Talk to me about mindset

Does procurement already have plenty of heart in your organisation? Could it do with a little more? Or less? Perhaps it’s doesn’t matter! The procurement mindset survey hopes to find out the answer to this and other questions so we can identify the main development goals for procurement for 2020. The survey is open to procurement, suppliers and others who deal with procurement on a regular basis. Your support is much appreciated so do share - responses to date are already inspiring me.

Link to the survey: https://www.smartsurvey.co.uk/s/SXDF2/

Motivation is an inside job

Motivation is an inside job. 

I’ll say it again. Motivation is an inside job. 

Our motivation, or it’s lack, is not the fault of other people. Which means the toxic boss, negative colleagues, or relentless organisational culture are not the reason for our lack of motivation. Our decision to allow these things to impact our motivation is. 

I know that’s hard. I know it’s easier to point the finger at others. I also know that sustained contact with these potential demotivators can wear even the hardiest person down. 

The issue is that so long as we look for the cause outside ourselves we’ll not take personal responsibility for making the changes that are needed. Instead, we join others and gossip about the toxic boss rather than make the hard decision to find a new job or raise the issue with HR. Instead we continue in our lack of motivation, waiting and hoping for someone else to change their behaviour - and that may never ever happen - leopards and their spots and all that! 

If you’re lacking motivation, what action can you take today to take responsibility for the external factors you’re currently allowing to impact your joy for life?

What will you choose to do differently?

Beware when using the following words or phrases: 'everyone', 'everywhere', 'all the time'.

Sweeping generalisations such as these are often used in ways that keep us stuck, and certainly push the responsibility away from us taking alternative action.

Not every single person in every single organisation every day does it badly, wrongly, or unacceptably.

Being more specific in our language enables us to allow for there to be ‘others’, sometimes the majority, who do not walk that walk, and, instead, talk and walk from a different paradigm.

By focusing on the alternate paradigm we want in our organisations we’ll notice those who live there, and understand how we can be the change we want to see in the world. So long as we believe no one does it that way, we’re giving ourselves an excuse to hide and play small.

What will you choose to do differently?