Thursday, 22 August 2019
Wednesday, 21 August 2019
Have you ever had a bad day & wanted to blame someone for your day? I remember many years ago slamming down the phone & swearing very loudly & a colleague asking “Have you stopped doing Neuro Linguistic Programming (NLP)?”
They asked because since I’d started my journey of how my mind works I’d started to stand in others shoes, & take responsibility for my reactions. I realised how I saw the world was only one view. In the words of a stakeholder I’d become “easier to deal with”. I’d become more conscious of the impact my thinking was having on any situation & how I was feeling. On bad days when we don’t understand how others think, & everything gets on top of us it’s easy; to not want to take the time to understand our own contribution to the situation; to have a day off from personal responsibility; to blame someone else; & to slam the phone down & swear. Ultimately though, our mind is with us 24/7 365, & a conscious awareness of the impact it’s having on the outcomes we’re getting is actually the quickest way to finding a solution or resolve a frustration. It’s such a pity that’s also true on a bad day because slamming phones can certainly make us feel better - momentarily. How can you take back responsibility for the outcome you’re getting?
The 5 day Procurement Mindset Challenge starting on the 9th September will allow us to become more conscious about the mindset we're choosing in any moment, and to explore the alternate choices we have. See link to join up.
Tuesday, 20 August 2019
- I can feel the frustration.
- I can feel me digging in my heels.
- I can me whispering “over my dead body”.
- I can sense the dogged resistance to them getting their own way.
- I will not give up.
- They will not win.
I wonder if this is ever how suppliers feel about us?
The content & details of the non work situation driving this behaviour in me is immaterial – even if I would love to gossip, moan & justify why I’m right & they’re wrong.
That’s going to get me nowhere.
If I step back, I can certainly see the behaviours that got us here:
- Changes imposed on another party with no consultation.
- An objection procedure that relies on emails/letters & no human contact.
- Facts & data ignored if it supports a different outcome or amended outcome.
- Ignoring other people's opinions because we've labeled them as NIMBYs
- Key facts & data misrepresented or omitted at the final presentation.
- Only one party in attendance when approving the decision.
- Emails written when angry.
- Emails that stray from the facts & data.
- Emails that push the other party to defending their position.
- Not pushing hard enough for a face to face meeting.
- Not talking to another human being.
There is another way, and among other things it involves:
Monday, 19 August 2019
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Aristotle
In the procurement mindset 5 day challenge starting on 9th September we’ll be looking at ways of making a supportive mindset a habit.
Monday, 5 August 2019
As I woke early, still feeling very frustrated, I realised how I'm feeling might just be how our stakeholders feel when resisting one of our brilliant strategies.
It's a feeling that's arisen from behaviours that certainly turn up in the many stories of procurement gone wrong (I have a Pinterest board full of the horror stories if you're interested).
Behaviours that include:
X relying on written communication
X avoiding face-to-face communication
X decisions approved behind closed doors
X not providing full details of the reasons and benefits for the strategy
X not providing the facts and data to support the reasons and benefits
X not addressing stakeholder facts, data, and concerns
I wonder how much of the behaviour we've experienced from the council is because we've been judged as NIMBYs. As if we and our concerns are invalid and are, therefore, dismissed because we're negatively impacted.
How do you handle NIMBYs in your life?
Thursday, 1 August 2019
I particularly love helping Procurement professionals find the solutions that are eluding them, to get back on the track they want to be on, rather than up a creek, in a rut, out on a limb, in deep water or going round in circles.
Caroline Myss talks about words having power, and for me that power comes in many guises:
- Power to impact our mindset (and therefore outcomes)
- Power to impact our behaviours (ditto)
- Power to hide the solution within the very words we’re using