It’s the digital event of the year that everyone’s been talking about and recommending – so how do you make the most of it? Here’s 7 ways you can maximise every avenue of opportunity the Big Ideas Summit has in store.
You all know what we’re talking about when we describe this. You registered for the biggest procurement event of the year; the one that every industry expert out there says you simply can’t miss. You’re determined to get the most out of it.
But it’s virtual. Your day is still packed with meetings. You plan to login from home (with all the distractions that come with it.) And your to-do list is a hundred items long.
For anyone out there who has ever felt a little intimidated by events, this year’s online Big Ideas Summit will provide you with unparalleled (and many would say, easier!) opportunities to learn, grow and network. But it will also be different.
Over 1,100 of your peers have signed up alongside you. We have an action-packed agenda including sessions on how to think the unthinkable, understand the new risk landscape, protect your career and much more.
To get the most out of the event, you need to prepare. But don’t worry, the prep is quick and easy.
Here’s how to get the most out of Big Ideas 2020:
1. Register for the Event
Once you’ve registered (if you haven’t, do so here), you’ll receive an email inviting you to the Event Hub. To accept this invitation, you’ll need to click on the link and enter your first and last name, and email address you registered with. You’ll then receive an event code, which you can use to enter the event (note that this code is only valid for 24 hours).
2. Block off your calendar
Let your team, boss, family and internal stakeholders know what you’re up to. The best way to benefit from the conference is to give it your time and attention.
3. Explore the Event Hub
You’ll find all of our great sessions in the Event Hub. Each session has its own unique link, and when you click it, it will open a new viewing screen on your browser (or phone/tablet etc.). Take time to review the sessions in advance to ensure you don’t miss the one you most want to attend.
4. Partner networking
Within the Event Hub, there are also Partner Virtual booths. These information-rich booths enable you to network and get to know our partners (online!) Simply click the booths to enter.
5. Live networking sessions
There are 2 live 20-minute facilitated networking sessions, to cover all of your networking needs.
6. Share ideas and ask questions
Have you ever had a burning question during a presentation, only to have forgotten it by the time the session ended? Cue another benefit of a digital event! This year, you’ll be able to comment on each session while it’s happening, so you never forget a question or forgo an opportunity to have your say.
7. Bring it home
Okay, this is more of a post-event action. Take notes, share ideas and make a concrete plan to bring your learnings back home.
And as always, we’ll be with you every step of the way. If at any point you need any help, reach out to [email protected]
This year, we need more Big Ideas more than ever. We can’t wait to see all of your virtual smiling faces and help you dream big.
Here at Procurious, we saved the best for last. Register today to reflect, re-energise and refresh for another year of innovation at the most inspiring supply chain and procurement conference of the year.
We’ve (finally) entered the homestretch. However, before we can bid farewell to 2020 – the year that quite literally turned our world upside down – we still have quite a bit of planning and ideation left to do. That’s why now, more than ever, you deserve a distraction.
But do not head for the couch and sign into Netflix just yet. Instead, step back from the day-to-day chaos and join us virtually for the 2020 Big Ideas Summit (BIS). Reflect on the year that was and the opportunities ahead; represent your organisation and all its accomplishments despite the pandemic; regroup and re-energise among like-minded professionals.
Procurious itself is proof that great things can happen when we come together. As a community of 42,000-plus supply chain and procurement professionals, we adapted to survive and thrive under the conditions of the “new normal”.
BIS 2020 takes us a step further. Since the beginning of the pandemic, we’ve gone above and beyond what was asked of us. Now, together, we’ll welcome 2021 stronger than ever – both individually and as a community.
Take, for example, our response to the challenges McKinsey & Company presented us with earlier this year:
We redefined the procurement mandate and fostered a culture of innovation to evolve beyond the traditional, transactional stereotype.
We made investments in digital and analytics, integrating automation and digitisation to optimize performance and leverage untapped data that enhanced productivity across the board.
We future-proofed our organisations by making proactive investments that develop existing talent and enable a more agile workforce.
Somehow, we were able to find the silver lining, increase our influence and succeed against all odds, positioning our function for a watershed 2021. So, together, let’s make next year full of innovation and shared success. That journey starts at BIS 2020.
Big Ideas: Make a Difference and Get Ahead
All it takes is one idea. A single idea can change the trajectory of your company and your career. A single idea can make a difference. A single idea can solve problems for people and businesses across the world.
But good ideas don’t always come easy.
You need time to think, create, learn and share. We’ll provide this in a BIG way at BIS 2020 – and give you everything you need to ignite your passion, fuel your creativity and THINK BIG.
BIS 2020 will have dedicated sessions on everything that’s top of mind for you right now: leadership, supply chain threats, supplier management, digital transformation, supply chain continuity and more.
Together, our community will present and share hundreds of ideas and best practices to help you make a difference, advance your career and get ahead in 2021. But remember, you only need one.
Think the Unthinkable and Prepare for Anything
Those that have joined us at Big Ideas in the past have learned the importance of thinking the unthinkable. Never has this lesson been more true than in 2020.
We’re in the midst of a transformational journey that is changing business and life as we know it.
The good news: our digital-first network is designed to change the face of the profession from the inside out, starting with each individual member of the community. The BIS and our Procurious community will help you think differently: we provide big ideas, first-hand experiences and lessons learned – from the best and brightest from across the world – to help you navigate through this unchartered territory and stand out from the rest of the pack.
Trust me, events don’t have to be in-person to be inspiring. Come ready to share what you are proud of and encourage others to do the same. The more you put in, the more you get out. It’s time to lead, thrive and take back control of your professional development. Rest assured; you’ll leave with everything you need to do just that.
Make your new tech project a success with these tried and tested tips.
If you’ve managed a new technology project before, then you know the tech is the easy part.
People are the challenge (and I mean that in the nicest way possible!)
Luckily, people and projects follow predictable patterns – no matter the size of your company.
So here’s the playbook you need to make your new project successful. It’s the same one I’ve used to help dozens of companies like Credit Suisse and Honeywell launch systems on time and on budget.
And it’s yours to steal.
Step 1: Get the right people in the room
The most successful organisations are those that get the right people in the room from day one and keep them engaged the whole time.
Who are the right people? It’s likely a mix of people across your organisation. Obvious inclusions are senior level decision makers. You also need to get the best technical brains in the room who understand the legacy system better than anyone else.
You need people who really understand your business – warts and all. Why are things done in the way that they are? What is the history? What are the processes? Are they defined in flowcharts and documents?
You might think your own processes are well-documented, but they need to be really specific for the design phase (i.e. do emails/reminders have to be sent at a particular stage and what happens after X number of days; who do we escalate to?)
Next, you need to spend significant time making sure everyone understands and agrees the objectives of the new system. You need the people who hold the purse strings to agree, so you can get resources in place.
And prepare for scepticism – especially from people who have been around a while. These long-time employees have seen it all, and they might carry hard feelings from previous projects that didn’t live up to the promises.
So don’t be quick to dismiss those who seem negative; sometimes they are the key to understanding why something was done in the past, and to identifying where complexity can be removed.
You’ll find if you address stakeholder concerns early on and make sure everyone feels heard and understood, you can get them on board and keep them there. And who knows? They could become your biggest ambassadors for the project.
Plan for pushback
No matter how great your new system is – or how much time and money it will save the company – you should expect pushback. Most humans hate change.
So approach their concerns with sympathy; after all, it can be hard to learn a new system.
And don’t forget about potential pushback from your suppliers. I often have customers who struggled previously with getting suppliers on legacy procurement systems.
Avoid that chaos by bringing your key suppliers in early.
For example, Maxim Healthcare struggled for seven long years to get suppliers on their legacy system. The suppliers pushed back en masse against the terms they had to accept, and possible fees faced by the vendor’s supplier network approach.
So when they asked us to help them launch a new system, we put suppliers at the centre. Their suppliers were thrilled with the friendlier terms and approach. The result? Maxim Healthcare launched a shiny new P2P system in eight weeks with more suppliers than they acquired in the previous seven years.
Define requirements and objectives
Before you go shopping, do the important work of laying down requirements and objectives.
Think of it like painting a room. The actual painting goes quickly; it’s all the prep work that takes the time.
Now is the opportunity to review your old processes and see if they’re still serving your company.
Get into the detail at the design phase and understand that documenting your processes will help to work out what you are doing now and where you can find efficiencies, cost savings, and better user adoption.
Everyone in your stakeholder group should agree on what your company needs in a new system. That will save you from scope creep (and many headaches) later on – when changes will be infinitely more expensive.
Once you know what you’re looking for, scrutinise different technology providers. Make sure you understand what is possible now with current technology.
At this stage, your provider should act as a friendly interrogator, questioning any areas they find in your processes that could be simplified. However, the act of removing that complexity is up to you. Will you make the most of the new technology you are paying good money for?
Look at the whole puzzle
A system may seem perfect in isolation, but you need to understand how it fits with the rest of your company set-up.
After all, you’re looking for a seamless flow of information, a consistent user experience, and a unified data model that supports 360 degree visibility of suppliers and activity.
None of that is possible if your company systems aren’t compatible.
Also understand how the new tech system you choose can grow and change as your company changes.
Some systems are too rigid to support those changes, meaning you could have a redundant system on your hands after only a few months.
And you should also consider how other existing company systems could change in the future. Are any of them due for an upgrade soon? Stay close to your CIO so your company makes the most of tech investments.
Allow for flexibility
Successful projects allow for flexibility in timing. Things will change and bumps will come up over the course of your project – no matter how precise your planning.
That’s why we use a hybrid agile/ waterfall method on our own projects (and encourage customers to use the same).
What does that mean? The waterfall approach is to build the system and then show it. Agile means to build as you go.
Instead of choosing one over the other, we use both methods. That brings a nice balance of predictability with a level of flexibility to address unforeseen or evolving requirements.
At the design phase we try to lock down 80% of requirements and in this way we still maintain 20% for a level of flexibility. Though as mentioned earlier, it’s wise to get as specific as possible.
You might be surprised how quickly a project can come together this way. Take the Los Angeles Department of Water and Power for example. They needed the ability to upload bid submittals electronically, and we helped them launch the feature in just one week.
Nailing down exactly what you need will make the actual build phase go quicker. And building in contingency time means you won’t get caught off guard when you reach a hiccup.
Send in the A-team
You need to take people off their day-to-day work and give them the time to focus on this project.
Have dedicated project team members who solely work on launching the new system. They should be able to answer business and technical questions, and to report back on user issues and gripes.
This is especially important during the early stages of the project, but no less important throughout the entire process.
The best way to mitigate issues is to plan for them by making sure that you have enough and the right resources.
Once the procurement system is rolled out, it’s key to keep the same team engaged so a knowledge exchange to the support team can take place. They should stay put for at least a few weeks after launch to ensure a smooth transition.
Successful project teams are always communicating.
At the start of any new project, I set up monthly steering meetings at the executive level. There are weekly project status meetings with project leaders, Ivalua, partners and clients to share what has been done, the challenges and what’s planned for the next week.
We put any roadblocks or risks on the table and take a realistic health check on the overall project status.
I also schedule “Work in Progress” reviews to keep everything on track and spot issues a long way off.
These checkpoints allow us to confirm we are headed in the right direction, and we can take some feedback to adjust it when needed.
You can do this
To summarise, when you managing a new tech project of any size, there are the three keys to success:
1) Know what your goals are, and make sure these are communicated to your internal teams and to the companies you are working with.
2) Have the right people in the room.
3) Complete a robust, open and transparent design phase to get what you want and guarantee that your organisation gets what it needs.
Step away from the emoji button. Read on to learn how to build genuine influence in your personal brand. Learn to move beyond the micro engagements of liking and sharing. Be bold and brave – expand your connections and network by following our pro tips.
Mirror mirror on the wall
While browsing idly through social media recently I concluded that many of my peers have confused visibility with influence. Procurement is a small industry especially if you’re in a niche field or a small country. What makes this contracted market even smaller is that we stare into our own reflection.
Seek to expand not reinforce the bubble
Commenting, liking, gaining followers and profiling only those within your bubble only serves to reinforce the echo chamber that you reside in. Expansion and growth should be the aim of the game and that’s the trick that many are missing!
Number of likes and connections is not influence
All the chat about the importance of “raising your profile” has seen many people reach for the emoji button. They equate visibility and these micro engagements with achieving influence. I’ve even heard some peers brag about it “mate did you see my pic? Got 12 likes, brilliant ay? I’m raising my profile and building influence.” Um no, but I’m glad people liked your photo.
Sure, visibility will get your name out there and you’ll make connections but just like the platforms we use in our personal life, professional networking sites can create a trap for the uninitiated. They offer so much more than just how many followers you have!
Think about how you engage online, do you make the most of all opportunities?
Chance to connect with and observe thought leaders
Expand your learning beyond your sector and follow other industry trends
Grow your knowledge of different areas within your technical field
Expand your support base by utlising online connections
Taking part in free webinars
Check out these tips to ensure you are getting the most out of your Procurious experience!
Fear stops meaningful engagement and expansion
Platforms where personal profiles are created on a “work self” image can fuel the fire if people view their professional / work self as separate to their “real life” self. On professional networking sites people can struggle to make genuine comments, challenge / ask questions or engage meaingfully for fear of looking dumb or speaking out of turn.
It’s such a lost opportunity! Don’t be afraid to be yourself, engage and connect with people.
What is influence and why care?
Influence is earned and grows over time. The difference between visibility and influence is that with a focus on your sphere of influence and who you engage with, you are building longevity and sustainability into your personal brand and therefore your career. You are thinking beyond your immediate role or even career.
There are many studies out there that have shown that people will change their careers significantly two or three times over the course of their lives, as described in this NY Times article.
How to get started
Hold up, I hear you… how on earth and am I meant to do that?
Start the same way everyone else does but don’t limit your professional networking to just likes, commenting and growing your connections. Keep your eye on the bigger prize.
Step one: getting started
Join an accredited membership organisation like CIPS or IACCM. There are usually many ways to get involved and connect with lots of people through these avenues. This provides a supportive environment to get involved in chairing committees and speaking / hosting events.
Awards. Keep an eye out for industry awards, nominate your team or yourself! I’ve seen some surprise winners – the only thing that set them apart from others was that they simply backed themselves and applied.
Network. Don’t simply add just people on social media, if you do send an invitation add a note and make sure it’s relevant to something they just posted or wrote about. Think of people in your industry, can you reach out to any of them for a coffee chat? And then ask, who else do you think might be of value for me to connect with?
Content. Remember the dictionary definition of influence: “the capacity to have an effect on the character, development, or behaviour of someone or something, or the effect itself.” what content are you producing or contributing to that is building impact?
Step two: grow
Use your network of genuine connections to try and find ways to get involved in different projects and start expanding your reach.
Offer to mentor someone
Offer to host an event at your organisation
Ask for speaking opportunities
Write your own blog on an existing platform or your own profile
Connect with people through the content you’re consuming e.g procurious webinars and groups!
Ask to shadow a senior for a day to learn what they do
Talk to your suppliers and learn the other side of the fence
Learn from other sectors and follow other thought leaders for inspiration
Find someone you admire and see if you can unpick what makes them tick. You can check out Kelly Barner’s journey for some inspo
Think about yourself as a brand, what do you want to be known for?
Take the plunge! Expand your connections beyond micro engagements and you will add sustainability and longevity to your personal brand.
Remember: be yourself, be humble and be authentic.
The core of the CIPS offering for procurement and supply chain professionals is in the professional accreditation that the organisation offers and supports.
Who can become a CIPS member?
The designation of MCIPS represents the gold standard for procurement professionals and is an internationally recognised award that brings the individual holder a number of benefits.
The qualifications are open to anyone working in the procurement and supply chain profession, taking them from Studying Members all the way to MCIPS, and potentially even a fellowship (FCIPS) for the senior advocates of the profession.
Will having CIPS accreditation advance my career?
In recent years, CIPS has brought its qualifications in line with other professional bodies and offers its members a chance to become chartered through its programme of Continuing Professional Development (CPD).
Joining CIPS and taking a full part in its activities as a member is no small investment, and the qualifications should not be undertaken lightly.
But, as a fully paid up member of the procurement profession, why wouldn’t you want to invest in your career and your future in this way?
As with other qualifications, achieving MCIPS does provide benefits to individuals.
It’s not only going to help you get through the door either. Professionals with MCIPS earn, on average, 17 per cent more than peers without the qualifications.
And at a time where the expertise of procurement and supply chain professionals is becoming more widely sought, having these qualifications could be the key to unlocking the full potential of your future career.
The test is free for all members and can be purchased by non-members too. This works alongside the CIPS Code of Ethics, which organisations can sign up to as a public commitment to proper work practices in the field of procurement.
Over the past few years there have been several high-profile global events linked to poor ethical procurement practices.
At a time where global supply chains, and by association procurement, are in the spotlight, having a widely agreed and signed Code of Ethics, backed up by an annual ethics exam for individuals is crucial.
Supporting the ethical agenda is something all procurement and supply chain professionals should be doing.
Accreditation and Chartership provide the foundation for developing a profession that operates within these bounds and is something that should be an expectation for all professionals in the coming years.
Play your part and take the first steps on your chartership journey by joining CIPS today.
Putting yourself out there is more difficult in a Work From Home environment, but by maintaining a strong social media presence, expanding your network online, volunteering your ideas and services and harvesting good feedback regarding your work, your presence and value can be felt beyond the WFH setting.
It’s a truth of working life that it’s not enough to be good at your job to get ahead. You also need “exposure”, to be able to network both inside and outside your organisation, and to be visible to those dishing out the stretch assignments and opportunities.
With many of us now working from home much more regularly and for the foreseeable future (in the UK, the Royal Bank of Scotland recently informed staff that they would be working from home until 2021), how can you ‘be seen’ when you haven’t seen anyone outside of a Zoom call for months? Without your boss’s boss dropping by your desk for a quick chat, how can you let them know that you’ve been smashing it?
Here are some tips to consider if you want to get ahead while working from home…
As working from home becomes more normalised (rather than the ‘trying to work from home during a pandemic’ that we’ve all been experiencing to date), think about how you can remain visible to those that matter. This doesn’t mean ‘digital presenteeism’ (hello, sending 11pm emails…) but rather keeping yourself on people’s radar. Be sure to speak up in meetings and Q&A sessions. Continue to post on your organisation’s internal and external social media channels. Keeping your head down and getting the job done won’t get you ahead.
Just because we can’t see each other in person, doesn’t mean you can’t spend some time on strengthening and growing your networks. Attend those relationship-building virtual drinks with colleagues – or why not set up your own? Connect with those whose opinions you value and who you can learn from over a virtual coffee. Give public kudos and praise to your co-workers (when deserved of course). If you’re serious about your progression, why not seek out a mentor? You can develop a mentoring relationship just as successfully virtually as you can in person. If you think you want to move on soon, develop relationships with recruiters and headhunters, and keep those relationships alive even if you are not looking to move soon.
Keep a record of your success
Procurement and supply professionals have been doing some stellar work during the COVID-19 crisis. Make sure you keep a record of your successes and positive feedback from colleagues, suppliers, clients and other stakeholders. Doing so serves several purposes. It can help you build a case for internally promotion, pay rises and progression. It can help you quickly update your CV when you decide it’s time to move on. And – not to be overlooked – it can help boost your self-confidence if you’re having a bad day or feeling wobbly before an important meeting.
Put yourself forward
If you don’t ask for something, you don’t get it. If there are internal opportunities, such as getting involved with special projects, stretch assignments or joining high potential development programmes, don’t wait to be asked to join. This is particularly important for home workers who otherwise might be overlooked for opportunities. Make sure you keep your ear to the ground so you hear about these opportunities when they arise. And don’t be afraid to create your own. We are heading into a period of immense global disruption. It’s scary, but it also creates opportunity. If you have an innovative idea, pitch it to your boss. What’s the worst that could happen?
Of course, while there are career management strategies individuals can try, this is a bigger issue that relies so much on company culture. Organisations need to be alert to the risk of ‘in’ and ‘out’ groups developing, discriminating against those with caring responsibilities, most likely to be women, or health conditions that prevent them heading back to the office.
Leaders need to carefully consider how to manage career progression in an age of remote working and managers need to learn how to manage by outcomes rather than presenteeism (digital or otherwise). Think about issues like running inclusive hybrid meetings: does it make more sense for everyone to dial in separately if even one person isn’t there in person? Can you invest in technology (like ‘The Meeting Owl’) to create a more inclusive and frictionless meeting experience for everyone, whether they are in the room or not?
When it comes to getting ahead remotely, perhaps the most powerful thing you could do is to take the initiative in suggesting new and more inclusive ways of working. The pandemic has proven that for many roles, where you do them has little to do with impact or productivity. We all now need to play a part in ensuring that isn’t forgotten as we move into the ‘new normal’.
As you move forward with your career, remember it is not just about the number of connections you have – it is about the quality of your connections. As the old adage goes “ it is about who you know, rather than what you know”.
As the majority of us spend more time working from home in the “new normal” way of working, being connected is more important than ever.
Be connected with your peers from a cross section of industries
Being connected to your peers, not from just your industry but across sectors, is a great way to learn both current and future best practice. You can discuss key topics of the day and benchmark your procurement and supply chain maturity, both as an individual and as an organisation.
I have learnt so much from being a member of The Faculty Roundtable (whilst I lived in Australia) and the Procurious Roundtable (now that I am back in the UK). Not only through the top drawer guest speakers that come and share their knowledge, but through the connections I have made from being a member.
Making the time to attend these events is always a stretch, but the benefits massively outweigh the time required to catch up at work.
Investing the time to listen to the challenges and opportunities that others face, and discussing these in an open forum with your peers, can be truly enlightening. When you have had the fortune to share ideas with the likes of Paul Menzies, Len Blackmore, Naomi Lloyd, Andrew Ordish and Matthew Kay in Sydney or Matt Beddoe, Phil English, Bruce Morrison, Lauren Ferry, Chris Eccleston and Ross Mandiwall in London (or virtually), you know the power of a strong peer network. Learning from professionals with extensive experience in a vast array of industries provides a diversity of thought that helps you improve as a person and enhances your strategic thinking and knowledge.
Be connected and highly engaged with your own team
With an ever-increasing myriad of stakeholders to manage, it is imperative that you create enough time to manage your own team. Whether face to face, by Teams, Skype or Zoom, I try and create enough time for team meetings, one to ones and other connection opportunities.
Building great relationships with your team helps you to build a great team ethos, with everyone pulling in the same direction with no room for mavericks or terrorists. I always remember someone telling me that you need to spend 30% of your time with your people, listening, encouraging and developing them. And they were right.
Also remember it is important to connect with not only your direct reports. Over the last couple of years we have introduced a Procurement Development Group at Murphy. It enables the up-and-coming procurement team members to work on some key topics set by the procurement leadership team. The Procurement Development Group presents their recommendations to the senior team, giving them exposure to people they don’t often come into contact with. This opportunity has been really appreciated by our future leaders and can lead to accelerated career progression. Their work has produced some fantastic results for our organisation – so it has been a win–win for everyone involved.
Be a Mentor and Be Mentored
Mentoring, or being mentored, is another great way of keeping connected. I am big believer that having the right mentor can help with your career progression. Each of the key members of my team are either mentored by a Senior Director at Murphy or by a leading CPO, arranged by Procurious, from an external organisation – and the feedback I receive on this is so positive!
I enjoy mentoring people. I get as much out of the sessions as the mentees. It is great to get different views, hear other’s perspectives and see their careers flourish.
Never be too intimidated to ask someone to mentor you. After all, what is the worst they can say? “No”? And if they say yes, remember that it is you – the mentee – who needs to drive the relationship. As with everything, you only get out what you put in.
Be connected – inside work and out
With the COVID-imposed increased isolation, we are all faced with the challenge of ensuring we are both physically and mentally healthy. A great way of taking your mind off the job is by doing something outside work that you really enjoy and involves interaction with others.
We all need to give something back to society. It provides such fulfilment. So whether it is charitable work or sport, get connected externally and make a difference.
My great passion, in addition to my family, is rugby. It has given me so many amazing experiences and memories over the years. When I was asked to become Chairman at the Club I played at for 20 years, there was only one answer!
I am now in my second season. This opportunity has given me a host of new challenges and learning experiences, which I am thoroughly enjoying. It has also afforded me the chance to meet and work with some more amazing people, keeping me ever more connected.
As you move forward with your career, remember it is not just about the number of connections you have: it is about the quality of your connections. As the old adage goes “it is about who you know, rather than what you know”.
It is much more important to maximise the value you get from a few, quality connections and making sure you deliver value to your connections.
The best way to build a strong network is being helpful.
If you post useful, interesting information, you can positively influence the way you’re perceived.
To put it another way, it allows you to build your personal brand.
But what does that actually mean? Jeff Bezos, CEO of Amazon, is credited with saying: “Personal branding is the story people tell about you when you’re not in the room.”
Why is it important to build your personal brand? In short, future opportunities, says Andy Moore, Digital Marketing Manager atProcurious.
“Social media has become a staple in society,” Moore says. “And in the world of getting hired, having an online profile has become essential in the last few years.
“So it’s important for professionals to first understand the ‘why’ of building their personal brand – it can help with future connections and can generate better leads.”
But where do you start, especially if you haven’t done much networking online?
It’s as easy as posting an article you find interesting. Or sharing your opinion on an industry hot topic. Or asking your network’s opinions.
The important thing is to show up consistently and make a contribution, Moore adds.
“People want to hang out with the ‘life of the party,’” says Moore. “This is the same for social media. People want to be connected with those who have a voice and get involved.”
That includes liking, sharing, and commenting on other people’s posts. Everyone loves a bit of validation, and your network will appreciate your support.
Keep in mind that a strong digital network won’t happen overnight, especially if you don’t have much of an online presence right now.
Like any other relationship, networks require consistency over time.
But it’s worth the effort, says Mark Holyoake, Managing Director of supply chain recruitment firm Holyoake Search.
“I’ve long been a proponent of personal branding,” Holyoake says. “Technology has made this easier than ever, and with conferences and networking opportunities still all virtual for the time being, it has never been more important.”
You get what you put in
Your success at building your online network will largely depend on your attitude.
After all, few things kill a relationship quicker than self-centredness. So don’t view your network as a group of people who only exist to get you a job.
Instead, approach them as a worthwhile group of your colleagues and peers. What would they like to know from you? What is interesting to them? What can you share that will make their lives better or easier?
Likewise, think of people in your network that you could introduce to each other, knowing that both will benefit from the connection.
There are lots of ways to add value to your network.
Where to network
There are plenty of social platforms to choose from. Where should you invest your time? The simple answer is where your professional associations hang out.
And you don’t need to be on every platform. Why put time into building an Instagram profile when your network spends all their time on LinkedIn?
You should also join and contribute to online groups that are specific to your professional interests.
Procurious is a great example of this, where you can find groups dedicated to any aspect of procurement.
CPOs in Scotland, supply chain sustainability, and Indian procurement professionals – you name it. And don’t worry if you can’t find your tribe. Just start your own group!
There are 40,000 procurement professionals from all over the world on Procurious, and they want to build their networks too.
So get involved in the groups and the discussion boards. You’ve got answers and experience that people are looking for right now.
“Procurement professionals are united by the need to be agile, to be savvy, to be bold,” Seary says. “We can do that alone, but we can do it even better by reaching out to colleagues and contacts to fill the gaps.”
Networking is about watering the seeds of possibility, nurturing existing relationships, and growing the best you can from each encounter, Seary adds.
While after-work drinks used to be a staple of office life, new drinking trends, sobriety challenges and negative effects on mental and physical health have highlighted alternatives that better promote team building and could spell the end to “work drinks” trends.
As pubs and bars in the UK reopen their doors and many businesses head back into the office, many people will be thrilled to be finally meeting colleagues and friends for a post-lockdown drink. However, there has been a distinct change in drinking habits during quarantine, while 57% of Brits are consuming alcohol as normal, 17% say they’ve been drinking more, and 25% are actively cutting down on their alcohol consumption, according to YouGov data.
During lockdown, the government recognised mental health implications caused by the pandemic and the media helped to raise awareness and provide resources to support the public during this time. However, the ongoing impact of alcohol consumption on mental health is nothing new and is rarely addressed, even as research showed that consumption patterns changed during lockdown. As the workplace evolves with new ways of working and environments where people socialise change in response to public safety concerns, will after-work drinks become a thing of the past? We explore the relationship between alcohol and the workplace and how perhaps the pandemic has served as the catalyst for changing the way we work and help us to discover alternative ways of expressing ourselves and connecting with others.
There is no doubt that the media’s glamourisation of alcohol, especially amongst women, has helped to normalise more frequent and heavier drinking of alcohol in work environments, at the Friday afternoon drinks trolley or ‘swift-half’ after work. Post-work drinks have been assimilated as a way to wind down after a stressful day for decades and used as a reason to build personal bonds with coworkers – even used as means to get ahead in the workplace. More formal industry events are often held on the assumption that everyone will be networking with a drink in their hand. This drinking culture not only alienates non-drinkers, but it also has a variety of negative effects on our health, both mental and physical.
Mind & Body
In addition to the well-publicised physical health issues caused by continued alcohol consumption, such as liver disease, heart disease, and high blood pressure, there are a host of mental health issues that alcohol can also contribute to. Approximately one-third of individuals struggling with alcohol abuse also suffer from mental ill-health, and the number of people admitted to hospital with alcohol-related behavioural disorders has risen in the last 10 years by 94% for those aged 15-59, and by 150% for people over 60.
Alcohol is a depressant, disrupting our thoughts, wellbeing and actions in the short term, and causing long term mental health problems such as anxiety, depression, and OCD. When alcohol is used as a coping mechanism for stress or as a social lubricant, it often has an adverse effect. Studies have continually linked alcohol abuse and addiction to violence, domestic incidents, and suicide, making it one of the biggest killers globally.
According to pre-pandemic research by the Economic Research Council, the risk of ‘problem drinking’ is heightened when individuals are working in conditions such as: isolated away from friends and family, with extended working hours, in dangerous environments, and when we’re at risk from organisational change such as restructure or redundancy. This list makes it clear why alcohol consumption has increased during the COVID-19 crisis. Sarah Hughes, the chief executive of the Centre for Mental Health, said ‘Those employers that ignore the issue, or who undermine the mental health of their staff, risk not only the health of the people who work for them but the wealth of their business and the health of the economy as a whole.’
Many people recognised the negative effects of alcohol on wellbeing long before lockdown, and this is particularly apparent in millennials (or those born between 1981-1996). According to a 2019 report, 56% of millennials consider themselves ‘mindful drinkers’ compared to only 37% of baby boomers. This has been attributed to millennials’ desire to be more conscious in all aspects of their lives, which has also contributed to a rise in vegan and cruelty-free lifestyles.
Young professionals also benefit from hyperconnectivity and increased social media use, giving them the opportunity to instantly catch up with friends or family online rather than in person, over a drink. Virtual communities also exist online to help people in times of worry or stress, meaning they’re less likely to turn to alcohol to self-medicate. We’re also seeing a rise in ‘sober-curious’ people, who are looking to cut down on alcohol, but still enjoy an occasional drink. So, when working within a millennial team, it might be time to ditch the boozy activities in favour of more sober socials.
Luckily, it’s never been easier to drink less, with a variety of alcohol companies releasing soft drinks or 0% alcohol variations. In May 2020, during the height of the pandemic, sales of non-alcoholic beer were up 44% in the US compared to the same period in 2019.
However, alcohol-free employee activities need to be more creative than simply replacing cocktails with mocktails or switching to alcohol-free beer. After-work drinks essentially provides human connection and serves as a way of employees switching off and bonding. Here are a few alternative ways to provide that social connection which don’t revolve around alcohol, are available around the clock and are inclusive for entire organisations.
Research shows that increasing numbers of people are actively drinking less to improve their health and wellbeing, why not incorporate this into employee wellbeing social activities? Switch the drinks trolley for yoga classes, meditation, book or cinema club, cooking classes, or sports and outdoor games. All of which are more fun, release countless endorphins and provide fuel for conversation enabling employees to find out more about their colleagues, beyond what they order at the bar.
This not only shifts the focus away from alcohol, but also acts as an opportunity for managers to dig deeper into what employees actually want to achieve from team activities. Employees may be looking to unwind and escape from the office, but is heading to the pub or offering complimentary drinks in the office just a lazy substitution for resolving wider issues such as disjointed teams or excessive workplace stress? By discovering why employees are utilising alcohol as a buffer will lead to a better understanding of their needs as both in and out of the workplace.
This article was originally published on HappyMaven on 16/7/20 and is republished here with permission.
How do you play office politics to your advantage? Here’s four skills you’ll need to do so.
Let’s face it, no one, bar perhaps a few actual psychopaths, goes to work because they love the politics of it. In fact, toxic office politics is often cited as one of the key reasons people quit, and is also associated with low levels of engagement and productivity, and on the more serious side, mental health issues and stress complaints. Does this mean that politics should be avoided altogether?
Whether you like it or not, office politics are unavoidable. Even worse, if you do choose to try and avoid them, there’s a lot at stake. In most offices, politics are akin to the workplace’s unwritten rules, and they have the power to dictate how people should act, who gets promoted, and ultimately who enjoys career success and who doesn’t. Many successful people will tell you that politics can be even more important than merit – so it’s important to understand how to play them to your advantage.
Yet for many of us, politics and ‘playing the game’ feels like a dirty concept. Is there a way that we can advance our own interests without making our colleagues collateral damage? In other words, is there a way to play the game without selling our soul?
Knowing the difference between good and bad politics
Although many people inherently think of office politics as a bad thing, political scientist and cultural researcher Harold Laswell doesn’t believe they have to be. In fact, Laswell encourages all people to think about politics as simply ‘the way things are done around here’ in any particular environment, and as such, know the difference between what ‘good’ and ‘bad’ politics might entail.
In any organisation, and in any role, a degree of self-promotion in order to advance interests is needed. Good politics, then, is where you do so, but not at the expense of others or your organisation’s legitimate interests. For example, good politics may involve strategically making connections with important stakeholders or deliberating making an effort to better engage C-suite executives. Good politics, otherwise known as being savvy, well-networked, influential, an intelligent communicator and even a little charismatic, serve a higher purpose in that they help you get ahead – but don’t sacrifice others in the meantime.
Bad politics are the opposite of this, though, and something we’ve all been a victim of. Bad politics are when you backstab, create rumours, or do something that you’d otherwise consider sneaky and immoral in order to advance your position. In other words, you advance yourself by sacrificing someone else. Bad politics feels bad because it is – and no amount of telling yourself that it’s “worth it” or they “deserved it” should help you feel better. Unfortunately, bad politics can help you get ahead, but the success that ensues is often short-lived.
In reality, bad politics co-exists alongside good politics in most organisations. But in the best organisations, bad politics are stamped out and only good politics remain. And if you’re able to hone your good political skills, success can easily be yours.
Social astuteness: Social astuteness is the next step beyond one of the most essential workplace traits: self-awareness. When you’re socially astute, you’re not just aware of yourself and your own strengths and weaknesses, but you’re also aware of how others perceive you and how your behaviour impacts them. For example, if you’re socially astute you’ll understand that Karen from HR doesn’t think too highly of procurement, and you’ll be proactively working to change that.
Interpersonal influence: We’ve talked extensively here at Procurious about why influence is important and we’re not going to stop anytime soon because it’s so true – your interpersonal influence is everything. Influence, defined as your ability to affect how and what others think, is essential in managing politics. But before you dive in to influencing your own agenda at work, it’s important to understand others and specifically, what their preferences and goals are. This way, you can personalise your approach to exact the greatest level of influence.
Exceptional networking: Networking skills are another of Procurious’s favourite topics for good reason – they are essential to success. As we’ve always maintained though, networking within an organisation needs to be a two-way street, and you need to ensure that you’re creating mutually beneficial relationships with people with whom you expect support from.
Sincerity: Politics has received such a bad rap before because people think it’s inherently dishonest. But to the contrary, good politics requires sincerity, honestly, and openness (or at least the appearance thereof, where complete transparency isn’t possible). If people around you perceive you as sincere, they’re more likely to trust and believe in you, which can help with advancing your cause.
Politics may well be a dirty word, yet the outcome of playing good politics certainly is not. A plethora of research shows that having the above mentioned skills enhances not only job performance and satisfaction, but influence, salary, opportunities and advancement. So even if politics has never been your game, it’s time to participate to the best of your ability – your career success depends on it.
What has been your experience with office politics? Do you typically see more bad politics than good politics? Let us know in the comments below.