities industry, simply said that ‘resource availability’ was their focus when selecting suppliers.
While the bushfire crisis – and, indeed, any crisis – is a busy time for procurement, a number of our members have achieved great things. For a member in the services industry, they were able to make a substantial frontline impact:
‘[Our team has helped] deliver a number of significant outcomes, including bussing people from fire-hit areas to evacuation centres and providing them with catering and other services when they arrived.’
Another member, from the insurance industry, has gone the extra mile to look after their suppliers:
‘We reduced supplier payment terms to those located in fire regions from 30 days to immediate.’
Each member has contributed, but a member from the banking industry has gone above and beyond, ensuring that they assist from a charity and staff perspective:
‘We are currently working with WorkVentures, a social enterprise that refurbishes laptops. We’ve funded them to refurbish 5,000 laptops to provide to the Salvation Army, who will distribute them in affected areas. This has such far-reaching implications; it will help environmentally, as well as with community disaster relief and disability employment.’
‘In addition to this, we’ve established a $1.5 million funding packing, which includes customer/employee grants, recovery support, relief packages and unlimited paid leave for volunteers.’
A strategy focus?
Given the increasing expectation on procurement to be a strategic business partner within organisations, many procurement teams took the crisis as an opportunity to use their strategic prowess.
Yet some didn’t consider strategy at this particular time. A member in the services industry told us:
‘At this point, the operational requirements far outweigh the strategic requirements.’
Other members disagreed though, with many making strategic contributions. One member in the insurance industry has used the crisis to start focusing on a long term-issue:
‘We’re now strategically elevating climate elements within our procurement operating model.’
Another member, in the transport industry, is using the crisis to make critical future preparations:
‘After this crisis, we’re now in the planning phase for emergency preparedness and response. We are reviewing our supply market, preparing for activity.’
Do you relate? How has your procurement team been affected by the Australian bushfire crisis, or other crises you’ve experienced? Tell us in the comments below.
The Faculty’s Roundtable Program gives leading procurement professionals at member organisations the opportunity to learn, connect and access industry-leading research, networks and knowledge. Collaborative in spirit, the recent bushfire crisis was yet another example of where our Roundtable community was able to band together to support each other, share best practice, and drive positive outcomes for their organisations and our profession.
We can teach ourselves how to politely decline that unwanted extra work and save our energy for when it’s needed.
Do you find yourself taking on more and more work? Are you one of those people who gets dragged into every project? The one others always ask for help?
If you have people-pleasing tendencies or find it hard to say ‘no’, then read on.
Often people-pleasing comes from a well-meaning desire to help and be useful. Psychologists would say that it has its roots in an individual’s requirement for external validation and a need to be liked.
I’m a recovering people-pleaser myself. And I know the difficulties in saying ‘no’ at the office are not limited to those who have a deep psychological need to be validated.
I have seen it pop its head out to say ‘hello’ in many different work situations.
At work, fear of saying ‘no’ can be driven by a desire simply to keep your job. Or to be well placed for promotion. But accepting every little task can soon lead to feeling overwhelmed – and to burnout.
Claw yourself out of the hole
Healthy self-awareness will help create strong boundaries to ensure that you are in the driving seat in your career. And that as far as possible you control how you are treated at work.
If you understand your values and your career drivers you can use these as a compass to navigate what you will and won’t get involved in.
Recognise your communication style and preferences.
Be aware of your triggers and needs.
Check your job – what do you get paid to do?
What is your core role and its required tasks? Boil it down to the three most important core components of your role.
What extra stuff that is not in your job description do you do anyway? Assess that list. Does any of it come from perfectionism? Being a people-pleaser? Not wanting to say no or renegotiate?
Once your job is boiled down to its core components, write it on a post-it note. If you can’t fit it into three bullet points on a post-it note then keep refining until it does.
Your post-it note is what powers you, it sticks in your pocket all day.
Communicate with your manager about what you’ve learned. I have done this many times in my career and in the past with this exercise I have:
Received a promotion
Demonstrated the need for new staff (three additional staff hired)
Gained a new job title
Been offered an out-of-cycle pay rise.
I’m not guaranteeing these outcomes for everyone but they’re more likely if you can explain what you’ve learned.
Power yourself up
Think of it like armour.
If you need help learning to say ‘no’, you’ll be pleased to hear that you don’t actually have to utter that terrifying word.
Make sure you understand what your core focus is. Then anything that doesn’t align begins to stick out like a sore thumb.
INCOMING! Here comes Shirley trying to get you to do her work again.
What does your post-it note say? If it’s not your core role, then move on to another victim, Shirley. ‘Thanks for the offer, but I’m focusing on my priority areas at the moment, working towards multiple deadlines.’
INCOMING! A shiny new opportunity has revealed itself, but your time would be stretched if you take this on as well as everything else.
Ask to be on the steering committee, which is only a 1-hour commitment once a month. ‘That sounds fantastic, I would love to be involved. I’m at full capacity at the moment. Is there a way I can be involved that wouldn’t be so time-intensive?’
INCOMING! Your boss asks you to do 50 things by the end of the day.
Take out your list of core tasks and ask what they would like you to stop doing in order to accommodate the new tasks.
Spring-clean your job.
Get clear on what it is that you do and boil it down to 3 bullet points.
Wear these like a badge and assess anything incoming against this.
Hold your boundaries firm and reject anything that’s not in alignment.
Use these tips to clarify what inspires you and the core functions of your role. This empowers you to say ‘no’ and make the most of your time.
And if that isn’t enough to entice you to watch along, we’ll leave the final words to those from some past events.
Big Ideas Sydney 2018 – Live from the sidelines
Question: What does it take to be an influencer in an organisation?
Big Ideas Chicago 2019
Question: What’s the most exciting social or environmental change you’ve been able to drive in your career?
Have we enticed you enough already?
If you’re ready to hear Woodward’s electrifying keynote speech plus much more then register here now.
The let us do the leg work while you gather intel and new ways of
thinking to drive your business forward this year.
Make 2020 the year of the new idea. We are.
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Negotiating your salary can be scary… but not doing so can be an even bigger risk and really add up over time.
Money. We all might agree that it doesn’t buy happiness at work and it’s far from the most important benefit in our jobs, but still, it’s a big indicator of the value we bring. And while as procurement professionals, we’re more than happy to put on our poker face, sit at the negotiating table and secure the best deal for our business, many of us are less inclined to employ these tactics when it comes to our own pay rises.
Negotiating for ourselves is challenging, and research shows an incredible two-thirds of us never do it. In a perfect world, we wouldn’t have to – our hard work and effort would be automatically rewarded. But our jobs, just like our supplier negotiations, are about business, so it follows that we’d need to regularly present our business case to secure the best deal.
Doing so can be scary, but not doing so can be even scarier and over time, really add up. An example: a study conducted by Linda Babcock showed that only 7% of women attempt to negotiate their salary, as opposed to 57% of men. Over a career, this can make a huge difference – the same research showed that people who asked were able to increase their salary by over 7%.
But even if we know we should be negotiating for ourselves, doing so can be a completely different beast. So if you want to increase your procurement salary this year, here’s how we recommend you do it:
Step 1: Beforehand – Thoroughly prepare
A salary negotiation is like any other big-ticket negotiation in your procurement career and as such, you need to be prepared. Although salary can feel very personal, when you’re preparing you need to keep it professional and build a business case for what you’re going to ask for. Here’s how you do that:
Understand your market value
Before you enter any negotiations, you need to know your numbers, and salaries are no different. But where do you get this information from?
Websites such as Payscale can be a great starting point when it comes to salary ranges. It can also be extremely helpful to talk to specialist procurement recruiters, such as those from Procurious’ recruitment partner, The Source, to understand what your market rate should be.
After you’ve researched your range, land on exact value, ideally at the top end of the range. Why? Research shows that if you do this, you’re scientifically more likely to get closer to this amount, and when you select a number at the top of the range, you give yourself more room to negotiate.
Once you’ve discovered your market rate, think about what you’d like to ask for as an entire package, in case the business simply isn’t able to afford the raise you’re asking for (or equally, if you value other benefits just as much). Perhaps you’d like to negotiate for more annual leave? Different flexible work conditions? Travel or different projects? Ensure you know what you’re after and have prioritised it according to your preferences.
The last part of knowing what you’re after is considering the ‘bare minimum’ you’d accept. If you can’t get a raise, will you be ok to accept the changed benefits you’re asking for? Is nothing an acceptable outcome, as long as you know you can try again next year? Deciding on your ‘bare minimum’ can help you know when to acquiesce your negotiations.
Prepare your business case
Now you’re clear on your value, it’s time to show it through preparing your business case. Many people make the mistake of defaulting to their personal circumstances or effort expounded in their business cases, but you should always focus on purely business outcomes and results.
Your business case needn’t be long, in fact, it could be simply one page, but on it you should include:
Your accomplishments, focusing on the value you added vis-a-vis the strategic priorities of your department (and even the business as a whole)
Any awards or other recognition you’ve received
Customer, stakeholder or co-worker testimonials (if you don’t have any of these, ensure you proactively ask for some).
A plan to achieve future objectives of the business and department.
Once you’ve put together your business case, practice your pitch. Know inside-out how you’re adding value, and be prepared to answer any questions your manager might have (without getting defensive). Confidence will be a big part of your success, so practice definitely makes perfect.
Get your timing right (if you can)
Some companies mandate that salary negotiations and performance reviews go hand-in-hand. But from an HR perspective, there is always room for ‘out-of-cycle’ pay rises where they’re deemed necessary, so if possible, try to pick your timing when you’re negotiating. According to the Harvard Business Review, the best time to negotiate for a rise may be three to four months prior to your performance review, before your boss has decided what rises might be given out (NB. Team salaries often come from the same budget ‘bucket’ so getting in ahead of time might ensure there’s more available for you).
The first rule of picking your timing is choosing a time, obviously, when your boss isn’t stressed or where you don’t have thousands of impending deadlines. Beyond this, research shows that you should choose a Thursday or Friday to negotiate, as in this part of the week people are usually more amenable to negotiation and compromise.
Step 2: The meeting – put your best negotiation skills on
Remember the nerves you felt in your first supplier negotiation? Undoubtedly, you’ll feel those one-hundred fold when negotiating for yourself. As such, consciously employ these tactics to ensure you present your best pitch:
Get your confidence on
Some people think of confidence as something you do – or don’t – have, but in reality there’s lots of things you can do to make sure you look and feel more confident.
One such thing is to employ what Harvard researcher Amy Cuddy calls a ‘power pose.’ A ‘power pose is where you stand tall with your hands on your hips and your chin and chest raised. Executing one of these, even if it’s in your office prior to your negotiation, helps raise testosterone, which in turn increases confidence and reduces stress.
You can also make sure you look and feel the part, says self-improvement researcher James Clear. To do so, choose an outfit that makes you feel your best, and make sure you enter the negotiation room with your head held high, eye contact and a confident smile. ‘The way you enter a room can dictate how the rest of an interaction will be,’ James asserts.
As you’d know from your supplier negotiations, you’re always in the best position when you’re armed with as much information as possible. Likewise, as counterintuitive as might seem, the first thing you need to do in your salary negotiation is to listen.
What have our key successes been, you might ask. Or alternatively, what’s the road map for the future and how will be measure our success? The answers to these questions may well cause you to adjust your pitch, depending on what your manager highlights as their most crucial priorities.
Now you’ve listened, it’s time for your pitch. When you’re discussing your achievements, keep everything professional and fact-based, referencing your business case as needed.
Use your pitch to present your ‘first preference,’ whether this simply be a pay rise or a combination of pay and other conditions. Don’t mention other options as yet – these are for later down the track if negotiations don’t go as planned. Also take care not to mention anything non-business related, as relevant as it may seem (for example, I need a raise as my rent has increased, or I need a raise because I learnt my colleague who doesn’t work half as hard earns more). Mentioning personal reasons for a pay rise will distract from the value you add to the business, which is what your salary is fundamentally about.
Step 3: The big ask – will you get the pay rise?
Once you’ve prepared to ask for your pay rise and presented your case, your work is almost done. But there’s still the hardest part – actually asking for the raise. How do you do that? Here’s some tips:
Skirting around the topic, waiting to be asked for a number, or putting too many words into your request can all, unfortunately, be a sign you lack confidence in what you’re asking. The best way to ask for a raise is simply to ask, referencing everything you’ve presented. Try something along the lines of:
‘Based on the evidence I’ve presented here today, including the research I did on market range, I’d like to request a pay rise to XX.’
Be positive, not pushy
If the first response you get isn’t a straight yes (it almost never will be), you need to resist the urge to sound pushy, beg, or get offended or defensive. If the initial response to your request isn’t positive, ensure that stay positive and continue to lead with the value you’ve added. If you manager wants to dispute or further investigate anything you’ve presented, simply say that you’re happy to provide further evidence.
This is especially important if you feel yourself getting emotional. Even if you have further evidence at hand, it may be better to present it at a later point when you’re feeling more composed.
Send evidence via email
From an HR perspective, it’s unlikely that even if your boss agrees with your request in principle, he or she will be able to approve it straight away. Also, he or she may need to provide evidence to senior management or HR as to why the decision is being made.
To get on the front foot with this, send your manager an email after your meeting, detailing your request and your business case. Ensure you give your manager a deadline for responding, so you’ll know either way how to move the negotiations forward, if need be.
Step 4: Dealing with a no
When we enter a negotiation, the last thing we want is to receive is a ‘no.’ Yet at the same time, we do need to prepare for this as a possible outcome. Here’s how you do that while maintaining your professionalism and your job (if that’s your intention):
See no as a path to yes
When it comes to salary negotiations, it can be tempting to see a ‘no’ as a personal indictment on your performance, but according to Forbes, it’s anything but this:
‘We’re often reluctant to negotiate past no, but we shouldn’t be. After all, it’s not really a negotiation if we’re asking for something our bargaining partner wants.’
‘Negotiation is a conversation whose goal is to reach an agreement with someone whose interests are not perfectly aligned with yours.’
If we wanted something from our supplier, would we take no as an answer? Probably not. Employ that same ethos in your salary negotiations.
Make a counter offer
The beauty of having pre-considered options for your negotiation means that if you get a no to your first request, you can proceed down the list. If you need to do this, continue to lead with value and sell the reasons why the benefits you’re asking for are beneficial to the business, for example, ‘Working a compressed working week has been shown to boost productivity, and I’m confident, given my track record, I can deliver that.’
Keep the conversation open
Did you know that some of the world’s most famous negotiations took years, and even decades to pull off? While you’re unlikely to want to wait that long for a pay rise, know that it might take some time to achieve what you’re asking for. Stay positive, make SMART goals (for example, I’d like to discuss this again in 6 months, when I’ve done XYZ) and continue building your business case.
Have you tried to negotiate your salary? Any other tips for success? We’d love to hear them – please let us know in the comments below.
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We looked in an earlier
blog at the benefits for large businesses of working with start-ups and
SMEs and how procurement could make a successful connection. Here we investigate
why procurement often has difficulties with small businesses and examine SME-friendly
procurement practices already in use in pioneering organisations.
Procurement doesn’t engage well with start-ups – why?
often gets in the way of establishing good relationships with innovative
seeking the next start-up to rejuvenate their business models are running
innovation labs and incubators. Often, suppliers participate in the incubators.
But the initiatives are rarely owned by procurement.
In fact, procurement
often plays the bad-cop role, creating barriers to the onboarding of new and
innovative suppliers, asking for endless compliance documents, ending the magic
of the incubation.
Why does this
happen? Procurement has expertise in the supplier market. Isn’t it the team best-placed
in an organisation to unearth innovative gems?
is that not all partnerships with start-ups go through the typical customer-supplier
relationship. They might come in other
forms like a joint venture, an equity investment or a licensing
agreement. And these are traditionally not procurement’s area of expertise.
They typically involve other teams from finance.
According to a survey
by KPMG, collaborations involving equity (joint ventures, equity investments,
acquisitions, etc.) comprise 40% of total collaborations. Customer-supplier
relationships comprise only 24% and licensing 19% of the total. Therefore, it’s
understandable that procurement does not take the lead in all cases.
But procurement remains
an asset. It has a key role in identifying potential targets. What’s more, in
those 24% of cases procurement should be on top of the customer-supplier
partnerships with start-ups. That is largely not the case.
I can think of
at least 3 reasons why.
3 reasons why procurement does not approach startup collaboration well
For one thing, procurement
is often not sufficiently aligned with
its company’s business. It lacks the understanding to find the next
start-up or innovation to accelerate business.
relevant partnerships, procurement must grasp its company’s challenges and its future
areas of development. It needs to get a broader view. It needs to see beyond
the often narrow procurement lens.
This kind of
mindset must be instilled by the Chief Procurement Officers themselves – even
though business curiosity remains everyone’s duty. This is actually one of the
main recommendations produced by Forrester in its Q1 2019 survey
about the keys to a successful procurement transformation.
often lacks the time and resources
to perform these tasks.
are too often consumed in labour-intensive activity that has lower added value
– like gathering data from scattered legacy systems.
This is where
having a powerful digital procurement platform that automates processes and enables
actionable analytics is key. You free resources for new value-added tasks.
With such a
tool, you could even afford to have somebody specifically in charge of supplier-enabled
A third and more general problem is that procurement processes are not designed to work effectively with new start-ups.
They tend to
favour larger companies, especially under the dependency criteria or volume
Let’s dig into
this aspect of things.
Time frame. To start with, procurement and start-ups work within different time frames.
For start-ups, typical
procurement qualification processes take too long. They often require browsing
many documents, answering hundreds of questions and attaching several justification
often face these obligations before they know about the type of partnership and
the benefits that are expected.
On the other
hand, decision-making about a qualification process or a purchase order is too
slow. Start-ups expect answers in days, not weeks.
Resources. Resources are scarce in start-ups.
employees often have many functions. They find it very time-consuming to deal
with complex organisations with numerous specialised points of contact – one for bidding, one for contracting, one for ordering,
one for invoicing, etc.
They want access
to the real decision-maker.
cannot change a company’s complex organisation. However, it can define a single
point of entry for start-ups: a person with a strong internal network in the organisation,
a deep understanding of the organisational maze and the ability to grasp the
particular challenges start-ups face – and how to solve them.
declarations. A supplier wanting to work with a large
company typically has to pass several checks and tests.
This process is designed
with bigger organisations in mind. The process includes checking dependency
criteria, environmental charters, ethical declaration, quality labels and so
here is: start simple. Use a non-disclosure agreement to ensure confidentiality,
a letter of intent to ensure motivation and some intellectual property (IP)
general rules in case any IP is built jointly.
Invoices. The main concern for start-ups about procurement processes is invoice payment.
are often slow at paying supplier invoices. But cash is a matter of survival
This is a
critical point in collaboration. Start-ups would rather get less money but get
This means that
a company with an efficient source-to-pay process will definitely have a
competitive advantage over its peers when it comes to working with innovative
Good procurement practices already in use that are helping start-ups.
Here are good
practices already implemented by some best-in-class procurement departments.
First, they have
opened a gate for start-ups. Several procurement departments have created a
dedicated start-up portal based on the Source-to-Pay solution they use. Some have
even interfaced it with public start-up portals.
Second, they have adapted the contracting process to focus only on the essentials of a start-up collaboration. They avoid sending a hundred pages of standard contractual documents at an early stage.
For example, the
process could evolve along with the incubation stages of the target that have
been defined – for instance a non-disclosure agreement for ‘discovery’, data
protection clauses for ‘incubating’ and proof of concept with formal
description for ‘pilot’.
Third, they have
speeded up decision-making. They have
implemented shorter approval workflows for interactions with start-ups: contracts,
orders, invoice and payment processing.
Next, they have
set up accelerated payment terms. Making these the default for start-ups is a
major part of speeding up the payment process.
Finally, they have appointed a dedicated contact person. She or he facilitates start-ups’ interactions with the organisation.
So it’s well worth considering why your procurement department may be struggling to interact well with SMEs and start-ups. And looking at the SME-friendly practices already in use in some organisations can provide key inspiration for changes you can make.
For this reason we will take a more detailed look in part 2 of this blog at use cases from pioneering large companies.
For more information on how Ivalua can help you work better with SMEs, go to ivalua.com
Tomorrow happens to be ‘Fun at work’ day, so get in the mood with these 5 tips…
Work struggles can be real. Whether it’s a toxic work environment, a terrible boss, an annoying colleague or menial, soul-destroying tasks, there are times when we find our vibe is far from flying high.
How can you begin to turn the tables and take control back?
Following these 5 tips will help you live your best (work) life.
1. Ask what drives you
Understanding your career drivers can help to work out what you can change in your current position. Or to unlock what you could be doing instead.
If you want to change your current situation or outlook, then first you need to understand yourself.
Can we use the disruptive model pioneered by Amazon, Uber and Airbnb in the struggle against climate change?
Uber is the world’s biggest taxi company, but doesn’t own a single taxi cab. Airbnb and Booking.com are the world’s largest hoteliers, but don’t possess any hotels.
And after being in business for a quarter of a century, Amazon – the world’s biggest bookseller – is only now experimenting with physical bookshops.
There are many lessons to be learnt from such examples. Chief among them, perhaps, is that being disruptive does work.
These days, businesses and consumers are far more receptive to ‘early-stage’ disruptive ideas. They have seen for themselves how easy it is to be overtaken and left behind by clever ideas whose time has come.
I’ve been thinking a lot about disruptive ideas in recent weeks. And in particular, I’ve been thinking about disruptive ideas in the context of sustainability.
And the conclusion I’ve come to?
We may need some fresh disruptive ideas and business models if the sustainability agenda is to make much more progress.
That may sound mad. Since – say – the 1970s and 1980s, the world’s environmental protection initiatives have made huge progress.
Sustainability is high on both corporate and government agendas. Cars are far more fuel-efficient. Houses, offices and factories are far more energy-efficient.
Skies are clearer, water cleaner – especially in the developed world, although progress is being made elsewhere, too.
And yet, and yet. Waters are clearer, yes. But visible pollution has been replaced with microplastic fibres.
Smoke from coal-burning has gone from our skies. Yet CO2 emissions are at record levels. The Amazon’s rainforests are vanishing. Sea levels are rising. And average temperatures are increasing.
Is it any wonder that groups such as Extinction Rebellion are protesting so vociferously? Or that the activism of teenage protesters is so widely applauded?
For me, personally, one of the most persuasive signs that current approaches to sustainability aren’t delivering fast enough has come from the Harvard Business Review.
Late last year, influential management thinker John Elkington took to its pages to officially ‘recall’ – that is, take back – a concept he first launched 25 years ago: the Triple Bottom Line.
Simply put, he argued, the Triple Bottom Line was no longer enough. Something else was needed. Something bolder.
The idea behind the Triple Bottom Line was simple. Instead of focusing on just profit, the Triple Bottom Line sought to get businesses to view their performance in a broader context.
They should examine their social, environmental and economic impact.
The idea has had a powerful effect. Twenty-five years on, it’s made a big difference.
But it isn’t enough, acknowledged Elkington. Too many businesses see it as a trade-off mechanism, rather than as an absolute test.
Something else is required if we are to really ‘shift the needle’.
As he eloquently put it: ‘We have a hard‑wired cultural problem in business, finance and markets. Whereas CEOs, CFOs and other corporate leaders move heaven and earth to ensure that they hit their profit targets, the same is very rarely true of their people and planet targets.’
The ugly side of fashion
Which is why I’ve been thinking about disruptive ideas, and alternative business models.
Could they do enough to ‘shift the needle’?
I’m excited about their potential, to be sure.
Take the fashion industry. It’s been described as the second-most polluting industry in the world.
In water-scarce countries, water goes to produce cotton, not food. Microplastics from synthetic textiles fill our rivers and oceans.
According to the United Nations, the fashion industry consumes more energy than the aviation and shipping industries combined. It is responsible for up to 20% of global wastewater, and 10% of global carbon emissions.
Container ships full of cheap clothes ply the world’s shipping lanes. They belch out vast amounts of the sulphur-laden black smoke that comes from burning bunker oil, the world’s dirtiest fuel.
And yet, at the end of it all, a lot of ‘fast fashion’ simply gets thrown away. The UK sent around 300,000 tons of clothing to landfill in 2016, for instance.
What can be done?
Instinctively, most people think about some form of clothes recycling. But they are forced to conclude that the technology to cost-effectively turn unwanted clothing into useable yarn doesn’t yet exist.
But there’s another form of clothes recycling that doesn’t need technology. Or rather, the technology that it needs is already developed and with us.
The sharing economy
I’m talking about clothing rental, which is catching on fast.
Names such as Girl Meets Dress, My Wardrobe HQ, By Rotation, Rent the Runway.
These and others are offering affordable clothing rental services, either on their own account (they own the clothes), or as intermediaries (other people own the clothes).
At the moment, a lot of the activity is at the high end, in designerwear. Fast fashion it isn’t – yet.
That said, there are experiments underway. H&M, for instance, is trialling a rental scheme at its flagship store in Stockholm. In the United States, Banana Republic has recently launched a rental service.
Even so, it’s clear that what’s going on has the potential to evolve and grow.
As a business model, it’s different and disruptive. And it addresses many of the sustainability issues of the traditional ownership model.
Instead of being hung up in a wardrobe, clothes are worn again and again – just by different people.
So could such a model ‘shift the needle’ in terms of fashion’s impact on the environment?
No one, including me, yet knows: it’s far too soon. Right now, fashion rental is far from becoming mainstream.
But don’t forget: so too, once, were Uber, Amazon and Airbnb.
Disrupting accepted business models in fashion – and other areas – could really help in the struggle to combat climate change.
This article was written by London Roundtable attendee, Omera Khan. If you are also interested in attending our next Roundtable in London, you can contact [email protected]