Tag Archives: career advice

Please Fire Me: I Just Can’t Quit!

Stuck in a miserable, but well-paid, job you can’t afford to quit? Don’t get yourself into that position in the first place!

Philip H. “hates his life”. Those are his exact words. Specifically, he hates his all-consuming job. The work bores him and he no longer believes in his firm’s mission. The gruelling hours he puts in cost him time with his family that he can never recover.

Here’s the kicker: Phillip earns several million dollars a year heading a major office of a top-tier advisory firm. So, you might ask, why doesn’t he quit?

He’s says he can’t afford to.

There’s a big mortgage on a luxury apartment, and another on the beautiful beach house he and his wife bought two years ago. (“The summer weekends we spend there are the only thing that keep me sane,” he says.) Then there are the three kids—all enrolled at a private school. The eldest will start college in a year; the others will follow soon. Tallying up his obligations, Philip envies his Wall Street friends who earn ten times as much as he does.

A couple of days ago I mentioned this story to a well-known financial columnist. “I hear this all the time,” he said. “Lots of people moan about how miserable they are at work but they can’t see a way out.”

“Boo, hoo,” you might say. “I’d trade places with Philip in a heartbeat.” But would a huge income really make up for feeling horrible about your life?

You might think that you could put up with a few years of misery for the freedom it would buy you. You’d put a lot of money in the bank, and then walk away to do whatever you like: launch a small company, or spend the rest of your days lolling on the beach. Maybe you’d devote the rest of your life to doing good in the world. Whatever your goal, you’d collect your last paycheck and say, “Adios.”

It’s not that easy, though. You wouldn’t make a bundle starting out. You’d have to put in your time first. And when serious money began to come in, it would be tempting to reward yourself creature comforts for all the stresses you endure. The higher you climb the ladder, the harder it will be to leave. Then one day you’d turn around and find yourself in Philip’s unhappy shoes.

It might seem that I’m writing about a problem that affects only a small set of people. But I think Philip’s case illustrates issues that apply wherever you are now in the organisational hierarchy, and whether you love your job or loathe it.

Most work choices aren’t either/or

It’s late in the game for Philip, but assuming a different role in his firm might be rejuvenating. Going on sabbatical might set a great example for other colleagues. By framing his decision as stay-or-go, he’s missing other opportunities.

If you’re unhappy at the office, other people know it

Philip’s negativity must come out sideways. If he hates his own job, how can he be enthusiastic when a colleague lobbies for a new project? A big part of his job is evaluating other people’s performance. His attitude is bound to warp his judgement. (I also worry about what he’s like at home.)

Toughing things out is not a career plan

Somehow Philip drags himself to work every day. Maybe he takes pride in his perseverance. As they say, however, “persisting in the same behavior expecting different results is the definition of insanity.” The way things are headed, he risks getting pushed out by his peers. Maybe that’s his subconscious agenda, but it would be an ugly way to go.

Plan your end game

When you take on a job, set a date when it will be time to move on to something else. You can always revise it one way or another, but it’s usually better to leave a year early than a year too late.

The most important lesson of Philip’s story is not getting into his situation in the first place. If Philip had kept these precepts in mind, he would have been alert to his growing feelings of frustration. At an earlier point, a lateral move to another firm or an entirely different field might have been easier. And if he had allowed for the possibility that the job might get stale, he might not have saddled himself with so much debt. But by the time he realised he was on a treadmill, he had gone so far he felt he couldn’t step off.

Sunk cost traps aren’t just financial. They can also be social, emotional, and deeply personal. Philip may have trapped himself with worries about what others will think about his walking away from what most regard as a dream job. I’d remind him of Samuel Johnson’s advice – that we’d worry less about what others think of us if we realised how seldom they do.

In the end, Philip’s self-respect is what counts. Walking away might feel as if he’s repudiating how he’s spent his recent years. But to me, belatedly changing an unhappy life sounds a lot better than doubling down.

This article was written by Professor Michael Wheeler and was orginally published on LinkedIn.

Professor Michael Wheeler’s Negotiation Mastery course on Harvard Business School’s HBX launched earlier this year. Applications for the next wave of students, starting in September, are now being accepted. Version 1.4 of his Negotiation 360 self-assessment/best practice app is available for both Apple and Android devices. It includes coaching videos and a tactics exercise.

What’s Wrong With This Picture?

Procurious’ Hugo Britt shares his experience of what happens when you truly disconnect – whether it’s on an extended career break, or just a short trip away.

Our webinar, Out of Office: Your Career Break (Through), takes place at 1pm on 10th August 2017. Register your attendence for FREE here. 

It’s 2009. I’m sitting alone in a tent perched high in the Italian Apennines, listening to the roaring of wild boars on the other side of the canvas. I’ve been scribbling away at my journal by torchlight in an effort to capture my experience hiking the 400km, 23-day Apennine Trail, when something makes me pause mid-sentence. I flip to a clean page at the back of the notebook and, in full caps, write the words “LIFE PLAN” at the top of the page.

I’ve still got that journal, but I remember tearing that page out a few days later, a bit embarrassed at how self-indulgent it seemed. What was I up to when I wrote it? I’m not normally one to come up with grandiose life plans – in fact, I usually have trouble planning more than a week or so ahead.

Here’s my theory.

Zooming out

By that point in my hike, I’d been trudging along for nearly 20 days. This was to be the last hurrah after nearly a year of travel. My then-girlfriend and travel partner (now, happily, my wife) was working in the UK, and I’d taken the opportunity to do something I’d always wanted before heading back to Australia – one of Europe’s spectacular long-distance trails. I was going it alone, not only in the sense that I didn’t have a hiking partner but because the trail rarely passed through towns. It was off-season, so I barely met anybody over those three weeks in the mountains apart from the odd deer hunter. I had a phone, but rarely had reception – and (it being 2009), I was yet to upgrade to a smartphone.

In short, I’d disconnected. I hadn’t thought about the job I’d resigned from for months – nor was I worrying about finding another job when my shoe-string travel budget inevitably gave out and I had to head home. If I did think about my career, it tended to be through a wider lens (“What do I really want to do with my life”) rather than the practical details (“I need to update my CV, line up some interviews, buy a new suit…”). Thoughts like this didn’t even occur to me, probably because they’d have been so incongruous with what I was doing at that moment, whether it was trudging up a slope or cooking dinner on a fuel stove.

My point is that if you do manage to properly disconnect, you stop sweating the small stuff. From memory, the four or five points in my so-called life plan weren’t about getting practical little jobs done – it was more of an epic to-do list. It included asking my girlfriend to marry me, deciding what city we wanted to live in, whether I really wanted to finish my current course of study – in other words, the big-ticket items.

Switching off on a short break

2017 – eight years later, I’ve just returned from a very different sort of trip. Our family of four took in the frenetic sights and sounds of Hong Kong for two weeks, which gave me a short, but invaluable, chance to disconnect from the office. Unlike back in 2009, I was very much employed this time around and must admit sneaking a glance at my inbox a couple of times in those first couple of days. Eventually, I made the conscious decision to switch off and did so by disabling just about everything on my phone apart from the camera app.

Switching off helped me zoom out. It helped me put some common-sense context around the unanswered emails and unfinished projects sitting in my inbox. While I can’t claim to have completely stopped thinking about work during that two-week break, my thought process shifted from the detailed level (sweating the small-stuff) to discovering the bigger picture. Almost subconsciously, I was rearranging the tasks on my plate into a realistic order of priority, and even had a couple of “aha” moments – not by sitting down at a laptop and working, but while I was doing something completely unrelated, like lining up to purchase a ferry ticket.

Find your holiday brain

There’s some science behind this. Earlier in 2017, Procurious interviewed James Bannerman, a Creative Change Agent and phycologist about the best ways to unlock creativity. He said “Trying to be creative is like trying to go to sleep. If you’re too busy focusing on going to sleep, you’ll stay awake because there’s all sorts of brainwave activity linked to beta waves that will keep you from falling asleep.”

Bannerman explained that there’s a sweet-spot that allows creativity to flourish. “We tend to be most creative when we’re focused but not over-focused, and relaxed but not too relaxed. You’re more likely to think creatively when you step away from your desk, and do something like go for a run, or go for a drive, or simply look out the window. It’s about finding that optimum state.”

So, there you have it. Stepping away from your career allows you to perform better in that career. Time to book my next trip.

Our webinar, Out of Office: Your Career Break (Through), takes place at 1pm on 10th August 2017. Register your attendence for FREE here. 

The Three Stages To Coming Back From Your Career Break With A Bang

Fretting over your imminent redundancy? Let’s put a positive spin on this! A career break is the perfect time to re-calibrate, cruise and power up!

Our webinar, Out of Office: Your Career Break (Through), takes place at 1pm on 10th August 2017. Register your attendence for FREE here. 

It’s the stuff nightmares are made of. Your legs are like jelly as you walk down the office corridor You’re responding to a summons from head office, only to be told the business is downsizing and you’re in the firing line.

Being made redundant is rarely in the career plan but taking an unexpected career break can actually be the making of you. You just have to do it right.

Your first reaction will be to panic-apply to every job advert you can get your sweaty palms on with little consideration for their suitability or appeal. The best advice I can give you is to hold your horses! You’re experiencing the entire spectrum of emotions; shock, denial, anger and upset. It’s not the time to apply for a new role and it’s definitely not the time to be making huge, life-changing decisions.

Taking a significant career break, whether by choice or due to redundancy might be a once in a lifetime opportunity. It’s a chance to get your life in check, turn your attention to all the things you’ve been putting off and take a step back to assess the future.

It’s not often we’re de-shackled from the pressures and stresses of working life. If your brain is mossy from years of career servitude, it’s time to do a spot of gardening. Here’s my three-stage guide to preparing to come back from a career break with a bang!

Stage One – Re-calibrate

  1. Admin, Admin, Admin

It’s more than likely that you’ve still got your workplace autopilot switched on so you may as well kick of your career break with personal admin whilst you’re still in the zone! Think about what’s been causing you stress; what’s niggling at the back of your mind. If you’ve got a pile of paperwork in your home study- sort it! If you’ve been meaning to redecorate a room – do it! And if there’s whole bunch of appointments you’ve been postponing, pick up the phone and schedule them!

  1. Reconnect With Your Life

Whether it’s spending time with your family, your children or your closest friends, this is the perfect time to reconnect with everyone important in your life. Do the school drop off, get to know some of the other parents and engage with your children’s teachers. Re-integrate yourself with family life and catch up with your friends. Don’t underestimate the value of this – as well as being an important reminder of what’s really important in life and what makes you, you – you also never know who could connect you with your future job or give you some valuable advice.

  1. Health, Beauty, Fitness

We all know the benefits of keeping in good health but when you find yourself between jobs it’s more critical than ever to get the blood pumping to the brain, oxygen in lungs and endorphins released. Go for long walks, take up a kick boxing class or sign up for a (half-) marathon. If you’ve got a twinge in your knee, organise some physio…get that tooth fixed. When you finally get back to work you’ll be prepped and healthy many months to come!

Stage Two – Cruise

If you embrace and apply all of the above advice then you’ll gracefully enter into the cruise zone. Which mean it’s time to take a deep breath (or gulp!) and enter into Stage Two of your career break. Be ready to open your mind to the many possibilities open to you and take the time to really explore what you want to do with your future career.

  1. Map the Market

Have a think about some of the companies you’d like to work for based on your desired work culture. Do you want a flexible working environment, a tech-savvy forward thinking organisation, a sociable culture or the best salary possible? Your Stage One reflection-time should help you out here. You’ve had a chance to work out your priorities in life. And if you’re feeling angry and bitter about your old job, that’s ok! Harness it to establish what it is you DON’T want from your new role.

  1.  Activate Your Network

Once you’ve drawn up a list of dream companies, it’s time to do some cross-referencing! Is there anyone in your network that works for these companies? Can they help you get an introduction to any of the key decision makers? You can also use your connections for reference checking. What are their experiences of working for this company? Are they an advocate?

  1. Craft Your USP

What is your unique value proposition? Identify what you can do better than anyone else. If you were a product on the supermarket shelf, what would make you stand out as the candidate of choice?

Stage Three – Power Up

You’ve had your chill time, you’ve reflected on everything from utility bills to dental hygiene and you’ve identified your USP. Congratulations! You’re ready to get back in the game!

  1. Remember you’re in a sales process

The number one rule of selling is to uncover the buyer’s needs and that’s exactly what you need to do when you’re researching the perfect prospective employer.

This is going to require a lot of listening. Listening to your friends, your connections and how your employer of choice is marketing itself online.

You know what your unique skills are so start matching them up with the organisation’s needs and sell yourself!

When you finally meet someone with the hiring decision you’ll able to perfectly articulate what you can bring to your role within the company.

Too many people attend interviews and only talk about themselves The trick is to turn your meetings into conversations! People will feel more comfortable and your interactions will be all the richer for it!

  1. Follow Up

Don’t underestimate the value of keeping in touch. After an interview, be sure to send a follow-up note (or two!) and leverage social media to keep yourself in the spotlight and your name on people’s minds.

Connect with the companies that you want to work for on LinkedIn, Twitter and Procurious. Post issues and news that demonstrate your interest and commitment to your chosen career and employer. Set up Google alerts so you’re kept in the loop on current affairs, your target companies and all things procurement.

  1. Ask for the job

You know that you’re the best person for the job- but they don’t! Make sure you ask for the job – tell the employer how much you want to work for them and why. You’d be amazed how many people don’t actually ask for the sale!

Our webinar, Out of Office: Your Career Break (Through), takes place at 1pm on 10th August 2017. Register your attendence for FREE here. 

Different Country, Same Procurement Culture?

Heading off to begin a new procurement chapter abroad? Make sure you’re prepared to accommodate, and adapt to, a new culture.

Have you ever wondered what courage it would  take to pack your bags and set off across the globe in order to start an entirely new chapter?

Juggling a new home, new job and a new life isn’t a challenge for the faint-hearted but it’s one you’re unlikely to regret and something that ISM board member, Kim Brown, knows all about!

Throughout her impressive procurement career, Kim has enjoyed roles at Reynolds and Reynolds Company, General Electric, Toys R Us and, most recently, at Dell, Inc as Vice President, Global Materials.

Kim’s lengthy career has taken her around the world so it’s unsurprising that she’s honed and developed her cultural intelligence (CQ) over the years. When we interviewed Kim, we were interested to hear about her global experiences, both what she’s learnt and how she’s adapted to different circumstances, and gain some advice on what it takes to hold a position on a board as noteworthy as ISM.

Procurement around the world

“I’ve lived in quite a few places, four or five US states and two countries,” explains Kim. ” I also did a stint as an ex-pat in Mexico city for a year and spent on year in Singapore.”

Was she able to observe distinct differences in working cultures  during her time abroad? “Very much so, particularly at the beginning of my time in Mexico, which has a very, verY different culture. I was working for General Electric at the time and accustomed to the direct and process-driven culture in the US. In Mexico, the conversations with suppliers, local people and colleagues were very family-based. They wanted to know about me, and understand what my family life was like before doing business with me.”

In Singapore, Kim faced the challenge of managing a widely dispersed and culturally diverse team. “I had team members in 26 or 27 different countries, all of which had cultural nuances.”

Pulling together a strategy for a large team is challenging at the best of times but it becomes even more so when you must be cognisant of how different cultures are motivated by different things. “Something that someone in the US would regard as a very small factor might mean a lot to someone in India, for example.

“Singapore itself was a very different culture.  It seemed at times cautious and a little shyer than in some other parts of the world. I’m the kind of person who says hello to a lot of people, and in Singapore they would look at the floor in response! However, once you get to know them and they get to know you I found the community to be friendly and outgoing.”

This, in a way, is the motto of Kim’s story. Working across cultures and borders requires patience, tolerance, compromise and understanding from both sides.

“As long as you go about making a change in the right way, it will work. When I first started in a global role I tried to supplement it with videoconferencing. I quickly found I was questioned “When are you coming, when will we see you?”  And there is no substitute for that. Employees are often very excited by and enthusiastic about a visit from the regional office – I’d arrive in Malaysia, for example, and find that the room was packed with people who wanted to see me, listen and ask lots of questions.”

What a board wants

If anyone knows the answer to the question “what does a board want?” it’s Kim Brown. As well as being treasurer for ISM, she’s held positions on two additional NFP boards, one of which had 70 board members. “When I went on [the board with 70 people], I wanted to be really involved, to be on the executive committee and be a decision maker, not just a voter. These roles are extracurricular but if you’re going to do it, do it!

“At ISM, we have very robust conversations, which is fun! I learn a lot and have the opportunity to interact with a whole bunch of new network contacts. I try to look positively upon any experience where I can learn something new.”

Kim’s top tips for procurement when presenting to the board:

  • Keep your strategy clear and concise and ensure you know how to sell it!
  • You need goals and objectives; lay out the salient points and present them in a way that makes sense
  • Get your act together! When you’re presenting, make sure it’s in an understandable manner.
  • Do your homework and always  look at alternatives and contingencies.
  • Use your  junior team members! I really like it when CEOs do this. It gives your team an opportunity to showcase the work they’re capable of doing, and allows us, as the board, to show your team that we’ve got confidence in them!

Are You Emotionally Intelligent? Here’s How to Tell

What exactly is emotional intelligence (EQ)? How can you determine if you have those characteristics? And why is it so important?

You’ve probably heard the term “emotional intelligence.” It’s come into vogue in recent years, with numerous books being written about the subject. Businesses are increasingly focusing on emotional intelligence and researchers are increasingly learning its importance.

What is emotional intelligence?

The term “emotional intelligence” (EI or EQ) was coined by researchers Peter Salavoy and John Mayer. Author Dan Goleman made the term mainstream in his book “Emotional Intelligence.”

Typically, EQ includes two related, but distinct items:

  • The ability to recognise, understand and manage your own emotions
  • The ability to recognise, understand and influence the emotions of others

 

The 5 characteristics of emotional intelligence

Emotional intelligence is characterised by 5 distinct characteristics:

1. Self awareness

Those with high EQ are able to recognize emotions in the moment. One of the keys to developing EQ is being aware of feelings, evaluating those feelings and then managing them.

2. Self regulation

Everyone knows that emotions come quickly and with force. It’s rare that you have control over when we are hit by an emotional wave. Even the slightest thing can trigger something deep within you. However, if you have a high EQ, you can control how long that negative experience lasts.

3. Motivation

It’s very difficult to be motivated if you always have a negative attitude. Those who are full of negativity don’t often achieve their goals. Those with a high EQ are able to move toward a consistently positive attitude by thinking more positively and being aware of negative thoughts.

4. Empathy

Empathy is the ability to recognise how others are feeling. This is essential for functioning well in society and excelling in your career. A person without empathy will end up regularly insulting and offending people, while a person with a high EQ will be able to understand what a person is feeling and then treat them accordingly.

5. Social skills

The final characteristic of EQ is having and developing excellent interpersonal skills. It used to be that access to the greatest amount of information would allow you to succeed, but now that everyone has immediate access to knowledge, people skills are more important than ever. Those with a high EQ are able to wisely and skillfully navigate the various relationships that fill their lives.

How can you tell if you have high EQ?

There are various tests that can help you identify your emotional intelligence, such as the Emotional Intelligence 2.0 test. However, these tests have their limitations in that EQ is intangible, making it difficult to precisely measure.

There are a number of markers that accompany those with a high emotional intelligence.

Some of those markers are:

A curiousity about people

Curiosity comes from empathy, which is one of the most significant elements of EQ. If you are curious about people, you will also care about what they feel and how they struggle.

On the flip side, those with a low EQ don’t have any interest in others. They aren’t interested in what others think or feel. Their primary focus is on themselves.

A thorough emotional vocabulary

Remember, EQ is the ability to identify and understand emotions. Research done by Travis Bradberry, who is the author of “Emotional Intelligence 2.0,” suggests that only about 36 per cent of people have this ability.

This is partially due to an inadequate emotional vocabulary that prevents people from properly identifying what they’re feeling. Every negative feeling is simply called, “Bad,” and every positive feeling is, “Good.”

However, those with high EQ can specifically name their emotions, which then allows them to deal with them in the most effective way.

A holistic understanding of themselves

If you have high emotional intelligence, you have a holistic understanding of yourself that goes beyond just feelings. You know what you’re good at and what you’re not. You know the people and situations that frustrate you. You also understand how to avoid or effectively navigate situations that will hurt you emotionally.

If you have a high EQ, you can tap into your strengths and minimize your weaknesses.

Not easily offended

Emotional intelligence involves a thorough knowledge of yourself and the ability to control your emotions. Combined, this makes you difficult to offend. You are confident in who you are and are able to understand when someone is simply making a joke versus when they are degrading you. You don’t let people easily get under your skin.

An ability to judge character

EQ gives you the ability to read and understand people. You are in tune with their emotions, which then allows you to more readily understand their actions. You can tell the difference between someone having a bad day and someone who is a bad apple. The more you develop your EQ, the more skilled you become at making character assessments about people.

Not haunted by the past

A low EQ makes it difficult to manage emotions when they appear unexpectedly. When a past mistake comes to mind, it’s easy to get dragged down into discouragement and despair.

If you have a high EQ, you are able to think about past mistakes without letting the associated emotions overwhelm you.

Giving without expecting

Those with a high EQ are able to give without expecting anything back. Because you are constantly in tune with the emotions of others, you know the effect that a gift will have on someone. When someone needs something, you want to meet that need.

This giving attitude allows emotionally strong people to build deep relationships with other people.

An ability to handle toxic people

Toxic, difficult people will often draw a reaction out of you. You feel surges of negative emotions when you are around them and often lash out, which then hurts both you and them. Lashing out also fuels their toxic behavior even more.

If you have a high EQ, however, you can keep your emotions in check when dealing with a difficult person. You don’t allow your anger to boil over. You’re able to see multiple perspectives, calmly.

As Daniel Goleman said:

“If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.”

Janae Ernst (M.S. ’17) serves as the marketing communications coordinator for Cornerstone University’s Professional & Graduate Studies. This article was orginally published on the Cornerstone University blog.

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.

Don’t Be Afraid To Kick A Colleague When Negotiating

In a major negotiation, procurement needs to deal not only with the supplier representative on the other side of the table, but with the internal stakeholder sitting next to you. If that person deviates from the script – as they so often do – then don’t be afraid to kick them in the shins. It’s your job!  

Procurious was invited to attend a Negotiation Roundtable organised by CABL (Conti Advanced Business Learning) and facilitated by its Founder, Giuseppe Conti.

Conti introduced the subject by pointing out that in many negotiations, it isn’t enough to negotiate with the suppliers. Usually, there’s a minefield of internal negotiation to get through first.

Don’t enter the maze without a map

Håkan Rubin refers to his company (IKEA) as a “matrix organisation”, and therefore sees stakeholder mapping and management as crucial before any sourcing activity. In his role as Supply Chain Operations Leader (Group Sustainability Innovations), Rubin says that identifying who the key players are internally isn’t always that obvious. “We try to get everyone on board, to make sure that resources are available and that everyone feels they are involved.”

Paul André, Emerging Products & Commercial Supply Director at JTI, built upon Rubin’s point: “I find that even though you’ve carried out your stakeholder mapping and have a joint meeting with key people involved, a lot of discussion happens outside of that meeting. What happens between the meetings is often more important, where people agree on things in one-to-one discussions.”

Overcoming resistance

Kemira’s Senior VP of Global Sourcing, Thierry Blomet, examined some of the typical resistance that procurement faces from internal stakeholders. “They have restrictive time constraints, heavy specifications, and often want to select suppliers based on past history and how comfortable they are with using them. It’s often challenging for procurement to convince stakeholders that there’s a better option against so much resistance, especially in a conservative industry not willing to take on the adventure of new technology or new suppliers.”

Xinjian Carlier (Strategic Sourcing Commodity Manager -Honeywell) shared an example of how she overcame resistance to a request for extra resources to deal with a major issue with significant financial impacts. “The reaction was ‘we don’t have time – I can’t give you the resource.’ I explained that the reason I came to them was that the company including both procurement and engineering would suffer an impact of hundreds of million in sales. Basically, I converted the issue into facts and put both of us in the same boat. This helped the senior leader in engineering understand, and reprioritise his resources.”

Resolving conflicting objectives

Laurence Pérot, Head of Global Supply Chain & Procurement at Logitech, comments that particularly in larger organisations, it’s procurement’s responsibility (and challenge) to juggle differing objectives and agendas from varied teams. “When you’re dealing with different functions, it sometimes isn’t clear what the company actually wants out of the negotiation. It means we [procurement] are unsure what we’re going to ask for. I had an experience where we had to make the decision on our own about the objectives on behalf of the rest of the community, because we couldn’t get alignment between the functions.”

Procter and Gamble’s Global Capability Purchasing Leader, Tamara Taubert, adds that procurement owns the discipline to be able to turn around complex, multiparty negotiation effectively. “To do that, our stakeholders need to get educated on what a negotiation is, the do’s and don’ts, and their role in the negotiation itself. The procurement representative might be the only person sitting at the table across from the supplier, but there are others involved in the negotiation, whether they like it or not. Procurement can lead by connecting all parties together and help them come to a value agreement.”

Staying in control

Blomet has found that engineers are generally happy to be guided by procurement as they’re often less experienced in negotiations and sourcing events. But when senior business stakeholders step in, it’s often more challenging for procurement to keep control of the process. “Business stakeholders are more likely to say that they know how the negotiation should be handled. Procurement may be tempted to back off at this point, but my advice is don’t back off. It’s even more important to help set the scene, do the roleplay, and keep them under control both during the preparation phase and during the meeting itself. And yes, this means it might be necessary to kick someone under the table if they deviate from the script.”

Alessandra Silvano, Global Category Director Capex and MRO at Carlsberg Group, says this has happened to her. “I had to ask someone who was not keeping to the script to leave the room. This person was becoming emotional and I could see we would be left in a bad position. I called a time-out, we took a break, left the room, and the supplier stayed behind. Eventually, we went back into the meeting and said we’d like to continue in a smaller group – leaving out the person who was not playing according to the script.”

Francesco Lucchetta, Director of Strategic Supply at Pentair, noted that although emotion can cause people to leave the script, it’s part of the negotiator’s toolset. “There’s a difference between playing with emotions and keeping negotiations under control. In a supplier negotiation, you’re the customer, so you can be much more emotional than they are. In an internal negotiation, you’re more likely to change a stakeholder’s mind by pointing out the emotional/risk side of the issue, rather than presenting facts around savings.”

Interested in attending a CABL Negotiation workshop? Visit http://www.cabl.ch/ to find out more. The founder, Giuseppe Conti, has over 20 years of Procurement experience with leading multinationals and over 10 years of negotiation teaching experience at leading Business Schools (including Oxford, HEC Paris, IMD and ESADE).

The Importance of Strategic Thinking

“It is not enough to be busy… the question is: what are we busy about?” How do you find the time for valuable strategic thinking?

Last month, I ran a one-day workshop for senior leaders at a multinational organisation. One of the common themes that came up when we were establishing the ground rules for the session was the sense of “busyness” in the group. Many participants mentioned how “busy” they were and how it was not an ideal time for a full day workshop. Nevertheless, the workshop went very well and the level of input and engagement from the participants was high.

As a follow-up, I was debriefing the workshop with the participants yesterday. Their feedback about the session and its impact has been very insightful.

The Benefits of Strategic Thinking

One participant said she appreciated the time and space the session provided in order for her to slow down, think and reflect. She was able to move out of her “tactics” mindset and think more strategically. Another participant mentioned that he was able to step into a more strategic mindset and use the time to think about frameworks that will find alignment with everyone in his team. Others shared similar experiences. Participants realised that they were actually being busy for “busyness” sake, whereas what they were missing was the necessary time and space for valuable strategic thinking and consequently future planning. This is a key aspect of leadership.

As Henry David Thoreau wisely stated, “It is not enough to be busy… the question is: what are we busy about?” Strategic thinking examines and challenges the assumptions that exist around an organisation’s value proposition. It focuses on finding and developing unique opportunities to create value for an organisation. Being a strategic thinker can be difficult, but allocating time for the process is a crucial first step.

Strategic thinking is not only reserved for senior executives, it can, and should, happen at every level of an organisation. The important step is to accept that strategic thinking is part of your job and begin to focus on developing your abilities. Here are a few techniques to help you become a better strategic thinker:

Reflect

Make a commitment to slow down and do some focused thinking. One easy way to do this is to schedule a time every day or week to simply spend time thinking. It doesn’t have to be at work; it could be driving to work or going for a walk at lunch.

Broaden your horizons

Strategic thinking and curiosity are intrinsically linked. The more ideas and experiences you have, the more insights and connections you can make. Try to read about new ideas or new opinions, or explore new places to help stimulate the mind.

Step into others’ shoes

Discuss your ideas with other people. This is valuable because most likely the people around you think differently from you and can provide alternative perspectives to your ideas. Clients and customers also serve as a good source of inspiration for new ways of thinking.

Encourage others 

The more strategic minds generating ideas in an organisation, the better. One effective way to encourage staff to think strategically is to incorporate strategic thinking into their training and/or performance development plans.

Make decisions 

Strategy is not just about thinking, it is also about executing. Generating ideas is valuable, but it can go to waste if a decision is not make about what to do with them. This is where budgeting, time, money, resources, and prioritising come into focus.

Strategic thinking will make you a better leader. However, the ultimate value of strategic thinking is that it is looking out for the future of your organisation and its long-term success.

This article was oringally published on Cultural Synergies.

A CPO ’s “To-Do” List for the First 100 Days

100 days of being a CPO….What’s on your to-do list, where do you start and how do you develop your action plan to transform the procurement team? 

You’re hired!  After the jubilation of accepting a job wears off and you’re successfully on-boarded to your new company, you learn you have 100 days to develop a plan.  This plan that will begin a journey of procurement transformation that surpasses the expectations you shared during the new hire process.  The opportunity is ‘greenfield’: building out a procurement function where one didn’t previously exist or where the function never took hold for one reason or another.

You’ve been appointed CPO. You have 100 days to develop a plan.  What’s first? 

There are various approaches to transformation and the key is to find the right one for your project.  The approach I will share is based on my personal experiences building out the procurement function (source-to-settle) at a Fortune 50 company, at a hyper-growth entrepreneurial company, and (most recently) at an established, well-diversified healthcare company.

First course of business – assess the current state if you didn’t do so during the interview process.  Have a conversation with anyone willing to engage starting with your new team, executive leadership, and cross-functional stakeholders.  You need to understand your inherited brand firsthand – including the perspectives and opinions of your inherited procurement function.  These discussions are important on several fronts because they:

  • Baseline the present-day function and capture a snapshot of where you started your journey. This will be key as you look in the rearview mirror to see how far you’ve come;
  • Identify strengths, weaknesses, opportunities and threats across the categories of people, process, and technology;
  • Provide key insights on brand perceptions and the history behind them;
  • Help identify advocates, influencers, and distractors; and
  • Finally, provide insights to what ‘should’ be next and offer a semblance of preferred timing

I recommend partnering with a change management guru and a project manager to articulate the business requirements that will form your vision, set a definition of success, and develop a communication strategy and cadence.  Do not underestimate impact of change and the new behaviors that are required to effect better business outcomes.

At my current company, we took a slightly different approach to transformation based on our unique combination of vision, culture, and employee demographics.  Early on we reached out to Marketing to create a ‘drip campaign’ comprised of video vignettes, campus signage, and direct outreach. The whole effort centered on our mascot – Moolah, a big fury, purple creature that was accompanied by a tag line – ‘Spend It Like It’s Yours’ (loosely based on the acronym ‘SILIY’ – pronounced silly).

The objective was to have fun with the initiative, which is one of our values.  The result was celebrity status for Moolah and greater acceptance of the initiative.  Frankly, it was fun to see employees taking selfies of Moolah at all-hands-on-deck meetings.

Included below is a checklist based on my experiences to help develop your plan.  Again, model or pivot based on what you observe in front of you and the expectations of procurement.  There is no absolutely right answer.

Discovery

    1. The Initiative
      1. ‘Why’ is the initiative being undertaken and why now
      2. ‘Who’ – who is the advocate and what role to they play and their plans to stay active
      3. ‘What’ is the motivation, business reasons for the initiative
      4. ‘When’ – expected timing – launch for the initiative and drivers
      5. ‘Where’ what is the geographical, business reach for the initiative, i.e., domestic only, certain BUs only, etc.
      6. ‘WIFT/M’ – beneficiaries?
    2. Your company
      1. Culture
      2. Vision, Mission and Values
      3. Story – market, penetration, success, competitors, …
    3. Existing function and talent
      1. Who plays the role today within the business
      2. Partner with HR to run a title & role search across the company
      3. Ask the pre-existing talent to provide their CVs and interview them
    4. Needs of the organization from the perspective of the business
      1. Functions value
      2. Brand (good, indifferent and what needs to change)
      3. Successes and failures
    5. Identify partners and executive support to advocate for the initiative
    6. Subset – players
      1. Active vocal participants (supporters)
      2. Points of dissension (naysayers)
      3. Bandwagoneers – those on the sidelines waiting for results and uncommitted in the interim

Baseline

  1. Performance to date
  2. People
    1. Skills and gaps
    2. Investments to date
    3. HIPOs (High Potential Employees)
    4. Investments and jettisons
  3.  Process/Policy
    1. Does one exist?
    2. Are there accountabilities?
    3. Spend authority
    4. Document signing authority
  4.  Technology
    1. What do you have?
    2. To what extent is it implemented?
      1. Vanilla
      2. Customizations
      3. Partials
    3. What is next and why?
  5. Quantify behaviors
    1. Buying behaviors of customer
    2. Willingness for change
      1. BUs
      2. Function
      3. Other Shared Services Centers
      4. Legal
      5. Execs

Initiative governance structure

  1. Agree roles/oversight for initiative, for example:
    1. Steering Committee
    2. Advocates within the business
  2. Other key constituents
    1. HR
    2. Legal
    3. Information Security
    4. Finance
  3. Develop RACI

Change Management strategy, approach, methodology

  1. Campaign
    1. Partner with Marketing on drip campaign (pre-planned, gradually released communications)
      1. Tagline
      2. Mascot
      3. Video vignette
  2. Change management leader
    1. Messaging
    2. Signage
    3. Cadence
  3.  Access
    1. Execs
    2. BUs
    3. Leadership
    4. Management
    5. IC’s

Business case to effectuate a different outcome

  1. Executive summary – overview of the initiative
  2. Detailed description of the initiative
  3. Why – what is it in for them/me – market analysis
  4. Organizational design
  5. Funding requirements
  6. ROI/IRR
  7. Anticipated outcomes
  8. Necessary executive support
  • Gain support for initiative
  • Execute
  • Reflect
  • Celebrate your successes

Appreciate that procurement transformation is a journey with a starting point that is unlikely to ever end.  You iterate, detour, and adapt to meet the needs of the organization.  Investment is required in the three buckets of people, process, and technology – and most importantly, the leadership team – to stay relevant.

You will encounter setbacks, and your ability to recover will test the team.  How they (and you) respond will determine the overall success of the initiative.  Most importantly – have fun if you are fortunate enough to have that as a key value at your company.

Greg Tennyson is the CPO at VSP Global.  This article was originally published on The Art of Procurement. 

Buzzwords, Jargon and other LinkedIn Problems

One person’s Head of Procurement is another person’s Procurement Executive and another person’s Vice President of Procurement and Supply Chain. How do you ensure your LinkedIn profile isn’t confusing employers and holding back your career?

LinkedIn currently boasts over 460 million users and two new signups per second. If that makes you feel like a very tiny fish in a very large pond, don’t worry, you’re not alone! But that doesn’t mean you can’t find ways to stand out from the crowd.

Some members are scouting for jobs, others are scouting for new hires, and some would like to consider themselves passive users, not placing much importance in their online CV. But, whatever your motivations or opinions, a vast amount of people will have their LinkedIn profile vetted by a prospective employer; it could be the make or break to getting that job. So you really ought to get it right!

How are people finding me on LinkedIn? 

Recruiters, headhunters and employers will visit your profile for a number of reasons. You might have been recommended or referred to them by a colleague or friend. Perhaps they searched for someone with your skillset or career history and stumbled across you by chance or maybe you’ve already applied for a role and they’re performing a final suitability check.

Whether you’re looking for a new role today or in five years time you need a LinkedIn profile that’s ready to go. Don’t take the risk of missing out on a dream role you didn’t know you wanted because a recruiter landed on your empty shell of profile.

Here are my top tips for making your profile shine.

Profile Summary

The latest LinkedIn update gives a huge amount of weighting to the top 2 lines in the summary field of your profile. This is the first thing anyone will see when they view a preview of your profile, which makes them the most critical. Keep it as engaging and informative as possible.

Keywords

LinkedIn searches work by users highlighting keywords. If you want to be found by the relevant people, you need to use the right buzzwords. Do some research into the market you want to be employed in; what sort of job titles and job descriptions are used? Which key words are used over and over again? What words would your dream employer use to try and find someone like you?

Job Title/Headline

Job Titles are an independently searchable field. You have 100 characters, make sure you use them wisely.

What would someone searching for you look for? Somewhere, somehow that’s what your job title needs to have in it.

Instead of having one searchable string, you can have more than one title in your profile:

The second example would result in the profile coming up in significantly more searches.

Company

It might sound obvious but make sure you are listed as working for the right company. Your company might have 30 or 40 subsidiaries, countries, brands associated with it. GSK, for example, has 514 results (and that’s ignoring GlaxoSmithKline which has another 350)!

But again, this is a searchable field so make sure you are on the one with the largest population or the most obvious one.

If you are a recruiter searching for a specific brand you might not take the time to make sure you’ve got exactly the right company. Don’t take the risk – get yourself on the biggest and the best (or most relevant).

Role

If you’ve been promoted within a business make sure you represent that explicitly on your profile. Adding a new position gives you the opportunity to tick the majority of these boxes again:

  • Successful
  • New summary box: more keywords and success
  • New job title: more job title keywords

Jargon

If keywords are the No.1 thing you are searching for, jargon is exactly the opposite. If your company calls it one thing but everyone else calls it something different your current boss is going to be the only person that will find you!

Be aware, too, you might not be aware just how jargon-filled your job title is if you’ve worked in the same business for a while. So take some time to find that out. Search for someone similar to you and see what they call it. And then such for some more for verification!