Tag Archives: career management

Competence Is Context Dependant

It’s easy to associate competence with job titles in a generic sense. However, given people’s performance will depend on the context in which they operate, all notions of competence should take context into account…


By mavo / Shutterstock

The same, but different

Is a graphic designer at a major accounting firm the same job as a graphic designer at an early-stage startup? There is an obvious overlap is functional skills, but that’s where the similarity ends. 

A designer at startup will have limited resources and even less time. They’ll be required to “ship fast” because the clock is ticking and everything is an experiment. Management will have a relatively high tolerance for mistakes, and decisions will be made on the spot. 

Conversely, a large accounting firm will be far less tolerant of risk, decisions are made by committee, perfection will be prioritized over speed and autonomy will likely be low. 

How similar do these roles sound now?

While the fundamental craft is essentially the same, the context is entirely different. Success is measured differently, and the respective operating environments have very little in common.

Context is everything

It follows that the best person to do the job at the accounting firm is probably not the best person to do the job at the startup. In come cases the same person might be able to excel at both roles, but they’ll need to apply themselves and behave quite differently. 

This means that competence is dependent on context, something James Clear emphasizes in his book Atomic Habits

There is no such thing is a “good graphic designer”. Rather, there is a good graphic designer in your particular context. That context might be unique to your company, or it might be broadly applicable to companies in your industry or of a similar size, for example.   

This is a departure from the way many companies, and indeed many talent acquisition professionals, think about competency frameworks. It’s easy to associate competence with job titles in a generic sense. However, given people’s performance will depend on the context in which they operate, all notions of competence should take context into account.

How to build context into your recruitment process

When filling a role, it’s important to think of what it takes to be successful in that role at your company. It’s helpful to divide the requirements into two components. The first is the skills that are specific to the role itself and would likely be required in any context. In other words, what does the person in the role need to achieve? The second component is the skills that are unique to your context. In other words, how do you expect the person to approach their role? This can include cultural aspects, attitude, behavior and so on.

The next step is to come up with a way to test candidates for those skills. Following this logic, a generic “graphic designer test” doesn’t make much sense because it only addresses the first component. In order to identify someone who will excel in a role in your context, the test must take into account both components. It must be context-dependent because competence is dependent on context. 

Thinking about candidate selection in this way will help you identify people who are more likely to be successful in your environment. This makes sense because it’s also unlikely that the people who want to work at a startup will also want to work at major accounting firms, and visa versa.

This article was originally published on Vervoe.

The (Office) Walk Of Shame: Workers Who Quit Because They Are Too Embarrassed To Stay

It’s not all about the money. The real reasons why we quit range from bad bosses who make passes to wars over stolen food from the office fridge as well as shame – doing something so excruciatingly embarrassing we just have to resign.

By worradirek / Shutterstock

You might think that a chance to earn more money would be the number one reason why we quit our jobs. But you’d be wrong. Being offered more cash actually comes in at number three.

Topping the chart is the desire for a better work/life balance whether that is a job with more flexible hours or at least without the long hours most of us have to put in to get the job done.

Also making the top ten are long hours and long commute, which are basically other ways of saying the same thing: many of us are fed up with living to work and want to work in order to live.

We’ve had enough of bad bosses

The appalling behaviour of some managers is another reason why employees can’t wait to hand in their notice according to research commissioned by SPANA the working animal charity (yes, some animals work too!)

 “I thought the boss was useless” comes in at number five, “I fell out with the boss” at number nine and just making it into the top 20 at number nineteen “I had a physical altercation with the boss”. If things get violent, you know it’s time to leave (and perhaps sue?).

Despite #MeToo coming in at number sixteen for the number one most common reason for quitting is “My boss made a pass at me”.

Some of us get stroppy over petty squabbles

However, some reasons for handing in your notice are quite frankly ridiculous. Leaving because the free tea and coffee was taken away, because a colleague stole your food from the work fridge or you are not allowed to change the radio station or don’t like your desk position (all in the top 40) are a bit drastic…. There is no guarantee your next workplace will be any better.

That is why you should spend time really researching your new workplace – not just the job, but also who you will be working with including the boss, the office environment – (it might be a dingy basement not the plush interview office – and important work/life factors such as the commute to work.

Putting two fingers up to your employer

Half of us are so fed up, we just hand in our notice without having another job to go to.

Still, you can’t beat that “I quit” feeling… with half saying they felt a massive sense of relief after doing so. That probably includes those who did something so embarrassing (possibly at a work party or with the photocopier) that they just had to leave and never go back. In that case it is entirely understandable that you would not want to hang around while you find a new job.

But we’re not up to admitting why

You can see why someone would not want to admit that they had done something so shameful that they could not bear to return to work.

However, these quitters are not the only ones who shy away from the truth. One in four British workers have lied to their bosses when it comes to the real reason for quitting their jobs according to global recruitment specialist, Michael Page.

We may be leaving because we are not paid enough – or not feeling like we are valued – but we haven’t got the guts to fess up. Ironically, in this candidate-short market, saying you are leaving for a bigger salary could lead to a counter offer from your existing employer, so it might be worth making your point (after all, you are leaving anyway!)

The survey also found that one in ten just do not feel like they fit in – particularly LGBT workers, those from an ethnic minority background, workers with long-term health conditions and younger workers (aged 18 to 34.)

Top 20 reasons for quitting a job

1. Wanted to improve work/life balance

2. It was too stressful

3. Was offered more money

4. I didn’t like the company culture

5. Thought the boss was useless

6. Felt I wasn’t learning anything new

7. The hours were too long

8. The commute was too long

9. Fell out with boss

10. I hadn’t been given a pay rise in ages

11. The perks weren’t good enough

12. I felt I’d hit a glass ceiling

13. The atmosphere was dull

14. Fell out with colleagues

15. Hated my desk position

16. Boss made a pass at me

17. My ‘work best friend’ quit and it wasn’t the same without them

18. Had a physical altercation with colleague

19. Had a physical altercation with boss

20. Did something so embarrassing I was forced to move company

 

The 6 Stages Of Your Procurement Job Interview

How to you prepare for (and ace!) your procurement or supply chain job interview?

By Lucky Business / Shutterstock

There is no shortage of general advice available online on how to prepare for and behave in an interview situation, and it’s free. That’s all very helpful, but what about preparing for an interview in supply chain or in a procurement role, how is it different?

1. Before the interview

The basics are the same whatever the role, preparation is vital.  Do research the following:

  • The background of the company, its culture and the industry it is in.  The more information you gather before the interview, the better prepared you will be to answer leading questions during the interview. Be fully prepared to answer the questions “How much do you know about our company?” or “Why do you want to work here?” 
  • The interviewer (or hiring manager).  Who is he or she?  What is their work background and experience?  This will help you find some common ground. 
  • Know your TCO, RFI, P2P, SRM and the rest of the acronyms. Interviewers may use these in conversation. It may unsettle you if you don’t know what they mean.   
  • Make sure you really understand the skills that are required and how much experience is expected. If you don’t quite fit their view of a dream candidate, motivate how you will grow into the role quickly. Think about the types of questions that you can expect and prepare your answers in advance. 

2. At the interview

Job interview formats go in and out of fashion:  you can be asked to do a video or panel interview or even one that includes end-users or stakeholders.  Whatever the format, you need to demonstrate your suitability for the role on offer and how your skills and background will provide tangible benefits for them.  

3. Functional skills

You will probably be asked about your experience and skills in relevant supply chain technology and related tools, e.g. SAP, Oracle, Ariba or other e-sourcing software. You may be asked about direct and indirect categories that you have worked in (make sure you understand the difference) and about your particular expertise in certain commodities or services.  In both these areas be careful not to embellish or over-represent your knowledge or achievements as your interviewer may know a lot more than you do. If you claim that you saved your organization £5 million in spend last year you will need to be able to substantiate it.  Currently, employers are looking for people with specific experience in complex procurement categories. In these types of role they expect candidates to be already familiar with the external marketplace and key suppliers. 

Questions sometimes start with “Tell me about a time when…”, where the interviewer will work through the STAR technique:  

  • The SITUATION 
  • The TASK or problem that arose
  • The ACTION you took
  • What was the RESULT

Prepare multiple examples in advance and rehearse them well so that they tell a story. Be ready for “tell me more”.  Make sure that you demonstrate that you have good critical and analytical thinking skills, are a good communicator, have time management skills, and are flexible, i.e. show that your expertise is transferable to them. 

4. Behavioural skills

Behavioural interview questions are very common in supply chain and are designed to elicit specific and detailed responses about inter-personal and conflict situations which you have been exposed to. How did you handle the issue, what actions did you take and what was the outcome?  Your answers will show that you understand effective ways to deal with suppliers and internal clients.  Listen carefully to any clues the interviewer gives you on what’s important to them so that you can respond by giving your own examples. You need to be able to articulate how you would be able to bring about change and implement improvements seamlessly, where required.

5. Do you have any questions?

An interviewee will almost always be asked this. Understanding how to communicate your interest is very important so have your questions ready.  This is not the time to discuss the remuneration package or benefits that may be offered. Genuine questions about how the company manages its procurement function and how the different elements of their supply chain operate will be welcomed.  If the interviewer is interested in you they will demonstrate it by asking a variation of the following, ‘why our company, why this position and why you?’  This often is your most critical response during the interview process.

6. Where it can go wrong:

Feedback from senior managers and top recruiters says that where candidates fail most is in:

  • Not being fully prepared and having to refer to their CV for details
  • Did not know enough about the company and its operations
  • Did not have the right attitude/did not demonstrate any energy for or interest in the role offered.
  • Could not provide examples or explain how they are suitably qualified
  • And arrived late for the interview!

Displaying a positive attitude and expressing a sense of enthusiasm for the company and the role is an excellent starting point for landing that job. Cultural fit and good inter-personal skills may be the clincher; processes and applications can be taught over time to fulfil gaps in experience. 

Related articles

Is Category Management Still A Career Choice?

Far from the predictions of many, category management is alive and well, but it is changing. Elaine Porteous explores how…

By Pertusinas/ Shutterstock

Contrary to some predictions in the last decade about the demise and imminent death of category management in procurement, it is alive and well, but evolving.  In truth, it is becoming more complicated as third-party spend in the 21st century does not easily fit into historical categories.  There is more overlap and intersection in I.T. services as it merges with telecommunications, marketing services now include internet and social media and packaging is concerned with sustainability.     

Category management’s aim is to segment its spending on third-party goods and services into groups depending on function and end use.  The difficulty in defining category groups has increased due to the overlap between commodities and the rapid innovation in technologies.  Category managers handle more than strategic sourcing. Their role includes creating a category plan, handling supplier relationships and providing continual oversight in the category. 

Specialise in your niche and own the category

It is generally understood that difficult and complex indirect categories pay more.  Indirect spend refers to goods or services that are not directly incorporated into a product or service delivered to a customer, e.g.  I.T., marketing, facilities and professional services.  Experienced category managers can earn £75 000 per annum.    

Why are some categories difficult?  Partly because stakeholders in these categories resist procurement efforts to influence their spend and are protective of their incumbent suppliers.  It can also be because procurement people may be seen to be lacking in the knowledge needed to lead the supplier selection and contracting process.  

Professional services can be a bit of a minefield. Marketing, management consulting, legal and insurance are commodities that have unclear and convoluted pricing structures which take time to understand fully.   

Managing indirect categories requires behavioural skills as well as deep technical knowledge of the category. Aspiring category managers need persuasive skills, empathy and the ability to listen as well as to be decisive when the need arises.  They also need to act as change agents and diplomats.

Don’t try and change the supplier of food catering services without engaging with the users or there may be a riot.   

Information Technology

Sourcing and contracting I.T services is different from any other category. Without extensive experience or formal training, this category is going to be an uphill struggle. The advancements in artificial intelligence (AI), SaaS and blockchain will require constant study and awareness of how to apply new types of applications. Where the I.T. function is mission critical to the company operations, e.g. in banks and insurance companies, procurement and sourcing professionals need to be totally immersed in the category and its commodities which can include: software licences, hardware, peripherals, servers, data and telephony, 3D printing, warranties and maintenance.  Category managers are increasingly being hired from internal and external I.T. departments.

The organisational culture and landscape on the indirect side has many nuances that do not exist on the direct side. The procurement executive will therefore need to traverse the waters of indirect spend with unique strategies to ensure success.

Marketing services

This category requires focus, stamina and a long line in patience. The relationship between marketing and procurement works best when they meet to discuss and agree on sourcing and contracting strategy and when procurement takes over the pesky administrative details.   Traditionally advertising agencies have been the major recipients of marketing spend, some providing a one-stop service, maybe with no contract or service level agreement (SLA).  This is changing; the use of printed matter is diminishing, digital agencies are taking over so there is healthy competition for the overall spend.

See also  Is Marketing Procurement’s Blind Spot?

Legal services

Even though the legal services area is complex and services are expensive, it is possible to build credibility with the in-house legal team by finding out

  1. and understanding what their needs and issues are
  2. which areas have the potential for savings
  3. where better value can be achieved from external legal firms. 

The low-end, routine or commoditized legal services are the easiest to address. By learning the language of solicitors and attorneys you can express your sourcing ideas in words they can understand. Managing supplier relationships with law firms need to be focused on minimising bad behaviours and rewarding and incentivising those who provide accurate, transparent pricing and deliver excellent service and good advice.

Human Resources

HR has a wide remit in many large organizations with the main focus being on people management. Most HR professionals would agree that they don’t have an in-depth understanding of their suppliers’ cost drivers such as profit, overheads, risk and how these impact on return on investment (ROI).  They are beginning to realise the benefits of having their procurement counterparts with them around the negotiating table.  Procurement’s selling proposition to HR is to demonstrate its ability to deliver value by being a source of market intelligence and a guide to best practice. 

Depending on the industry sector you work in, some categories can take on greater or lesser importance. In fast-moving-consumer-goods, packaging, logistics and transport are vital to the success of all food, drink and healthcare companies. In insurance and banking, reliable technology is the key.  

Tips to help you succeed in difficult categories

  • Research the market by benchmarking the pricing of services to  establish the competitiveness of current suppliers
  • Develop a database for each type of service by evaluating current suppliers, their pricing structures and capabilities
  • Re-negotiate and improve the contractual terms and conditions, pricing models and rates on current agreements and/or go to market with a well-thought outsourcing strategy.  
  • Establish what deliverables and technical skills are needed for each type of service so that you can determine which suppliers can provide them
  • Identify incentives to improve relationships with your incumbent suppliers and aim to consolidate your base

There is a growing awareness of corporate social responsibility across most categories. Sustainability is becoming more than a consideration in categories that have the potential to have a detrimental impact on society and the environment. Job descriptions for category managers are already including responsibility for sustainability strategies. 

See also  Where Are All The Great Procurement Jobs?

Is The Ageing Workforce Blocking Career Progression?

Younger workers are worried that an ageing workforce makes it more difficult for them to get a job – but just how much truth is there behind their concerns? 

By Kaspars Grinvalds / Shutterstock

The speaker of the United States House of Representatives, Nancy Pelosi, now aged 78, was once asked by an NBC reporter whether her decision to stay in the job blocks a new generation of Democratic leaders. Offensive though it is, the question makes sense to a lot of younger workers.  If Pelosi keeps working, a younger person doesn’t get a go at the job. And there are many workplaces where that question is playing on the minds of workers.  But intuitive as it sounds, the evidence says it’s a load of bollocks.

More of us are working to an older age than ever before.  In Australia for example the chance that a 55 to 59 year old is still working has jumped from 60 to 75 per cent since the turn of the century.  The likelihood that a person aged 60 to 64 is still working has similarly leapt from 34 to 57 per cent.  And the story is repeated across the globe.  Eighty three per cent of 60 to 64 year olds in Iceland still work, as do 76% in New Zealand, 68 per cent in Sweden and 66 per cent in Japan. 

This is trend that is likely to continue to accelerate with the United Nations projecting that by 2050 the number of people aged over 60 will more than double, to approximately 2 billion, representing around a fifth of the world’s population.  Better healthcare have contributed to longer average lifespans. This combined with declining real spending power for employees has resulted in strong economic and social imperatives for people to stay at work longer.

Perhaps unsurprisingly, younger workers are worried that the presence of older workers makes it more difficult for them to get a job and to progress if they do get one.  Surveys like the one carried out by Canada Life Insurance group reveal that two in five employees believe the ageing workforce will make it harder for younger employees to get a start. 

Employees under thirty are the most concerned with almost of half in agreement with the proposition that older members of staff should retire so that younger workers could have a genuine chance of promotion.  Just 29 per cent of workers aged over 50, agree.  There’s only so many jobs at any given level, young workers reason, and if people are staying in work longer then their chances of progressing are significantly decreased. Only one in five workers felt that older workers should be retained so that they could benefit from their experience.

And while that logic sounds intuitively correct, there isn’t a shred of evidence to support it.  The “lump of labour” theory, as it is known by economists has been around since 1851, when a British economist argued that cutting the number of hours employees worked would eliminate unemployment.  It has been used in policy debates to justify all manner of sexist, anti-immigrant or ageist employment or retirement legislation.  In essence it maintains that any big ‘lump of labour’ suddenly hitting the workforce, such as from immigrants, women, returning veterans or, in this case, older people, reduces the employment prospects of new entrants.

But when economists went looking for proof that this actually happens, they have consistently come up dry.  One recent example is a major review of US labor statistics covering the period 1977 to 2011.  It found that the increased number of older workers in that period had not reduced employment of younger workers, reduced the wages paid to younger workers or reduced the number of hours of work available for younger workers.  Indeed the data suggested that the greater employment of older people had lead to better outcomes for younger workers in that period.

Global analysis by the US National Bureau of Economic Research says that the macroeconomic reality is very different from what intuition tells us.  From an economy-wide perspective, the presence of older workers means more people working rather than collecting pensions and being otherwise dependent on the productivity of younger workers.  This in turn drives greater and faster economic growth which in turn spurs the creation of more jobs.  The pool of available jobs is not static say economists.  It is a rapidly expanding pool that is driven by economic activity and technological innovation. 

If your plan for career progression begins and ends with waiting for your boss to retire or die in harness, then yes, the ageing workforce is going to be a bit of a problem for you.  But if you are open to lateral movement, reskilling in new technologies and embracing the new opportunities that an expanding economy presents then older workers are no threat to you.  And more than that by the time you get to be part of that cohort, you will probably be very grateful for the healthcare and lifestyle benefits they have forced employers to adopt to support an older workforce.

Your Supply Chain Career: Accelerated

What do supply chain leaders predict for the future of the profession and how do you ensure you’re prepared seize the opportunities and get the most out of your career?

What is the biggest mistake supply chain professionals make?

What are the five key skills you need to make it to the top?

How should supply chain leaders embark on a major transformation?

Will the profession evolve in the coming years in preparation for an AI-enabled world?

We’ll answer all of these questions and more when Career Boot Camp 2018 kicks off at the beginning of October.

This year’s series, Your Supply Chain Career: Accelerated, has been designed to help you sprint outside of your comfort zone and get into the best career shape of your life!

Featuring tips and tricks from some of the best in the business we’ll be discussing how to make it as a Head of Supply Chain, the true value of professional certifications, how to persevere in the face of adversity and what the future holds for the profession.

Sign up here ahead of our launch on October 1st.

FAQs

What is the Procurious Career Boot Camp ?

Procurious’ Career Boot Camp, sponsored by IBM, is a global professional development event for supply chain professionals. The series, features five, fifteen-minute podcasts that have been designed to help you get into the best career shape of your life.

How do I listen to the Career Boot Camp podcasts?

Simply sign up here and you’ll be re-directed to the Supply Chain Pros group where you can access all five podcasts. You will also join a mailing list, which will alert you each time a new podcast is released.

How will I know when each podcast is published?

The series will run for one week, starting on October 1st, with a daily podcast released on Procurious each day. We’ll drop you an email to let you know as each podcast becomes available.

Is the podcast series available to anyone?

Absolutely! Anyone & everyone can access the podcasts and it won’t cost you a penny to do so. Simply sign up here!

When does Career Boot Camp take place?

Starting on the 1st October, Career Boot Camp will run for five days. The podcasts will be accompanied by daily blogs from our Supply Chain Career Coaches plus group discussions and articles on Procurious. When the series is complete, all five podcasts will be available for registrants via the Procurious eLearning hub, FREE of charge.

Why should I do Career Boot Camp every day?

Dedicating 15 minutes a day to developing and progressing your supply chain career can make the difference between standing still, or sprinting quickly into more impactful roles. At Procurious, we firmly believe that daily procurement learning is essential for career advancement. And Career Boot Camp will help you get into the habit!

Speakers

Rick Blasgen, CEO & President – CSCMP

Rick D. Blasgen has been the president and chief executive officer of the Council of Supply Chain Management Professionals (CSCMP) in Lombard, Illinois, USA since 2005.

Rick Blasgen has responsibility for the overall business operations and strategic plan of the organisation. His efforts support CSCMP’s mission of leading the supply chain management profession through the development and dissemination of supply chain education and research

Ron Castro , Vice President – IBM Supply Chain

IBM Supply Chain Vice President leading a remarkable team through the digital and cognitive journey to an end to end AI-enabled supply chain. Driving adoption of cutting-edge technology and applications inside and outside of the manufacturing walls.

Chris Crozier, Chief Digital Officer – Orica

Chris Crozier is the Chief Digital Officer for Orica International, the world’s largest manufacturer and supplier of explosives for mining and civil construction. In this capacity, Chris’ digital teams supports the global footprint of the organisation across Business, Customer and Manufacturing systems, including governance of Orica’s digital ecosystems, architecture, data and cyber posture. Prior to this, he has held executive roles within Orica as Global Vice President Supply Chain, and BHP Billiton.

Tom Evans, UK Ultramarathon Runner

Tom Evans is a 26 year old professional Trail Runner and Red Bull athlete. In 2017 he discovered ultra running and finished 3rd in the famous Marathon des Sables, which was his first ultra marathon. Since then, he has become a full time athlete. He finished 3rd in the Trail running world championships while representing Team GB. He has recently won the CCC – one of the most prestigious 100km mountain races”

Samantha Gash, Australian Ultramarathon Runner

Samantha Gash, as a World Vision Ambassador, ran 3253 km in 76 days across India, raising over $150,000 to fund education programs. Her other achievements include a 1968km expedition run along South Africa’s Freedom Trail and four 250km desert ultramarathons as part of the Racing the Planet – Four Deserts Grand Slam.

Laura Faulkner, Director Supply Chain Management – Nationwide Building Society 

After graduating from Strathclyde University with a BSc in Technology & Business, Laura joined Polaroid as a Graduate Buyer. Laura then spent time with GSK and Ernst & Young before taking a role with RBS that led to her being appointed CPO in 2014.

Laura is now CPO and Director of Supply Chain Management (SCM) at Nationwide Building Society where she has brought together Procurement, Property Services, Third Party Risk, Vendor Management, Accounts Payable and Offshore Operations.

SCM’skey focus is to maximise the value of 3rd Party Relationships across the Society, leading the Supply Chain Strategy to drive efficient, resilient and innovative solutions for the benefit of all Nationwide Members.

Career Boot Camp, Your Supply Chain Career: Accelerated kicks off on October 1st 2018. Sign up here (it’s FREE!)

Five Rules For Dealing With A Toxic Workmate

There are five key things you should do that will make life a lot easier when you work for, or with, a toxic person…

Toxic People exist in almost every workplace.  You are much more likely to encounter one than not and the further you progress towards the top of your organisation, the more likely it is that you will be working alongside, or for, one.

They aren’t toxic in the radioactive, life endangering sense, rather they are toxic in the career limiting sense – specifically your career. They delight in finding minor fractures in the social structure of your workplace, driving enormous wedges into them and sitting back to watch the fireworks.  They enjoy bullying those they manage and emotionally tormenting those they work with. They will lie constantly but somehow no mud ever sticks to them while those all around them fall on their swords.

A workplace containing a toxic person will be riddled with distrust and fear.  Productivity will be at rock bottom and staff turnover will be through the roof.  They care nothing for the good of the organisation or anybody in it.  Their only motivation is cheap thrills and personal gain at all costs.

When you find yourself in such a workplace, there are things you should do and there are things you should definitely not do. A 2016 study of Australian workplaces plagued by what the researchers called ‘toxic leaders’ found that the following strategies were not a good idea. This was because they resulted in prolonging stress and fear of the leader:

  • Confronting them
  • Avoiding, ignoring or bypassing them
  • Whistleblowing
  • Ruminating on the wrongs done and reliving the feelings of anger and frustration
  • Focusing on work
  • Taking sick leave (as it provided short-term relief only).

Instead, you must leave your passion for your job at home. You must become a well-mannered, honest, polite, compliant, precise employee who does whatever they are told no matter how pointless. Here are five things you should do that will make life a lot easier when you work for, or with, a toxic person.

Rule 1 – Accept reality

The most important rule is acceptance.  You must accept that you are working with a toxic person with psychopathic tendencies. They are not wired the same as you and regard you as a tool for achieving their aims in much the same way that you might regard a photocopier.  They don’t care about you at all and nothing you do or say will change that.  Every time you try to interpret their behaviour using rules which would apply to you or any other normal person, you will be confused, dismayed and potentially targeted. Do not under any circumstances suffer under the misapprehension that you have changed, or can change, anything about the way they behave.  Your options are survival and find somewhere else to work (or hope they do).

Rule 2 – Be businesslike and polite

Before you open your mouth in the presence of the toxic workmate, always ask yourself ‘Am I being polite and professional?’. Do your best to avoid unnecessary contact. This does not mean give them the cold shoulder. It just means you don’t drop by their office for a chat. Whenever you speak to them, do it within the confines of your role and for an explicit purpose.

Rule 3 – Maintain privacy

A toxic workmate will pump you for information they can use against you and others. You can defend against this by not disclosing anything to them and making sure you understand the privacy settings on your social media. Do not discuss anything that is not entirely business related.

Rule 4 – Be honest

Always be honest even when it is against your interests. They will offer you an opportunity to fudge a bit. They might allow you to claim more expenses than you are otherwise entitled to. They may ignore you pilfering from the firm. They may allow you to take credit for something you did not do. No matter how much they make it seem like you’re all in this together, make no mistake, they are gathering dirt on you and they will use both that dirt and the weakness you displayed to manipulate you in the future. Learn to say no – and mean it – when anything slightly dodgy is being proposed. Otherwise they will use your weaknesses of character against you.

Rule 5 – Be prepared

Document every verbal request they make and seek clarity on every instruction. If you are asked verbally to do something immediately follow up the request with a confirmation by email. Retain a copy of the email in printed form. If you are not sure exactly what you are required to do, seek written clarification. If you don’t get it, send a follow-up email saying you didn’t get it, and how you interpret the task. Voluntarily provide regular written updates on your progress. In other words, behave as a competent but compliant slave that documents everything publicly.

In short, you must become an emotionless machine (while at work) if you plan to stay in that workplace. Accept reality and remove all emotional responses from the way you interact with that person. Do everything they ask of you and ensure you document everything. Don’t take anything personally and make sure you have a good support network outside the workplace. Work will become a place you go to perform mindlessly (while you look for another job), but as long as you don’t become vested in that complete waste of your time and talents, it won’t kill you.

David Gillespie is a guest speaker at the Big Ideas Summit in Sydney on Tuesday 30th October 2018, where he’ll help delegates understand how to deal with toxic people in the workplace. Interested in attending? Register here: http://www.bigideassummit.com/big-ideas-sydney

How To Tell You’re Working For A Psychopath

Psychopaths are present in every workplace. And the higher you go in the organisation, the more likely you are to encounter one.

Working for a psychopath is no holiday. Here’s how to tell if your boss is one, or just a garden variety bully.

A human resources manager is more likely to know them as sociopaths, micromanagers or workplace bullies. I call them psychopaths, not to insult them or even to suggest that they might be chopping people up for fun, but because they share a common set of character traits with all those personality types and also with criminal psychopaths.

1. They are two-faced

A workplace psychopath has a two-faced nature. One face oozes charm and charisma, while the other is viciously mean. They work very hard at flattering those that have power over them, but present a very different face to the people that work for them. To most of their team they are manipulative and controlling. People who work for a psychopath see this face most of the time.

2. They have a pawn

Psychopaths will also recruit a pawn or two. These are people who the psychopath won’t attack, so long as they do their bidding. Frequently it is the pawn delivering the latest piece of manipulation rather than the psychopath themselves. This allows them to put distance between them and their victims and build in automatic plausible deniability if it goes pear-shaped. “No, Terry-The-Pawn was acting on his own initiative, it was nothing to do with me.”

3. They are excellent liars

They are convincing liars and they lie compulsively, often for no apparent reason. The truth to them is whatever needs to be said at that moment. It is whatever they judge their audience wants to hear. And they will have no compunction aggressively assuring you something happened which you know didn’t, often to the point where you will doubt your own memory.

4. They treat employees as dispensable livestock

They treat most people who work for them as dispensable livestock. And this usually causes the cattle (that would be you) unprecedented levels of stress, frustration and fear. When one victim burns out or leaves, they just move on to the next. They damage the health of individuals and the reputation of the organisation without any regret or shame. The workplace under a psychopath is in constant turmoil. Factions are rife, sick leave sky-rockets, staff turnover becomes endemic and productivity drops like a stone.

5. They can’t take criticism

They react to any criticism with aggressive denial or retaliation. If those aren’t options, usually because the critic has more power than them, they will feign victimhood or blame the victims of their actions. Punishment and threats have absolutely no effect on them. They will keep doing things their way, regardless.

In short, they are the classic malevolent workplace bully. This is not to say that all bullying in the workplace is done by psychopaths. Bosses can be mean but it is the frequency of bullying-type behavior that sets psychopaths apart from an everyday horrible boss.
In 2008, UK researcher Clive Boddy from Middlesex University set out to determine exactly how much workplace bullying was caused by psychopaths.

Boddy took a psychopathic checklist and embedded it in a management survey of Australian middle and senior managers. Almost six per cent of the respondents were working with a corporate psychopath as their current manager and thirty-two percent had worked for a psychopath at some time.

A further eleven per cent of respondents were working with managers who showed some psychopathic traits but were not rated at maximum in all categories.

The respondents also revealed how many times they had experienced bullying. Under normal managers, employees encountered bullying less than once a month (nine times a year), but the moderately psychopathic managers bullied employees more than twice a month (on average twenty-nine times a year), accounting for a twenty-one percent of all bullying. If that manager was a psychopath, the employee experienced bullying more than five times a month on average (64.4 times a year) and this accounted for twenty-six percent of all reported cases of bullying.

This means that, as an employee, you can, and probably will, be bullied in the workplace. If your boss is normal, bullying will happen once every six weeks or so. If you are working for a psychopath it will happen once or twice a week, or more. If the behavior described above is happening all the time then your boss is a psychopath. The bad news is that there are not many good options for solving it.

The exit beckons, but while you wait for the right opportunity, there are a number of things you can do to protect yourself and improve your position. Those strategies are the subject of the next part of this series.

David Gillespie is a guest speaker at the Big Ideas Summit in Sydney on Tuesday 30th October 2018, where he’ll help delegates understand how to deal with toxic people in the workplace. Interested in attending? Register here: http://www.bigideassummit.com/big-ideas-sydney

30 Under 30 Stars Prove This Enduring Stigma Is Disappearing From the Profession

Procurious uncovers the five factors in common across this year’s inspirational group of 30 Under 30 Supply Chain Stars.

Delivering over $20 million in cost savings, building a new procurement function from scratch and creating a cutting-edge suite of analytical tools are among the outstanding personal achievements of 30 young professionals named winners in the ThomasNet and Institute for Supply Management (ISM) 30 Under 30 Rising Supply Chain Stars Program.

This award shines the spotlight on a trend that is taking place in companies large and small all over the globe, where Millennials are being asked to step into senior roles earlier than expected in order to fill the vacuum created as an entire generation of Baby Boomers retires.

The generations in the middle, X and Y, are also moving into executive roles, but the problem is that there simply aren’t enough of them to do so. That’s why Millennials are leap-frogging through the ranks in nearly every profession – including procurement and supply management.

This year’s 30 Under 30 winners have been chosen for unique achievements that are particularly impressive so early in their Supply Chain careers. There are, however, five factors that are held in common across the group.

  1. They’re not afraid to change roles and companies

This year’s group of 30 Under 30 winners provides further proof that any remaining stigma around frequently changing roles (or to use the disparaging term, “job-hopping”) is rapidly dissipating in the profession. Rather than being seen as damaging to procurement or supply career prospects, working across different organisations or varying roles within the same organisation is now recognised as an enriching experience that brings crucial diversity to any team.

Flex’s Elizabeth Richter, for example, completed internships at MeadWestvacso, Kohl’s and Cisco before landing a plum role as chief of staff for the CPO at Flex, a company that she calls “supply chain heaven”.

Examples abound among the 30 winners, with similar stories of experience across multiple companies, while a small handful have remained at a single organisation from graduation to the present day.

  1. They’ve all had experience on strategic projects

In general, the 30 Under 30 have rocketed beyond the role of purchasing officers impressively early in their careers. These winners are all strategic procurement and supply professionals, and are being recognised for more than just achieving cost savings but for driving truly game-changing projects. Megawatt Winner Charlotte de Brabandt, for example, successfully coordinated a global team at Johnson & Johnson to find a single global service provider to assist with global energy procurement for 920 sites across three continents. Google’s Neta Berger managed the daily war room meetings that focused on resolving immediate supply shortages after the 2011 Japanese earthquake and tsunami while she was at Cisco.

At Google, Berger has managed materials for international expansion into seven countries of the Google Home and Google Wifi products and was tasked with mitigating risk for the Google Home Mini.

  1. BUT… they still generate significant cost savings

If someone were to total up all the cost savings these young professionals have won for their companies, the figure would prove once and for all the true dollar value of a top-performing procurement professional. For example, United States Steel Corporation’s Chelsey Graham (age 27) drove $20 million in cost improvements with a single high-visibility project with manufacturing stakeholders, while Madeline Martin (Mars Petcare) has saved an estimated $14 million in her short time with the company.

Every one of the 30 Under 30 winners has a similarly impressive cost savings achievement under their belts, demonstrating that while a strategic lens is important, it’s also vital to retain focus on the bottom line.

  1. Falling into the profession is no barrier to success

Is the fact that many people move sideways into supply management the profession’s greatest strength, or weakness? ThomasNet reports that 60 per cent  of the 30 winners planned on a career in supply chain. The winners include a former attorney, a mechanical engineer, a civil engineer, a technology entrepreneur and even a former chef.

Backgrounds like these can only serve to enrich procurement and supply management team skill-sets, especially when combined with the skills of professionals who have a “pure” professional and educational background in supply management.

Megawatt Winner Charlotte de Brabandt, for example, did not originally plan on pursuing a career in supply chain, but soon discovered the opportunities that the profession could offer. “It quickly became a clear career choice for me [after I’d] led a few supply chain projects in different fields of strategic procurement, project procurement, logistics and quality,” she told ThomasNet.

  1. Some organisations are producing 30 Under 30 winners every year

For those of us who have observed the 30 Under 30 program since its inception, a pattern is beginning to emerge where certain organisations have produced supply chain stars nearly every year for the past four years. These companies, including USSC, Johnson & Johnson, DuPont, Dell and the United States Postal Service, are not only talent magnets in the profession but are gaining a reputation for being fantastic supporters and promoters of their top performers in supply management.

In a previous interview with Procurious, ISM CEO Tom Derry talked about the importance of coaching trees in the procurement and supply management profession.

“Sometimes it’s companies, sometimes it’s individuals”, he said. “Certain CPOs have gained a reputation for coaching and developing people who have subsequently left, and gone on to make their mark.” Their organisations benefit by being seen as an employer of choice for top procurement talent, and the CPOs themselves benefit from the dynamism and vitality of a team made up of the brightest the profession has to offer.

Learn more about ThomasNet and ISM’s 30 Under 30 Supply Chain Stars program here.

Procurious will catch up with the 30 Under 30 winners at the Institute For Supply Management’s flagship event, ISM2018 in Nashville, Tennessee. Learn more about the ISM 2018 Emerging Professions Experience: http://ism2018.org/2018events/emerging-professionals/

Career Advice To A Procurement Newbie….

Did it feel like you were thrown in at the deep end upon entering the procurement world? Some of Procurious’ resident experts offer some career advice to anyone starting out on their journey….

Starting out in a new career is never easy; there’s so much to learn, good impressions to be made and new people to meet. But all that’s made easier with a little help from your global community of procurement friends!

The discussion board on Procurious never disappoints as a hotbed for rich debate and discussion.  So, of course, we weren’t surprised  by the wealth of responses when a procurement pro in need reached out for some advice as a newbie to the profession.

To give you a helping hand we’ve compiled some of the best responses from our members….

Get qualified!

The procurement debate rages on regarding professional qualifications. Are they beneficial, are they important? Do you really need them in the age of the internet.

The general consensus amongst Procurious members is: Yes!

Anthea Simon said ” I would say a top tip would be get your CIPS qualifications, this is the advice I was given by my mentor who is a CPO for a leading manufacturing company. If you have ambitions to excel within your procurement career I would say try and get yourself a mentor.”

Steven Onyango agreed saying “have the CIPS qualification, you will really enjoy as it’s detailed and you will love and relate well with some of the units.”

Whilst Chris Cliffe conceded that the CIPS qualification will be “very valuable and worthwhile” he advises aspiring professionals not to rush “make sure it’s the profession for you first, and then commit to the training.”

Open a book

Sometimes funding and timing restraints don’t allow for official certifications and training. In these instances it’s your responsibility to take control of your career and your learning.

Anthea Simon says “read… read… read….read around procurement. There is so much information out there on procurement, supply chain management; anything and everything you want to know about this’ wonderful world of procurement’…

“I spend a good portion of my day reading procurement material whether on the internet, books, audios. Also ask questions. I work closely with the Head of Procurement for my organisation, and I’m always asking him questions if I don’t understand anything or I just want to learn more about something.

Sheri Daneliak agrees advising professionals to “read everything you can get your hands on concerning Procurement and Supply Chain until you can get your certification. This site is a great place for help…”

Build relationships

To succeed in procurement, building relationships is of the utmost importance; with suppliers, clients and stakeholders.

Mike Lewis suggests that procurement pros ” View [their]  critical suppliers as partners and develop relationships based on positive mutual benefit.”

Chuck Intrieri agreed statingThe key to procurement is collaboration. Adversarial relationships do not work. It has to be a “win-win” for both parties.”

“Bringing value to your end users and customers (suppliers and co-workers).” is Tahj Bomar’s top advice. “People, process, and technology. The process and technology, figure what works in the company culture/environment. But, getting people on board and understanding I find is the key! Create  “win-win” situations”

Understand your company

“Understanding in your company, area, category or commodity exactly what you are spending on what products with whom and why.” is Jim Reed’s advice. “I have been asked to save money several times in an area where the spend was low, optimised and attacking it would have been a waste of time, whilst big ticket opportunities would have been ignored. Being able to articulate the spend context has always enabled me to turn that round.”

Marcin Witkowski supports this and instructs professionals to “get as much information as you can about what you are supposed to buy.”

“Listening is the key” says Terry Gittins “find out what you customer wants and work with them to achieve it. Keep it simple and you will bring them with you.”

Click here to view the full discussion and all responses.