Tag Archives: career tips

Best of the Blog: Overcoming Gender Bias In Procurement

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

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

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

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

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

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

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

Finding a Voice

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

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

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

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

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

Creating Trusted Advisors

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

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

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

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

Challenging the Norm

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

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

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

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

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

Overcoming Roadblocks

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

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

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

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

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

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

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

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

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

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

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

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

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

The time bomb that always ticks

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

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

Are you a priority?

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

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

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

1. Make time to plan your time

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

2. Map your plan on a page

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

3. Record it all into one place

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

4. Plan to do nothing

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

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

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

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

5. Allow for some flexibility

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

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

Best Of The Blog – 5 Point Checklist For A Rockstar Procurement Boss

Is your CPO a real procurement rockstar and do they keep you up to date with all the goss’?  Tania Seary offers a five-point checklist for vetting your prospective boss. 

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

This week, we’re revisiting an article by Tania Seary who explains why organisations must be very cautious when considering whether to rehire employees.

I’ve been told that in this day and age employees often choose bosses, not companies, when choosing their next job.  I thought I would share five things I think you should look for when selecting your next procurement boss.

Ask yourself, are they a CPO who:

  1. Kicks you out of the office. 

As helpful as water cooler chit chat and Google can be for finding answers to your questions, there is nothing more valuable than getting out of the office and meeting with your customers and suppliers.  Your internal customers will be impressed that you have made the effort to come and visit them and understand how they use the product or service you are buying for them.  Similarly, actually visiting a suppliers’ office or plant will help you understand a lot more about that category you buy and identify new ways to add value.

2. Fills you in on the goss’

While it’s not appropriate for your boss to share all the intricacies of what’s happening within the upper echelons of your business.  It’s important that you know enough corporate gossip so that you can expertly manoeuvre yourself and your projects through the minefield of personalities and relationships that make up your business.  Stakeholder engagement is one of the most important skills required to be a successful procurement professional, so understanding “the lay of the land” is critical to your success.

3. Helps you keep score

Whoever you are in an organisation, you need to demonstrate the value you are delivering.  In procurement, this often means savings, but it should mean so much more than that.  Your boss should work with you to explain how your role links to the delivery of the overall business strategy and how all the different dimensions of your role deliver value – efficiency, productivity, innovation, customer service and other non-cost related value drivers are all important conversations to your CEO.

4. Has a game plan

Yes, your boss should have an overall plan for how their team is delivering against the overall business strategy, but they should also have a plan for you – both for what you need to deliver and how you need to develop in the coming year.  The best CPOs I know are obsessed with finding the best people and helping them develop.  They send their people out to be trained up in the skills they need and to build peer networks that will develop their leadership skills.  The worst CPOs keep their category managers locked away from the rest of the world in fear that their people will be poached.  A great CPO doesn’t need to worry about this, because they know that they have developed a great employee value proposition that keeps their team engaged… and retained.

5. Is a bit of a procurement rock star

If your CPO is well known and has a strong peer network, this provides you with a type of insurance policy that they know what they’re talking about and will hopefully be a great teacher.  However, you need to be careful that they’re not so committed to building their own profile out on the speaking circuit that they’re not providing enough support to their team.  A healthy balance between managing their internal and external relationships should provide you with a leader that connects you and your organisation with the outside contacts it needs to “stay in the loop”, while keeping everyone on track within your organisation.

How you are going to assess your potential new boss against this checklist when you are outside the organisation? This is where your network becomes invaluable.  You will know someone who knows someone (use LinkedIn or Procurious to see the connections) who has worked for your target boss.  Contact them, have a chat, see how the CPO measures up.  The most telling sign of success is how the CPO’s employees have been promoted both within and outside the organisation…

Good luck!

The Next Step In Your Mission To Achieve Procurement Stardom

If you’re determined to reach for the procurement stars, Procurious’ new eBook might just give you the boost you need to get there. Download 15 Ways to Become a Procurement Superstar for FREE here – it will get you well on your way to procurement stardom. 

With training budgets slashed and a terrifying to-do list, getting the training you need in order to get promoted can be tough going.

We’re going to level with you here: If you’ve got your sights set on getting ahead in your career any time soon,  you can’t avoid the brave new world of eLearning.

Our brand new eBOOK, 15 Surefire Ways to Become a Procurement Superstar, is FREE to download  from the comfort of your own home and is jam-packed full of invaluable career advice for you to soak up on the go..

What’s It All About?

Last year a staggering 6500 procurement pros took career success into their own hands by joining Career Boot Camp.

Procurious launched this exclusive 15-day programme to help high-achieving professionals around the world get in the best career shape of their lives, and upgrade their skills while on the go.

Each five-minute podcast was delivered by a different industry thought leader, drawing on a wealth of experience and offering insightful, applicable career advice. That’s 15 days, 15 thought leaders and 15 procurement podcasts covering everything from networking  your way to the top, to nailing social media and becoming a global player.

The great news for you is that we’ve now compiled the entire programme into one, stunning,  and FREE,  eBook complete with blog articles, podcasts and the most important take-away learnings to help you become a Procurement superstar in next to no time!

How will I achieve procurement stardom?

Unleash your “procurement mojo”, take your conscience to work, network your way to the top, incubate your big idea on the job, build your personal scorecard, and become a global player.  Whatever the gap in your skill set, our eBook’s got it covered.

Some of our featured thought leaders include:

  • Jon Hansen – A Global Broadcaster with an audience of 15,000 weekly listeners
  • Tom Verghese – A Cultural Intelligence Advisor to Forbes 500 companies
  •  Chris Sawchuk – Global Procurement Practice Advisor, The Hackett Group
  • Tom Derry – The CEO of the profession’s peak body, ISM

Still not convinced? Here’s a little preview of what you can expect. Tom Derry, CEO ISM, gives five surefire ways to become a CPO.

“Outcomes matter in business. We need to be able to establish a track record, consistently follow through, and be relied upon to deliver.”

If you’ve not yet had the chance to join our 21,000+ strong Procurious community, now’s the perfect time! You’ll gain access to our daily news, discussions, eLearning, webinars and much more!

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

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

Join our Women in Procurement group, Bravo,  here.

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

Levelling The Playing Field

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

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

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

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

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

  1. Create strong foundations that will serve your entire career

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

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

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

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

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

  1. Know your story, and tell it well

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

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

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

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

My Top Tips On Reducing Gender Disparity 

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

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

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

You Appointed WHO As The New CPO?

Increasingly, companies are appointing CPOs from outside of the supply management profession. What does this tell us about C-level expectations of procurement, and why are supply management professionals missing out?

Want to follow all of the action today? Register as an online delegate for the London Big Ideas Summit 2017 here.

This is the moment you’ve been waiting for. Years of hard work and a brilliant career in supply management has brought you to within a hair’s breadth of fulfilling your dream – to become the Chief Procurement Officer of your company. Starting at the most junior level, you’ve worked your way up the ladder to your present position as second-in-charge of the procurement function. Your boss announced his retirement last week, and you’re quietly confident your turn has come – after all, there’s absolutely nothing about the organisation’s supply chain that you don’t know.

You step into the meeting room where the out-going CPO and two other executives are seated around a table. Disconcertingly, they stop talking when you walk in and look at you guiltily. Getting straight to the point, they tell you they’re excited to announce the new Chief Procurement Officer is … Jennifer from Marketing.

Is Procurement Being Usurped?

Has this happened in your organisation? There’s every chance that when it comes time to choose a new CPO, the C-Suite will appoint someone from a non-supply background. This means that a colleague of yours in a completely different department may one day swoop in to steal the job that you’ve been working towards for years.

While CEO-level expectations of the CPO continue to blur and broaden, the skill-set required to meet those expectations can now potentially be found in any department. The fact that supply managers are still reporting difficulty in educating their businesses on the value procurement can bring to an organisation doesn’t help the situation. If a CEO (wrongly) believes that a supply manager has spent his or her career focused solely on cost, then they are likely to look elsewhere for candidates for the top job.

Deb Stanton, Executive Director of Research and Benchmarking organisation CAPS Research and former Global CPO of MasterCard, has observed the trend of CPO appointments from outside of the profession. CEOs are no longer as interested in appointing CPOs who possess the traditional skill set that is earnt over years working in supply chain. A savvy marketing professional, or a cost-conscious operations manager who understands how supply management works, makes a very attractive candidate for CPO.

So, what does this mean?

  1. CEOs are looking for a different set of skills for the next CPO

The CPO of the future may have little idea how a tender is run, but they must:

  • Be business-savvy and understand the organisation as a whole
  • Know how procurement works from a customer’s perspective
  • Be completely aligned to overall business strategy (not just the supply management strategy)
  • Have a strong knowledge of the business’ finance function
  • Be focused on the core customer and external audiences
  • Embrace changing technology and external disruptive forces
  • Be an influencer and relationship management expert.

Deb referred to CAPS Research’s “Futures Study 2020”, which projects the skills required to manage a procurement function into the future.

  1. The CPO doesn’t necessarily need supply management expertise

The complex and varied skill-set picked up through a career in supply management may no longer be enough to satisfy the requirements for the job of CPO. CEOs may even regard procurement’s traditional audience of stakeholders, end-users and suppliers to be too focused.

That being said, technical procurement skills do matter, and are still vital for any procurement team’s success. In the example above, the disappointed candidate who missed out on the top job can still play a vital role in educating and supporting the outsider CPO with their supply management knowledge.

What’s the solution? If you believe the CPO role rightfully belongs to you, rather than someone from a completely different department, then make sure you broaden (rather than narrow) your focus as you move upwards in your organisation. This means familiarising yourself on a macro level with the whole business, bringing the core customer into every decision you make, and being known as an influencer who can clearly articulate the value you, and your function, brings to the business.

As Deb pointed out today, procurement professionals are in a unique position to overlook an entire business. They’ve got every chance of seeing where the opportunities are so let’s use it an not lose it!

Don’t forget to register as a digital delegate so you can keep up with the rest of today’s events.

If I Could Turn Back Time: Advice To My Younger Procurement Self

Imagine if you could go back in time to when you started your first job. Wouldn’t you love to reassure yourself it was all going to be ok or offer some advice on how to navigate the next few years of your career?  

Procurious recently launched Bravo, a new group seeking to address gender disparity in the workplace, and celebrate and empower women working within procurement.

As part of the Bravo campaign, Procurious will be interviewing a number of high profile procurement leaders and seeking their advice on how we can help other women to get ahead in their procurement careers.

Michelle Baker is Global Procurement Director: IT and Business Services Categories at  SABMiller Procurement.

In this interview Michelle discusses the issues that affect women in the workplace, advice she would offer her younger self and why she loves procurement!

Michelle will also be attending this year’s Big Ideas Summit as a panelist to talk about Global Risk assessments.

What have been the most successful approaches organisations you know have taken to decrease gender disparity?

  1. Putting gender disparity on the leadership agenda of issues to address.
  2. Balanced slates in recruitment.
  3. Making gender disparity a talking topic across the whole company, irrespective of people’s gender.

What has been your most rewarding experience and greatest accomplishment to date?

Leading and developing people in diverse global teams (and not just gender diverse, but race, religion, age, sexual orientation  etc.) has been fantastically rewarding personally.

My greatest accomplishment in the workplace is  that I am still curious and excited about the work I do after so many years:  IT’s evolution has  meant I have to constantly hurry to keep up!

What issues currently affect you as a woman in procurement?

I don’t think diversity is an issue exclusively to procurement.

But, looking back, I think the absence of positive role models in senior roles made it more difficult to navigate corporate politics than it needed to be.

Who are the most influential women in your life?

Too many to mention!  I have a healthy group of friends and family that go back to my early days at university in South Africa and many others scattered across the countries in which I’ve lived.  They each offer their own special support, whether they know it or not,  in my development.

Why is procurement the perfect career for you?

It keeps me endlessly curious and allows me to have direct contact with what a range of senior stakeholders in my company are doing and trying to achieve.

If you could offer your younger self two pieces of advice, what would they be?

Find a mentor, and never stop learning.

Some of the Procurious team joined Michelle at a Women in Procurement Breakfast last year at ProcureCon IT.

Following an  insightful discussion,  everyone said  the two pieces of advice that they would offer their younger selves.

Michelle put together this fantastic infographic to represent the group’s responses.

Let us know the two pieces of advice you’d  like to offer your younger self via the Bravo group. 

Join the  Big Ideas 2017 conversation and register as a digital delegate 

Back to School: Continuing Education Is Your Path to Success

Tired of being passed up for promotion? Want to further your career? Maybe it’s time for you to go back to school and continue your education.

education

So you spent your four years in university, got that business diploma, and got a job. Now what? Of course you can stay at the job you have and continue to improve your skills in the world of business. But as every aspect of business is constantly changing, many people with a bachelor’s degree may find themselves passed over for promotions because the ideal candidate has more education.

The simple fact is that the true path to success in any field is continuing education. Nowhere is this more true than in the business sector. Whether you’re working in finance or some other sector of the business realm, the importance of an MBA can’t be overlooked.

The good news is that getting that MBA is easier today than it’s ever been thanks to online courses from reputable universities with educators who know business administration inside and out. If you’d like to learn more about how working toward that MBA can improve your professional life read on to see just how impactful that degree can be.

Increased Salary

The most impactful reason to pursue an MBA is the simple fact that you’ll be more desirable to employers, and you can ask for and get an increase in salary. Depending on your chosen field, this can be in the range of 25-50 per cent more than you’re currently making.

Following the initial increase in salary, you can also expect to earn more over your lifetime with an MBA than if you stopped after earning a bachelor’s degree. It just makes good financial sense, especially if you plan to start a family.

More Opportunities Abroad

The business world isn’t limited to the United States. Business and financial hubs around the world like Hong Kong, Dubai, London, and Taipei are filled with companies eager to hire intelligent, dedicated employees. But there is a caveat. Most of these international companies all but require a master’s degree to even get a foot in the door.

Working abroad not benefits you culturally, it adds an impressive column to your CV. Additionally, in some countries, taking a job there can mean significant tax breaks. It’s for this reason that many people with advanced degrees now choose to work and live abroad.

You’re Not Limited to the Business Sector

Another great aspect of an MBA is that you’re not limited one particular industry. Finance, health care, education, and government are all eager to hire people with advanced degrees for a number of positions.

One of the key factors of the degree itself is that you’ll have the chance to choose sub-specialties. These areas of focus can put you in a better position to move toward other job opportunities. For many graduates this means they’ll be in a position to branch out and explore more varied job opportunities.

Increased Networking Opportunities

Many people say that, in the business world, it’s all about who you know and, in many ways, it’s true. An undergraduate degree in business and the process behind it doesn’t give you access to true business experts in the way that an MBA programme does. The connections that you’ll make during your MBA courses could prove to be very valuable.

Many educators who teach MBA courses do so in addition to regular jobs in the business world. If you’re a standout student and make the effort to meet and talk with your professors and their colleagues, you can find yourself in a great position when it comes time to ask for references and update your CV.

Taking the time to further one’s career through continuing education can seem like a daunting and time consuming task. However, many people who have taken the MBA plunge have found the hard work pays off in a big way.

There are so many types of MBA programme available, so do some research, decide which one is right for you, and start cracking books again. The rewards can be better than you expect.

Tiffany Rowe is a marketing administrator who assists in contributing resourceful content throughout the World Wide Web. Tiffany prides herself in her strong ability to provide high quality content that readers will find valuable.

How To Hold On Tight To Prospective Procurement Talent

The recruitment process can be brutal. You’ve work hard to identify and attract the best procurement talent. But,  at the last minute, the candidate pulls out leaving you back at square one.  Michael Page’s Graham Lucas has some top tips for achieving a successful recruitment process.

Register as an online delegate for the London Big Ideas Summit 2017 here.

Procurement has come a long way and holds a position of positive influence within many organisations. The agenda for the Big Ideas Summit  – Procurement in the Digital Age, Rethinking What’s Possible, Building Workforce 4.0, and The View from the Top – shows that there has never been a more urgent need for bigger change and greater evolution.

You need only to look at the progress over the past few years to recognise this. SRM, improved supply chains, driving both value and innovation from suppliers, and category leads shaping strategic agendas are some of the developments we have seen.

Whilst the progress is positive, the evolving shape of organisations and the disruptive nature of technology is only going to increase both the degrees, and speed of change required. I genuinely don’t believe that procurement as a function will continue to exist unless it drives a much greater breadth to its commercial influence over an organisation.

So what affect does this have on talent attraction, acquisition and retention in procurement teams?

The Procurement Talent Pool

It is clear that 80 per cent of the roles on which we are being briefed carry very similar requirements. Organisations are competing for the 20 per cent of  candidates in any potential pool that possess  the key skills needed to help procurement teams deliver that broader value. Influencing skills, communication, being able to connect with stakeholders and suppliers, and driving innovation etc. Most procurement teams will have advertised a role recently specifying many of these requirements.

Identifying the talent you want to hire is only one aspect of the challenge. You’ll also need to ensure that you are able to acquire them. Three in every  four of the offers that our clients are making are being met with counter offers, many of them substantial.  In half of these cases the counter offer is equal to or greater than the offer made by our client.

Fortunately Michael Page are mitigating most of the risks associated with this for our clients.  It’s important to prepare a candidate for what is to come when they resign. We also consider  what they need from the process and screen out those that are not serious. This is all part of what a good recruiter will do. And after that, it’s down to you….

What  can procurement teams  do to avoid losing talent they have worked so hard to identify and attract? It comes down to six key factors. 

Understand key motivators

Understanding candidates’ key motivators is crucial to ensuring that any chance of buy back is reduced, and to make the right hiring decisions for long-term performance and retention. If you have truly understood their motivators you are more likely to run a process that allows them to see how these can be met by you and your organisation. Where these don’t match you can save yourself critical time. This will allow you to focus on better prospects in terms of those that will actually join and, just as importantly, stay.

Get clarity on the full package

Package clarity: as with motivations, it is vital to get into the detail of a candidate’s current package at the beginning of the process so provide a full breakdown of the package and the value of it.

This will allow for an accurate comparison of a candidate’s current situation vs. the package on offer. Bonuses (likely earnings and also when they are paid), pensions, healthcare, car packages…. Not only do they mean different things in different businesses but many people don’t know the details until they are asked to look. Get in the detail early and manage expectations from day one. Otherwise you could be either under offering or underselling your own offer.

Offer a healthy balance

It’s easy to overlook the importance of a work life balance. There’s no point getting into the middle of a process only for a candidate to decide the commute is too tough or expensive. Likewise, what is the realistic work/life balance you can offer  in the new role? What are the candidate’s personal circumstances? Will this impact their final decision? It is crucial to be upfront about this from the start.

Ensure that people want to join your people!

This has a huge impact on candidates but is, strangely, sometimes underestimated. Candidates will form an attraction to a business and a team. This is separate from things like role specification, package, location etc. If you can get your prospective employee to meet people that they believe they can work with, and most importantly learn from, it makes the organisation much more desirable.

People join people more than they join companies.

A competent recruitment process

Candidates often judge businesses by their processes particularly at interview stage.  Make sure there are  clear timelines in place to manage expectations. Does the advised preparation match with the content of the interviews?

Whilst these may seem like small things, they can make a big difference. A company that is well organised, thorough and effective at recruitment, can either impress or put a candidate off. Asking someone to deliver change in an organisation that doesn’t appear able to do what it says it will do sends out the wrong signals.

Make your offer compelling

An offer should always be made based on what the hiring business thinks the candidate is worth, not just on the advertised package. For each role it is worth considering what a compelling offer would be. Both as a statement of intent to secure the candidate and also to ensure your remuneration is in line with the rest of the market. Importantly, this might not just be salary; it could be a bonus, private healthcare package or flexible working hours.

Graham Lucas is Managing Director – Procurement & Supply Chain and Logistics at Michael Page. He’ll be speaking at the 2017 Big Ideas Summit next week. Join the conversation and register as a digital delegate here.

How To Inspire Creativity With The Three Fs!

To achieve creative cultures  within our organisations and inspire creativity in individuals, we need to Fund, Foster and Fill!

Register as an online delegate for the London Big Ideas Summit 2017 here.

James Bannerman, a creative change agent and author of Non-Fiction best-seller Genius! firmly believes that everyone has the capacity to be creative and innovative. He’ll be speaking at the Big Ideas Summit 2017 in London on 23rd February but we’ve picked his brains ahead of the event to find out his top tips for inspiring creativity and his plans for the future..

What is a creative change agent?

A creative change agent is essentially a ‘lateral thinking’ specialist. It’s someone who combines creativity with psychology to help businesses innovate and perform more effectively in a rapidly-changing world.

What’s one thing you know now, that you wish you’d known at the start of your career?

When I was younger I was a laid-back song-writer and did not fully appreciate how important it is, in business and life, to ‘make your own sunshine’. Over the years, however, and especially  when I wrote my books Genius! and Business Genius! I came to realise that books don’t write themselves; they ended up taking me far longer to write than I ever imagined, and involved far more hard work than I ever envisaged. However, fortunately the hard work paid-off – because they ended-up becoming best-sellers in the UK and then being translated into multiple languages from Chinese to Japanese, and Italian to Thai – and that taught me that ideas alone are not what makes the difference; it’s turning those ideas into reality that makes the difference.

What are your three top tips for inspiring creativity in organisations?

My three top tips for inspiring creativity in organisations would be what I call The 3 Fs: Fund, Foster, Fill.

Fund (i.e. invest in) ‘Creative Thinking’ training

Upskill people by teaching them ‘how’ to be more creative. Evidence suggests, for example, that virtually all of us were incredibly creative up until the age of about 5, but then this natural creativity was ‘schooled’ out of us by the double whammy of criticism and conformity. Effective ‘Creativity Thinking’ training can help to redress this situation by inspiring people to re-become creative.

Foster an atmosphere of Psychological Safety

Einstein once said that ‘a person who never made a mistake never tried anything new.’ With this in mind, if an organisation genuinely wants to inspire creativity, it needs to provide employees with enough ‘wriggle room’ to make the occasional ‘excusable’ mistake – rather than ‘inexcusable’ mistake (which is a very different matter).

Fill the well 

I’ve long believed that in order to inspire others we need to feel inspired ourselves. Psychologists refer to this as ‘mood contagion’. So, if an organisation wants to inspire creativity, it needs to keep ‘Filling the Well’ (as the author Sheila Davis describes it) by encouraging people to branch out and watch new films, read interesting books, travel to different places etc… After all, bang in the middle of the word ‘Innovation’ we find the word ‘Nova’ – which meant ‘new’ in Roman times – so a constant inpouring of fresh stimulus is likely to inspire a culture that goes beyond ‘what is’ to explore ‘what could be’.  

You’ve composed hit pop songs, written best-selling books and work as an innovation consultant. What’s next?

I’m currently working on a wide range of projects – linked to ‘Lateral Thinking’ in business and academia. However, longer-term, I’d love to take my Business Genius and ‘Lateral Thinking’ work to whole new level, and develop Lateral Thinking TV, movies, and animations etc…

How do latest technology developments influence the way you consult with organisations and drive innovation?

To be honest, although technology developments have influenced the way I consult with organisations and drive innovation – eg. by making it far easier for me to communicate with clients around the world without always having to ‘be there’ in person – technology itself does not influence me as much as it helps other innovation consultants I know.  I tend to focus more on ‘innovativeness’ than ‘innovation.’ In other words, I focus more on the people-side of innovation – the psychology side.

It’s easy to think that our modern age is infinitely more ‘innovative’ than any other with its amazing advances in technology. Without a doubt the ‘pace’ of change does keep getting faster and faster, which academics label ‘accelerated evolution.’ However, just look at the Edwardian Age. Within ten years along came the Car, the Plane, the Radio and the TV. Each one of them radically transformed the world we live in, far more than the latest XI78 or X189, that will soon end up somewhere in a design museum like the DVD or the first Blackberry.

I work with the ESA,  European Space Agency, who are putting 3-D printers on Space Stations. In fact, there are even 3-D printers now that can make 3-D printers ! We must not lose sight, however, of how technology is driven by ‘people’, and inspired by ‘people’.  The human factors that make innovation happen can also ‘stop’ innovation from happening if they are not addressed and resolved.

Do you ever get tired of thinking up ideas?

Yes and no. I personally get a buzz from ‘divergent thinking’ – i.e. thinking outwards towards multiple possibilities – more than ‘convergent thinking’ – i.e. analysing and dissecting data.

However, when I’m working with groups on Idea Generation, I fully appreciate that ‘thinking up ideas’ can be deceptively tiring for some people. Especially those who have a strong preference for sequence and structure.

Tony Buzan,  the inventor of mind-maps, is a great inspiration of mine. I spoke with him a few years ago and  was struck by how well he manages to fuse the two. Mind-maps, for example, can energise people by stimulating ‘radiant thinking’. They also make it easier for them to think up new ideas, yet at the same its ‘systematic’ approach can also give people a flexible structure to prevent them feeling overwhelmed and swamped by imaginative solutions.

It’s important to remember that everybody has an imagination. We continually ‘think up ideas’ whether we see ourselves as creative or not. In fact, one of the biggest buzzes I get in business is helping people to realise that they are a lot more creative than they give themselves credit for…

Join the conversation and register as a digital delegate for Big Ideas 2017 in London.