“I’m not paying £6 for a small cup of hot chocolate” said my friend.
As a procurement professional of many years I could have chosen to take the conversation in many directions - after all the other drinks on the menu were comparatively priced with other local cafes, and we were in a chocolate shop.
Instead I responded “what does that say about how people should react to your own prices?”
I’m not suggesting we pay what ever is asked without consideration of the going rate for that product or service.
I am however suggesting we also pay attention to our own energy around payment to others.
It can’t be true that we are always worth what we ask for payment and others are definitely not.
It can’t be true that we are worth what we are paid to do our job and yet others should provide theirs for free.
It can’t be true
When you’re next begrudging paying someone you may want to spend a few moments exploring the beliefs that are driving that reaction.
As author & speaker Caroline Myss would say “words have power” because, whilst often used unconsciously, the words we use can be the source of the problem or the hint of the solution.
Over the years of facilitating procurement workshops it would seem for example that everyone wants to be working with a ‘strategic’ category or ‘strategic’ supplier.
This mystical word conjures up something more important, of value & of higher status than those other seemingly lesser or lower categories or suppliers.
It’s as if we lose connection with the detail of the model, the strategy, that suggests different priorities & activities for different segments of the categories we buy or suppliers we contract with.
We want our category or supplier to have the prized nomenclature, without connecting it to the set of actions that accompany that segmentation, & differentiate it from other segments.
We ignore THE strategy that ensures we maximise value for each unique segment; and use our time, & the time of our stakeholders, wisely.
No one shoe fits all.
Next time you suggest you’ve a coveted ‘strategic’ supplier or category on your hands think about what strategy you really need for dealing with them.
11 minutes 25 seconds felt like an eternity.
It was the duration of an activity I was doing as part of my do something different every day in January.
What’s the longest you’ve read without distraction?
Or should that be, what’s the longest you’ve read without distraction taking you off to start another task whilst the article/chapter gets left on hold until (or if) you return to it?
It’s funny how these challenges go. Last time I did something different every day the biggest insight was how often I said no to things. A pattern I have since tried to break, and am certainly more aware of my default of “no I don’t want to do/try/go...”
This time, it would seem I’m pushing at the attention/ focus pattern - or lack of such.
Interestingly the Saturday paper magazine I chose to read cover to cover included an article that took those 11+ minutes to read and was on Tristan Harris on “attention capitalism”.
Exploring the very subject that my challenge seems to be inviting me to unlock.
That’s why I love the doing something different every day challenge because it provides me/us with an opportunity to push at unconscious habits.
From past experience the habits we resist most are the habits most in need of review.
What will you do differently today?