Tag Archives: bravo

Punished For Parenting – The Most Expensive “Time-Off” You’ll Ever Take

Ah, the joys of parenting! If you’ve got children, you’ll know that it’s pretty damn difficult, and costly, to return to the workplace post-parental leave – as if you needed that extra stress! What should your organisation be doing to ease your transition? 

You’re coming to the end of nine months (give or take) parental leave  and my guess is that you’ve never felt less “in the zone”.  You’re sleeping an average of four hours a night, haven’t had a shower in three days, can’t remember the last time you had a conversation about something other than nappies, Peppa Pig or puréed carrots and you’ve got 2157 emails, and counting, in your inbox.

Returning to work after having children is tough for numerous reasons; leaving your child(ren) in someone else’s care (and paying a hefty fee for the privilege), negotiating flexible working conditions, re-adapting to work and taking a sizeable pay cut to name but a few.

The true cost of maternity leave

It won’t come as a surprise that women are the most economically punished in this scenario.

A recent UK study by PwC, entitled “The £1 billion career break penalty for professional women” revealed that women returning to the workplace post-parental leave are losing out on an average of £4000 anually.

Numerous reports have considered the hours worked (around 100 p/w) by stay-at-home mums and calculated their deserved salaries  (in excess of £100,000) but we aren’t living in a dream world. Most women, in some capacity, have to return to the real world and they sure as heck aren’t earning what they deserve or filling the roles that reflect their experience and skillset. Indeed, PwC’s report suggest that two-thirds of women are working below their potential when they return to work and one in five are moving into lower-paid roles.

The stigma associated with CV gaps and a lack of workplace flexibility in many organisations are both contributing factors to these concerning statistics, but there is some hope! By fully utilising the female-returner workforce, the UK could add £1.7 billion to its economy.  And a number of organisations are recognising this and taking promising steps to implement programmes that make the transition back to work seamless and accommodating for working parents.

Here are a few examples:

1. Offer mid-career returnships

Think you might be too old for an internship? What about a returnship? Returnships, open to men and women, are a growing trend in UK businesses, aimed at helping those who have taken extended career breaks by updating skills and easing people’s fear about big CV gaps and a lacking or out of date skillset.

Women Returners explain that “Returnships are higher-level internships which act as a bridge back to senior roles for experienced professionals who have taken an extended career break. They are professionally-paid short-term employment contracts, typically of 3-6 months, with a strong possibility of an ongoing role at the end of the programme.”

And the benefits are two-fold with the employer benefitting as much as the employee. They gain access to a high calibre diverse talent pool and are given a low risk opportunity to assess a potential employee’s suitability for a permanent role.

Companies in the UK who currently offer returnship programmes include PwC, Deloitte, 02, Mastercard and Virgin Money. You can take a look at the full list of companies offering returnships and what these programmes entail here. 

2. Let the dads parent too!

The easiest way to prevent parental leave destroying careers for women is to level the playing field for all genders.

The concept of paternity leave is still a fairly new one. Sweden became the first country in the world to introduce paid parental leave just forty years ago and, whilst more than half of EU countries have followed suit since then, the uptake is still low.  Men are reluctant to take their full entitlement of paid leave because of the cultural stigma attached. Most companies and countries offer far less leave for men than women and it sends a message: “Men don’t really need parental leave.” Fear of judgement, lost career opportunities and lack of role models all contribute to the lack of uptake.

When men and women are offered, and start claiming, paid parental leave in equal measure, it becomes everyone’s problem to find better ways of accommodating this leave within businesses- and that’s when change happens!

Some of the trailblazing companies include Netfix, whose parental leave policy allows parents up to a year of flexible paid leave, Amazon, who launched “Leave Share,” allowing Amazon employees to share their paid leave with their partners and Spotify, who offer six month full pay to all parents.

3. Build a creche

Flexible working is crucial for parents upon their return from a career break. Employees who are offered flexible work options such as being able to work from home, and at hours that suit them could be the difference between a parent returning to a senior role and having to take a more junior position, for which they are overqualified. What does it matter if one of your top employees leaves at 3pm each day to collect their children if they’re willing to work late into the evening to get the job done?

We talk a lot on Procurious about better assimilating family life with the workplace and whether it’s becoming more acceptable to bring your children to work. A number of companies are better providing for their employee parents with on-site childcare facilities. Goldman Sachs, for example, opened London’s first on-site creche in 2003.  It currently offers staff four weeks free care to ease the transition back to work from parental leave.

In the U.S. a third of Fortune’s top 100 companies to work for provide on-site child care.

Why Being Reliable Spells Doom to Your Career

Do people in your workplace ever refer to you as reliable, trusty, dependable? That’s got to stop! 

Are you a woman working in procurement? Join Bravo, our specialised group on Procurious. 

Truth or myth

Myth: Having a reputation for being “reliable” and “getting the job done” makes you valuable.

Over the weekend I’ve been helping a friend in a sticky situation. She is downsising her business, which is a smart move.

She has the potential to sell her business, which is a lucrative move.

In either case, she has to make layoffs.

Ouch.

As we strategised together on how to deal with this difficult decision, a staffer’s name kept reappearing.

My friend feels indebted to her for all her years of service.

I asked her what value the woman brought to the team. How does her work enhance results, solve problems, and propel the company forward?

Her answer?

“I don’t know…she just always does what I ask and gets the job done.”

Hire or fire?

We discussed this some more and came to the conclusion that despite her loyalty and workhorse ethic, this staffer would not make the cut and has to be let go.

That’s painful. And I see this a lot.

When I ask women what their special sauce is at the office, I hear “I’m known for my work ethic” or “I always do a good job” or “I’m reliable and get the job done”

I get it. I was once that person, too. And it cost me thousands of hours of my life and hundreds of thousands of dollars that I could have been earning.

Dammit!

Being known for getting the job done is not enough to build value and does not get you the pay scale, nor the flexibility you crave.

And what is even harder to see is that, most likely, working hard feels good. And when something feels good it becomes a hard habit to break.

When you realise how much you’re worth, You’ll stop giving people discounts. – Karen Salmansohn 

There is certainly pride in staying at the office late to produce a stellar result. And it’s nice to be the first one the boss reaches for when there’s a difficult task at hand that will require overtime. Who doesn’t want to feel needed?

Yet, when you are the person who is routinely called in to do the tough jobs that require a maximum time commitment, the only person to blame is YOU.

Sorry.

It’s okay to work an 80 every now and then if you’re in your flow and loving what you do.

And it’s great to commit to a special assignment that will open up doors of opportunity.

But it sucks to work that 80 day-in and day-out while telling yourself “it’s only for a year or two until I prove myself”

Don’t hold yourself back

Finding value in how hard you work is a script from your childhood. And if you’ve watched my master class you know what those scripts do. They hold you back. They make you trade hours for dollars. They keep you from your littles. They pull you off course so you can’t be the real, authentic you.

Defining your value and pouring your heart and soul into developing that is priceless. It’s a linchpin in your ability to create the career you really want.

You just need to hone it, sell it, and make sure the whole world knows your secret sauce solves their acute pain. Now you are simply PRICELESS! (But you already knew that, didn’t you?)

And the best part about this is that anyone can do it. You don’t have to be special, you already are special…you just have to find that special spark inside and nurture it. You don’t have to be lucky, you create your own luck by seizing opportunities and taking a stand for what you care about. And you don’t have to be master craftsman. Women always think they don’t have the skills, experience, or blah, blah to do this. Of course you do!

So when are you going to claim the life you really want? If you’re not living it today, then I suggest now  is a good time, right?

Are you a woman working in procurement? Join Bravo, our specialised group on Procurious. 

This article was oringally published on LinkedIn. In 2003, Kathleen Byars  left her lucrative executive career to go live on an island. Today she specialises in helping corporate women redesign their lives and leverage their talent to create fulfilling, flexible careers without sacrificing the success they’ve earned.

Can I Really Be Me And Succeed At Work?

Scores of women struggle to be their most authentic selves at work without the fear of negatively impacting their careers. How can you be your fabulous self in the workplace and still succeed! 

 

Join the women in procurement conversation in the Procurious Bravo group. 

I moderate forums quite regularly for women that focus on the themes of vulnerability, building business acumen and authentic leadership. There is a consistent theme in the conversations I have before, during and after these forums. Frustration and exasperation that women are not advancing quickly enough into leadership.

The structural, system level reasons are well documented, however women tell me:

  1. I want to advance, but encounter barriers and exclusion due to implicit bias
  2. I am perceived to lack the confidence that men typically do in the workplace
  3. I want to show up authentically, confidently and courageously, but do not believe I will be rewarded for ‘being me’

Why do women feel like they cannot be authentic?

One answer is the issue of likeability. There is a catalogue of articles about the ‘Heidi/Howard’ story cited by Sheryl Sandberg in her seminal work, Lean In. Heidi who is an authentic female entrepreneur and go-getter, successful, wealthy, powerful and respected. Her success story, profile and achievements are reviewed by a group of students from NYU. Then her name is changed to Howard and the same group of students review her/his accomplishments.  The students rate Heidi/Howard the same for competence, however Howard was rated as more likeable and someone that the students would prefer to work with.

Heidi is ‘selfish and not the type of person you would want to hire or work for.’

It feels true, doesn’t it? It also feels awful and contributes to the exasperation and frustration that women feel. However, there is hope. Andersen Cooper from CNN recently reran the experiment with a group of students. This time around, students rated the female entrepreneur as more likeable and desirable as a boss than the male. Hooray! But why?

  1. Because in the 10 years since the original study, we have seen more women ascend to positions of power
  2. Women’s participation rates in the workforce are at their highest rate ever

However, the societal expectations of how ‘nice girls’ behave and as a result, the challenge of being an authentic leader, female or male, are not shifting quickly enough.

To put a completely gendered lens to this issue; I asked women;

  1. Can I really be me and still advance at work?
  2. Is my authentic feminine leadership style valued the same way as traditional male leadership styles?

Disappointingly, many women say no to both questions. Women are waiting for the right environment to advance to be truly authentic feminine leaders. I say wait no longer!

We expect a lot from women

We want them to lead, manage, coordinate and juggle life, leadership and career. Often this results in women prioritising their career last in a long to do list.  I want women to invest time and effort in themselves, their development and their fulfilment because I know, from my own experience, that understanding myself, my skills and how to use them effectively has positioned and propelled me into doing what I love and what the world needs. More women in leadership!

Get the career advice you need

In her Ted Talk watched over 3 million times, Susan Colantuono says get the career advice you need, not what you’ve always received! Here is some good advice;

  1. Traditional training, development & advice will get you to the middle, not the top
  2. Embrace your identity as a leader
  3. Identify and act to close your leadership gaps

Identify and act to build your leadership muscle

If you want to lose weight, get fit and be healthy, then you would identify and act, wouldn’t you? You might get a gym membership, start eating healthy or engage a personal trainer to help keep you committed, focussed and accountable.

Why not use the same formula for your career?

  1. Lose weight:lose the incomplete career advice, lose the lack of confidence.
  2. Get fit:practice self-awareness & business skills exercises and build authentic leadership muscles
  3. Be healthy: discover your purpose, your vision and values then build a career advancement plan

These are logical steps but require commitment, discipline, support and expertise. That’s why I want women to think of me as their career personal trainer. I have designed a 6-step program to build the career muscles that matter for women.

Advancing Women workshops are designed to build the EQ (Emotional Quotient) IQ (Intellectual Quotient) and SQ (Social Quotient) muscles of the current and next generation of female leaders in Australia.

Advancing Women programs are not designed to ‘fix’ women, they are designed to provide the strategies, tools and the practical actions to women who are serious about advancing their prospects. The learning content is balanced to ensure that women aren’t over-committing and perfecting skills, attributes and traits they are already comfortable with and competent at.    All of which result in women advancing, on their own terms!

This article was originally published on MichelleRedFern.com. 

Join the women in procurement conversation in the Procurious Bravo group. 

The Five Myths Of Workplace Underrepresentation, Busted!

Too scared to talk about workplace diversity and inclusion? Dominic Price will happily go first as he debunks the 5 most common myths about underrepresentation.

As a 6-foot-4-inch straight white guy in tech, it might seem unusual that I’m writing about diversity and inclusion. The reason is,more of us need to: write about it, talk about it, and, especially, do something about it.

Just looking at the nightly news in recent weeks, or a new report that underscores the gaps between how tech workers view diversity within their companies and the realities of the situation, it’s apparent how crucial it is to speak out on issues of equality. Speaking up can feel uncomfortable (and heck, by writing this I know I’m making myself a target for criticism), but it’s no longer an option for those of us in groups who hold the most power to stay silent.

My colleagues rightly point out that as a white guy, I’ve got quite a bit of privilege in my industry, and there’s lots of good use for it. So, here’s my boldest attempt yet to make my privilege work for everyone. Specifically, I want to clear up some major misconceptions I hear from others, and predominantly from people who look like me.

Our position of privilege means we are the most removed from the hardships others face and we need to proactively reject the myths we hear.

Myth #1: “Why should we give women and minorities a leg up? Isn’t that unfairly prioritising one group over another?”

Standard words from a fish that doesn’t know it’s in water. It’s much easier to blame others’ misfortunes on lack of intelligence or hard work than on a lack of equal opportunities. This is a protectionist strategy by the strong and wealthy to reduce the power and potential of the perceived weak. For all of the talk about being “data-driven,” many seem to believe that everyone has an equal chance to be in the workplace, despite loads of evidence to the contrary. While it would be nice to think we are all treated equally, simply being a minority can mean being treated differently by others and having fewer social and economic opportunities.

Our position of privilege means we are the most removed from the hardships others in our industry face and need to proactively reject the myths we hear.

Advocating for increased diversity in our industry doesn’t mean people from marginalised groups want an unfair advantage or hand-outs. They just want the same opportunities that others have had.

Myth #2: “You have to be a minority to be involved in diversity & inclusion (D&I).”

A wonderful way to pass the buck. The prevalence of underrepresented minorities talking about a lack of opportunities is because they feel the pain every day and are intrinsically more motivated to make it right. Just because we’re not personally guilty of creating the unequal playing field does not mean we’re not personally responsible for helping to fixing it. When your child spills milk, do you say “not my mess”? Our predecessors helped tilt the playing field, and now it’s our turn to level it out. The sooner we realise we contributed to this problem, (even if only passively through lack of action) the quicker we move from rhetoric to making a difference.

Just because we’re not personally guilty of creating the unequal playing field does not mean we’re not personally responsible for helping to fixing it.

There are plenty of ways to get involved: From merely drawing attention to biased behaviours you see, to getting involved in your company’s existing diversity efforts, or starting your own.

Myth #3: “We just don’t have a diverse applicant pool.”

Ah, yes. A favourite of many, especially in Silicon Valley where recruiting is particularly tough — for example by 2020, there will be nearly 1.5 million unfilled computer science roles. But have you asked yourself why you don’t have a diverse pool? Are you hiring your grads from the same tiny set of schools with very homogeneous student populations? Have you searched for underrepresented candidates, or created programs to bring more into the fold? What have you changed to attract and support them? While the talent pipeline is a common excuse, in truth discrimination,  implicit and explicit, constantly blocks underrepresented minorities from entering or advancing in the field; two-thirds of predominantly white and Asian women in STEM report having to constantly prove themselves in the workplace, with black women facing even more extreme biases and challenges.

It’s also worth examining your recruiting tactics to see if you’re doing anything that could be discouraging underrepresented candidates. From gendered language in job descriptions to playing up the office pool table versus paid parental leave on your careers page, you can inadvertently send the wrong message without realising it.

Myth #4: “This is political correctness gone mad.”

Political correctness is a real thing, but it’s also irrelevant to what we’re discussing here. Can efforts to promote diversity be merely political correctness when there’s a mountain of evidence pointing to it being a real problem? Many studies also show diversity has huge benefits when it comes to business and team performance, so it’s something we should all care about.

It’s true that diversity conversations can be very nuanced, which creates fear about saying the wrong thing. But there is a pretty simple fix, which is to ask questions. Listen to and believe the stories from people from backgrounds different from yours. Educate yourself. In the same way you’d tackle a new project or product feature, gather as much information as possible so you can make better, more informed decisions. This isn’t about stifling your voice, but creating room for everyone to express themselves in a way that helps us all do our best work.

Myth #5. “I don’t see gender or race” or “I treat everyone the same.”

This is straight up empirically false. Your brain sees gender, it sees race and it sees just about every other visible category imaginable, whether you consciously pay attention to it or not. Let me say it again: It is neuroscientifically impossible for you to not see attributes like race and gender, and to keep them from affecting your decision-making. I used to think treating everyone the same was what I should strive for, but it turns out that doing so actually results in discrimination and unequal opportunity. Treating everyone the same, even when they’ve faced vastly different challenges, only serves to keep them on a tilted playing field.

Embracing and supporting diversity is something we’re all responsible for and something that, by definition, we are all a part of (a single person can’t be diverse, so diversity includes white guys like me). To move forward, we need to take the crazy myths we’ve told ourselves that attempt to justify the status quo and throw them out the door. Guys like me have benefited from this mess of inequality more than any other group, so it’s our job to actively share opportunities. We’ll all win, as a team.

With what’s happening in the world, it’s important to keep an open heart and an open mind. The choice is yours. You can either become an active part of the solution or a stoic part of the issue in need of solving. Which one sounds more exciting?

Dominic West is Head of R&D and Work Futurist at Atlassin. This article was originally published on Collective Hub

Find Your Tribe On Procurious

Looking for your tribe on Procurious? Whether you want to connect with colleagues by country, category or campaign, we’ve got you covered…

At Procurious, we like to think we’re very accommodating, which is why we want to help you find your tribe. No matter where you are in the world and whatever your interests, there’s a Procurious group, or two or maybe even three, out there waiting for you.

Groups can be created based on events, industries, categories, regions, countries, organisations and interests. We’ve highlighted some of the corkers to get you started!

Bravo: Women in Procurement

Procurious launched Bravo late last year to celebrate and promote women in procurement and challenge gender discrimination in the workplace. It’s statistically proven that organisations with greater employee diversity achieve better business results and yet women still represent less than 5 per cent of CEO positions.

Gender balance within the procurement function is also skewed, particularly at the top of organisations. Together, we can change that.

This group is a much needed platform for women in procurement to communicate, share ideas and experiences,  mentor and be mentored and stand up for change

As part of the Bravo campaign, we’ve interviewed a whole host  of high profile procurement leaders about their own advice to young women starting off in Procurement, and how they’re helping females get ahead. You can find links to all of these articles via the group.
Read more about the Bravo mission here and join the group here.

Institute for Supply Management (ISM)

This group is your one-stop shop for everything ISM-related from related articles, to interviews and ISM event information.

Procurious have been lucky enough to sit down with most of this year’s THOMASNET and ISM 30 Under 30 Supply Chain Rising Stars to find out what it takes to embark on a successful procurement career. You’ll find all of the links to these interviews in the group.

At the moment, we’re welcoming the delegates who will be attending #ISM2017  in Disneyworld  May 21-24. This group is designed to  enrich the online experience for ISM2017 delegates and members who can’t make it to Florida in-person.

Join this group and share #ISM2017 news, blog articles, event photos, recommendations, network with new connections, and continue the conversations after the event!

Join the group here.

Procurement Toolkit

This group features procurement tools and templates to save you time and effort. These tools can instantly boost your productivity and help you get “unstuck.” Use them to confidently meet the challenges that come your way.

Access the documents tab within the group to download everything from Statement of Work (SoW) templates to Project Management templates orSourcing Risks and Issues Log

Join the group here.

Is Your Nation  Represented?

There’s a whole host of fantastic regional groups chattering away on Procurious that you might not know about. If you’re unsure whether your country is represented we suggest you take a look for yourself – you might be pleasantly surprised! Here are a few of the most active ones:

  • Netherlands Procurement Professionals – Join here
  • Brazilian Procurement Professionals – Join here
  • Spanish Procurement Professionals – Join here
  • Melbourne, Australia Procurement Professionals – Join here
  • Italian Procurement Professionals – Join here

And remember, you can always create your own group whether it’s distinguished via country, industry, interests, your organisation or something else entirely! Simply visit the groups tab on Procurious and click “Create Group” and you’re good to go!

What are you waiting for? Pick your tribe and get going!

Best of the Blog: Overcoming Gender Bias In Procurement

Jackie Aggett, Regional Commercial Manager at Laing O’Rourke, discusses the gender bias she has come up against in procurement, and how she has overcome it to get to where she is today.

Everyone loves a good throwback article, which is why we’re hopping in our time machine to bring you back some of the biggest and best Procurious blogs. If you missed any of the golden oldies, look no further!

This week, we’re revisiting an interview with Jackie Aggett who explains the gender discrimination she’s endured and her advice on how to overcome it. 

Jackie Aggett hadn’t been in procurement long when she needed to spend weeks preparing a major annual report about the procurement of earth moving tyres.

She handed it over to the site manager and watched him hurl the report angrily across the room. It hit the wall and fell apart.

“What would you know about earth moving tyres?,” he bellowed?
The 28-year-old calmly walked over and picked up the report, and told him again that there were going to be changes. Like it, or not.

“Every part of me wanted to turn around and run out the door, but I’ve always found ways to overcome challenges in the workplace and turn them into opportunities,” Aggett says.

Finding a Voice

The experience did nothing to dampen her conviction. She has worked in male dominated roles for 25 years. She started out in a supply cadetship at BHP Billiton and then went on to work in rail, construction, marine services and a seawater desalination plant.

“I learned a lot in that cadetship. My boss at the time gave me the cadetship because he saw me as being very courageous, which was part of my upbringing. He sent me straight to Port Headland, where I was the only female.”

Her colleagues weren’t used to working with women. The only uniform available to her was the men’s trousers and shirts. “They were ill-fitting and very uncomfortable. Procuring some clothes to wear to work was high on the list in those early days,” Aggett says.

If anything, her presence among the male workforce was seen perhaps only as a novelty. But that all changed once she began finding her voice in the business, and began offering new solutions to old problems.

“I had a good work ethic and believed in what I was doing, and hit the ground running. But the team weren’t engaged when I started to suggest change, and that was a difficult process to go through. However, I didn’t give up. I continued to speak up and stand up for myself.”

Creating Trusted Advisors

Aggett’s depth of experience covers roles in commercial, contractual and financial management from project start-up through to close-out. This includes all facets of tender preparation, negotiation, contract award and subsequent on-site contract administration, claims, project controls, forecasting, financial reporting and risk management as the client asset owner or contractor.

Six months ago, she was tapped on the shoulder and offered the role of procurement head with international engineering enterprise Laing O’Rourke, which took her across the country from Perth to Sydney. She jumped at the chance.

Her focus in her role has been creating a vision – working to transform the procurement function from spend managers to trusted advisers, firstly among her team of 35 people.

“It is imperative we move beyond being seen and acting as a governance compliance function. We need to understand the business strategy and align our objectives to deliver sustainable value,” she says.

Challenging the Norm

Aggett has implemented a supply relationship management programme among other initiatives, which has been a big step forward for the procurement function within the business.

“A key part of this has been challenging the way in which we engage with the supply chain. The supply chain has a wealth of knowledge and capability which, if tapped into, can provide value creating solutions for our clients, ourselves and our supply chain partners.

“Unfortunately, the construction industry does not often afford the supply chain the opportunity to bring their knowledge and capabilities to the table. Our supplier relationship management program seeks to change this.”

Aggett wasn’t specifically chasing roles in such large corporate organisations, saying one thing just led to another.

“It certainly wasn’t planned that I’d work in male-dominated industries. I had four brothers and a working mother, and was raised to believe that girls can do anything.”

Overcoming Roadblocks

She admits that early on in her career, she came up against road blocks, but didn’t for a moment consider that had anything to do with gender bias.

“I definitely came up against a lot of unconscious bias in my early roles, and at times doing my job took some courage and self-belief. Being female has definitely been a challenge in the roles I’ve held.

“I’d wonder why someone wouldn’t listen to me, or how I could better showcase my skills. I’d work very hard to win someone over, and go through the problem solving process to try and work out why I wasn’t getting the result I wanted. The fact that I was a woman was always at the bottom of the list. Now, after 25 years working in the industry, I arrive at that conclusion a lot quicker and obviously have a lot more confidence in the role.”

Aggett hopes times have changed and that young women entering the procurement industry don’t come up against the gender bias she experienced.

“Saying that, I have been fortunate to work with individuals and organisations that have encouraged me to take opportunities, to believe in my abilities and to reward me for my efforts. I have experienced many organisations that have allowed flexibility in my working week, as I’ve raised two daughters as a single parent.”

While there are no requirements to do so, she advocates the importance of having a degree behind you for anyone working in procurement. Her law and finance degree has stood her in good stead, she says.

“It has absolutely served me well to have the formal qualifications behind me. When people are passionate about procurement and they’ve got the formal education, it gives them a seat at the board table in any situation they’re in.”

Procurious launched Bravo, a group to celebrate and promote women working in procurement. Get involved by joining here. 

Time Management: Sorry, You’re Just Not A Priority For Me

A colleague once told me there’s “a special place in hell” for people who don’t return emails. Yes, it’s frustrating, particularly when projects are held up. It’s easy to see these people as blockers, but it may well be they are actually managing their time much more effectively than you……

Modern wisdom would have us believe that our time management has a direct impact on our personal and professional success.

People who know their priorities and have the discipline to work their way down their to-do list from top to bottom definitely seem to win the day. But for us mere mortals, it often seems impossible to juggle all of our commitments at once.

How to get your priorities as a priority on others’ to-do list is a blog for another day. Today I want to ask how well you are managing your time? Do you know which aspects of your life should be an absolute priority? And offer five tips on how to make your time work for you.

The time bomb that always ticks

In her Walt Street Journal article, “Are you as busy as you think?” Laura Vanderkam reminds us that although we all think we’re very busy, we spend long stretches of time lost on the Internet or puttering around the house, unsure exactly what we are doing.

As Vanderkam says, “We all have the same 168 hours per week, but since time passes whether we acknowledge it or not, we seldom think through exactly how we’re spending our hours.”

Are you a priority?

We all make time for what we feel is important in our lives – but have you critically thought through what is REALLY important in your life? That’s our priorities become clear and we can more deftly make decisions about the use of our time.

Being blessed with three businesses, two children, an amazing bunch of friends and a husband who constantly travels the world, one of the skills I pride myself on has been my ability to manage time. I may rarely “be on time” (a glaring and embarrassing fault)….but I do manage to “make the most of my time”.

How? Because I plan just about everything (including doing nothing!) down to the day and almost a year in advance. I don’t always get it right, but feel confident enough to share with you four pieces of advice.

1. Make time to plan your time

It sounds like double dutch, but we need to make time to plan our time. There are so many people who don’t actually invest the time to think through how they want to spend their time. Once you now your priorities, it becomes easier to allocate how much time you want to devote to work, rest and play. My husband and I literally have face to face formal meetings and teleconferences during work hours to co-ordinate and plan our time well in advance.

2. Map your plan on a page

Now this is very nerdy…but over the years we’ve perfected an A3 colour coded six-month calendar. Our friends and colleagues laugh at us, but it’s the best method we know to get a high level overview of how we are going to spend our time whether it’s business commitments, travel, school holidays or social plans. Most importantly, this allows us to identify when things are just “too crazy” and where we have to say no and change what we had originally planned to make sure we don’t push our family to breaking point.

3. Record it all into one place

Your diary is your friend, not your foe, when it comes to freeing up time. Once again it sounds basic but having all of your commitments in one place, ideally electronically, saves a lot of discussion, confusion and potential marital disagreements! For some people it works to have every single commitment in Microsoft Outlook, with all the details for each event included. It is a one-stop shop – school holidays, children’s sporting commitments, parties, as well as all the business stuff all in one spot. This can help to identify potential clashes immediately and makes it clear to everyone who is doing what, when.

4. Plan to do nothing

The only real luxury in life is time. You can’t get time back.

It sounds counter-intuitive, but you have to make sure you include “doing nothing” in your schedule.

Many years ago a friend gave me some priceless advice on how to decline an invitation: “Tell them you have plans. If your plan is to do nothing, then that’s your plan. You’re busy, you can’t go.”

Having “plans” to do nothing doesn’t mean catching up with friends, hitting the gym, doing a cooking class or going shopping. It means literally doing nothing. No commitments, no appointments, the freedom, if you choose, to absolutely do nothing.

5. Allow for some flexibility

I speculated at the beginning of this article that the elusive person who doesn’t return your emails may actually be managing their time more effectively than you. It’s possible that they’ve made a plan, they’re going to stick to it and they’re not going to let your request, however urgent, de-rail their day. Flexibility is of course vital – there are some issues (and people) that you simply can’t afford to ignore – but better time-management will grant you a level of flexibility that you otherwise would never have.

One thing I learnt early on in my time management journey, was that by scheduling everything, even my social life, down to the last minute, I was still left with the feeling that I had no free time. It’s important to have a lot of days in the year where you have the luxury of waking up and saying “what will I do today?”. There’s real freedom in that, which takes the stress away. Career and life resilience is about building in, and enforcing, some circuit breakers to help you cope when life becomes overloaded with the inevitable unexpected, unanticipated events.

Own It: Taking Control Of Your Own Procurement Destiny

No-one else is responsible for your career, which means you’ve got to take the controller and drive your own successes. Pauline Rolfe, speaker at this year’s Quest Women in Procurement event, shares her experiences of taking control and escaping the passenger seat. 

There is a lot of responsibility that comes with being asked to deliver a speech at a conference. You want to bring new ideas, provide insights into your area of expertise, but most importantly connect with and be relevant to your audience.

The opportunity to present at the Women in Procurement conference in Melbourne is one that I definitely took seriously. I did put a lot of thought into what I wanted to talk about as well as how to best deliver the message. After many rehearsals late the night before and one on the morning of the presentation I felt anxious but ready to do it.

The feedback that I’ve received from the attendees has been surprising and overwhelming – not only while presenting but mostly afterwards. The two personal examples that I shared that seemed to have resonated most with the audience were when talking about my number one career advice – “own it”.

For a long time I thought it was up to my manager to decide on my career and whether or not I would grow. I always had big dreams and ambitions but I really was in the passenger seat. Clearly I was not confident in myself.

Example 1- Going For It!

When I first saw that ad for a job at Accenture I thought “Wow, this looks like a great job with a great company, but there is no way I will be good enough”. A week later I saw that job ad again on LinkedIn and I told my husband: “Look at that great job with Accenture!” He said to me straight away: “You should apply! Go and do it!” So I did. Three days later I got a phone call from HR, and a week later I got the job. Without my husband pushing be and believing in myself I would never have joined this great company and worked on incredible projects. Isn’t that crazy? I told the audience that since then a major shift happened to me – I no longer wait for anyone to tell me whether or not I can or can’t do things.

Example 2 – Taking Control

Take the plunge and apply for awards. I remember on the night of the CIPS Australasia Awards Ceremony I was sitting next to a guy who asked me, “Who nominated you for the young procurement professional of the year award?” I said “No one. I just put the application in myself.” And I remember thinking “Gosh, lucky I wasn’t waiting for anyone to nominate me, because this would have never happened!”

It is not up to your manager, your partner or whoever to decide on what your career will look like. It is up to YOU. Don’t wait to be asked. Don’t wait to be nominated, just step up and lead. This may well be the key to building a great career – taking control and believing that you can do it.

It has been such a privilege sharing these thoughts and hopefully encouraging women to “own it”. Thank you everyone for your kind feedback, it has been a terrific two days!

Pauline Rolfe is a Procurement Operations Associate Manager at Accenture Australia. This article was originally published on LinkedIn.

Women in Leadership: Don’t Make The Mistake Of Behaving Like A Man

Women in leadership: Have you ever had to “behave like a man” to get ahead in the workplace? As part of the Bravo campaign, Procurious will be hearing from a number of high-profile procurement leaders on the topics of diversity, equality and women in procurement.

This week, Procurious caught up with M.L. Peck, Chief Content & Engagement Officer at the Institute for Supply Management (ISM), who is concerned that even in the modern workplace, many women still feel they have to behave like a man to succeed.

She’s the man 

Remember Twelfth Night? Shakespeare’s comedy featured a shipwrecked woman (Viola) who disguises herself as her lost twin brother (Sebastian) to find work in the service of Duke Orsino. If you’re not a Shakespeare fan, you may have seen the 2006 adaptation She’s The Man (starring Amanda Bynes), where teenager Viola Hastings disguises herself as a boy in order to play on the all-male soccer team. Both Violas have to learn how to behave like a man, with their accidental lapses into femininity providing many of the plot’s gags.

Don’t change

“Women shouldn’t have to change who they are in order to be taken seriously. Nobody should”, says M.L. “What we absolutely don’t want is to create a mold of how to be strong leader. Our differences are what make us an asset to the teams we work in.

“I’ve had the fortune to work with women who brought an inherent, feminine ability to collaborate, empathise, multitask and problem-solve to their teams. These qualities are often overlooked and under-represented in the workplace, where we expect our leaders to be hierarchical and dictatorial in approach. In procurement, particularly, collaboration is key. The characteristics attributed to women are the ones that all of our future leaders will need – you can bet that millennials and generation Z won’t want to work in a male-dominated environment.”

But what does “behaving like a man” actually mean? Stereotypical male qualities might include strength, dominance, bullish confidence and as little display of emotion as possible. M.L. comments that when women find themselves in a male-dominated workplace, “We can make the mistake of trying to behave like a man by adopting the characteristics typically associated with men.”

Workplaces still have a long way to come in accepting that people, and leaders in particular, are able to display emotion. Men and women are taught that leaders must be “strong”, which means emotions such as compassion and empathy are redundant. “We’ve still got some of these issues in 2017”, says M.L. “Men who show empathy are thought of as weak, while empathetic women get labeled as emotional. If you choose to lead a team without resorting to an authoritarian style, it doesn’t mean you won’t be able to add enormous value in your own way”.

This, in a nutshell, is the power of diversity in our organisations. Building a diverse team of people from different genders, backgrounds and experiences will add new perspectives and insights, which ultimately leads to a better decision-making process.

Working twice as hard to be thought of as half as good

M.L. remembers her mother’s experience in the workplace, citing her as one of her inspirations. “My mum was a pipefitter and really lived in a man’s world. She was the first female on the refinery fire-fighting team. I was raised with my mum’s understanding that women needed to work twice as hard to be thought of as half as good.

“In this scenario, it’s easy to feel victimised; to think ‘I’m different, and people are perceiving me that way’. This makes it all the more tempting to conform to certain workplace behaviours, but my mum always retained her own identity.”

3 ways to encourage more women into procurement leadership roles

  • Initiatives that advocate for diversity are vital, particularly in supply management where there aren’t nearly enough women in leadership positions. Procurious’ Bravo campaign is a great example, as is ISM and THOMASNET’s 30 under 30 Rising Supply Chain Stars award, along with ISM’s annual Diversity conference.
  • Providing access to female role models and mentors will help organisations attract and retain women from entry-level through to senior positions. Organisations that want to attract top female talent need to have a diverse and inspiring leadership team.
  • Shout about what you’re doing to address gender disparity in the workplace. Companies that hold special events for women or minority groups really do see a difference – events give people an opportunity to build their networks, and provide direct access to the C-Suite who make the important decisions about diversity and inclusion.

Get involved with the Bravo campaign via our Women in Procurement group. Join M.L. Peck and other members of the ISM Leadership team at ISM2017.

Procurement Rising Stars: What Got You Here Won’t Get You There

Karen Morley realised very early on in her career that her workplace experience would be somewhat different from her male counterparts. Drawing on her wealth of knowledge she offers three key pieces of advice to procurement rising stars. 

Join our Women in Procurement group, Bravo,  here.

Quite early in my career, it became clear that my overarching purpose was to help leaders realise their full potential (although I may not have articulated it quite as clearly as this at the time!). I have a huge and on-going curiosity about people and their motivations. I became a psychologist to explore that further, and my studies and professional identification fed my purpose.

Levelling The Playing Field

As a young woman starting out my professional life, and with an ambition to succeed and achieve well, I was a keen observer of who in my organisation was given the best opportunities and who was promoted, and it didn’t take long for me to conclude that there wasn’t a level playing field for equally talented men and women. This was a big surprise to me and it was disappointing to know that equality efforts still had a long way to go.

And so my purpose has developed over time to include my passion for ensuring women are provided equal opportunity to grow and succeed, and for working with organisations to promote strategies that increase gender balance, and diversity and inclusion in general. To any procurement rising stars,  I offer three key pieces of advice:

  1. Rising Stars: What got you here won’t get you there

This phrase, which comes from Marshall Goldsmith, is a very powerful one. Continuing to do more of what you’re good at is seductive, but limiting, at least if you want to keep rising. And not all organisations are good at making this clear to their newer leaders.

While we know that new roles and increased seniority require new skills and perspectives, I also speak with the leaders I coach about what they need to give up. You need to give up a lot of what you have been recognised for and been good at, once you’re managing a team.

  1. Create strong foundations that will serve your entire career

Notwithstanding that you need take on and give up certain skills and perspectives as your career grows, there are a couple of related foundation skills for leaders that help regardless of the size and shape of your job. I think these are some of the toughest things to manage, but worth it in terms of the payback:

  • Manage your attention – disciplined attention is the currency of leadership. To be successful you need to pay attention to the things that matter most, and sustain your attention on those things in the midst of many distractions.

At increasingly senior levels this intensifies and focusing strategically and productively becomes ever more challenging. How to zone out the minutiae of everyday demands and keep attention on the big picture? You’ve got to be a bit ruthless with your attention and give up any need you might have to be all things to all people, or to be the one who has the right answers. Instead, prioritise what matters most and excel at it.

  • Manage your perspective – being able to manage your attention helps you to manage your perspective taking. And managing your perspective taking helps with important things like enabling others to do their work, and managing complexity.

The only effective way of dealing with complexity is being able to take different perspectives. Instead of managing for certainty, we need to lead for possibility. That can be challenging, and anxiety-provoking, in organisations where the drive is towards certainty. Seeking out the perspectives of people who are different from us, irritate us, or who stretch us beyond our comfort zones, can unlock enormous creativity and power. What questions do/would they ask? Build them into your repertoire to develop greater flexibility in your thinking.

  1. Know your story, and tell it well

How do you want the world to know you, and to understand the leader you are becoming? Spending time crafting your storylines is of critical importance firstly in gaining your own clarity: what’s your leadership purpose, your values and motivations to lead? How readily and clearly can you articulate these?

When you’re growing and developing, your stories may become a little confused, and some of them are changing. You may need to discard some, and find new ones. Working out how to articulate them clearly can help you gain clarity on what they are. Win:win!

I find that women in particular may be reluctant to tell their stories; I often hear ‘I don’t think I have anything interesting to say’. But everyone does. And a story should only take 60 to 90 seconds to tell.

No-one else will be clear about what you stand for if you’re not. Your stories serve to prime you for success. As you tell your stories people come to better connect with you, understand the authentic you, and appreciate your intentions. Help them to see you as the leader you want to be known as.

My Top Tips On Reducing Gender Disparity 

To be successful in shifting the representation of women in senior roles and start to nurture those rising stars, it’s important to nail these four things:,

  • Sincerely champion the value of women in senior leadership, and publicly commit to change; Giam Swiegers, Global CEO of Aurecon, is a wonderful example of this
  • Develop an inclusive culture and supporting practices, including promoting inclusion as an organisational ideal, promoting inclusive practices such as flexible working for everyone, and changing hiring and promotional practices to make them merit-based
  • Collect the right data, make it transparent and hold managers to account; Marc Benioff, CEO of Salesforce and Lara Poloni, CEO AECOM A&NZ are outstanding examples of organisations that transparently reviewed pay data, found gender-based differences, and adjusted the salaries of affected women
  • As a leader, recognise the impact and pervasiveness of unconscious bias, seek to understand it, and improve decision making practices to reduce its impact

Procurious has launched Bravo!, a group that seeks to celebrate and promote women working within procurement. Get involved here.