Power Your Impact: Recent Episodes
Shami
Today we are going to talk about how to harness what makes you as an individual uniquely powerful. Find the show notes on my website at Poweryourimpact.com/18.
Talent is innate, it is natural, it is who you are. We all have strengths and we all have areas we can improve.
But too often we put more focus on the areas we need to improve instead of leaning into our strengths.
Think about the last performance review you had, or the last performance review you gave. Did the discussion focus more on the opportunities for improvement and less on celebrating excellence?
If so, how did it make you feel? What did you focus on after the review? Did you gloss over the praise received, and instead focus on the areas of improvement?
Instead, if after the review you had placed more emphasis on what you had done well, imagine how energized and engaged you would’ve felt.
Now imagine if instead of overinvesting in the development opportunities that had been laid out for you, you could have harnessed your strengths.
Leaning into your Talent DNA fosters excellence, but it requires identifying your strengths and a mindset shift.
You would need to free yourself from external expectations and allow yourself to focus on developing your personal best.
When I was developing my Leadership Coaching business, a friend of mine introduced me to the Clifton Strengths Assessment. I was familiar with Hogan and Meyers-Brings personality tool, but had not come across Clifton Strengths.
The Clifton Strengths Assessment is designed to help individuals identify their natural strengths across 34 talent themes. The 34 talent themes comprise 4 domains of leadership:
1.Executing
2.Influencing
3.Relationship Building
4.Strategic Thinking
The on-line assessment is comprised of 177 questions and typically takes under 1 hour to complete.
I had researched several tools for my Leadership Coaching Program and ultimately selected the Clifton Strengths Assessment for 2 reasons:
1.You deepen your understanding of your strengths
2.You receive concrete ideas for taking action so that you can advance your goals, address challenges, and develop your strengths
Feedback to-date from those who have invested one hour to take the Clifton Strengths Assessment has been overwhelmingly positive.
I can only imagine the value that I as a leader would have derived, both for my own personal growth and also for the members of my teams, had I discovered this tool when it first came out in 2001.
Imagine the excellence that you would achieve if you leaned in to your natural strengths.
Today we are going to talk about choosing to be your authentic self. Find the show notes on my website at Poweryourimpact.com/17.
Being your authentic self means being true to you regardless of external pressures and implications.
When you are true to you, you expend less energy pretending to be something that is not in line with who you are.
Reality is, however, the relentless pressure to conform, at times, holds us back. Conforming can open doors that may not be open if we were not to conform.
As individual’s we do have a choice, but with our choice may come trade-offs.
Choosing to be your authentic self requires self-awareness and courage.
I recently had the opportunity to engage in a webinar spotlighting Ritu Bhasin, author of Amazon best-seller “The Authentic Principle”.
She defined Authentic Principle as a commitment to being yourself, as much as possible, so that you feel more empowered, confident and joyful.
She started by outlining what she referred to as a framework of our “3 selves”:
1.Our authentic self: being who you would be if there were no consequences for your actions.
2.Our adaptive self: willingly and happily choosing to adapt yourself to meet your needs and that of others.
3.Our performing self: masking our true selves to conform to the pressures of the dominant culture.
The author then explained that we make choices every day on how we apply our 3 selves across 7 behaviors:
1.How we choose to express ourself
2.How we choose to communicate verbally
3.How we choose to communicate non-verbally
4.The tone in which we choose to speak
5.Our appearance
6.The content we share
7.Our actions
Once the ground work was laid out, Ritu emphasized a few key points:
Being your authentic self is a choice and a journey.
At times you may choose to shift your behavior between your authentic self and your adaptive self based on a situation or a circumstance.
Certain behaviors may be your anchor. These are the ones you will not change regardless of the situation or circumstance. Be unapologetic and resilient against judgement.
She concluded by highlighting 4 additional points:
Being your authentic self is the consistent practice of choosing to know who you are, embracing it, and being it.
When we choose to be our authentic self or our adaptive self we are operating in a zone of empowerment.
When we choose to be our performing self we are operating in the zone of disempowerment.
The first step is to know who you are.
Today we are going to talk about what an inclusive leader looks like. Find the show notes on my website at PowerYourImpact.com/16.
An inclusive leader sets the tone and models the behaviors that creates an environment where each person feels seen, valued, respected, and able to contribute.
Harvard Business Review published an article in March 2020 showing that what leaders say and do makes up to 70% difference as to whether an individual feels included.
When employees feel included they are more likely to share ideas and embrace collaborative decision making.
Inclusive leaders drive optimal productivity, creativity, efficiency, and engagement.
I spoke with a diverse group of executive women in Supply Management and asked each to share their perspective on the key foundational traits that enable an inclusive leader.
Five traits were identified:
1.Authenticity
Requires humility, setting aside ego, and establishing trust in the face of opposing beliefs, values or perceptions.
2.Emotional Resilience
Requires the ability to remain composed in the face of adversity or difficulty around differences.
3.Self-Assurance
Requires a stance of confidence and optimism.
4.Inquisitiveness
Requires openness to differences, curiosity, and empathy.
5.Flexibility
Requires the ability to tolerate ambiguity and to adapt to diverse needs.
So what does an inclusive leader look like in the workplace?
An inclusive leader takes on a collaborative and facilitative approach as opposed to a control and command approach.
An inclusive leader operates transparently rather than behind closed doors.
An inclusive leader is culturally agile, not tied to their own worldview.
An inclusive leader fully embraces and leverages the vast diversity of today’s workforce.
An inclusive leader creates a safe space where people feel accepted and empowered to give the best of their talents.
Inclusive leaders unlock the power of all members of their team.
Are you an inclusive leader?
Last week we discussed tips on how to give the gift of feedback so that it is heard and embraced. Today we are going to talk about the dual benefit of asking for feedback. Find the show notes on my website at PowerYourImpact.com/15.
The best leaders know that feedback is a two-way street and they recognize the importance of asking for feedback.
Asking for feedback routinely provides valuable insights into areas of improvement.
But there is also a second, and very important, benefit to asking for feedback.
**Asking for feedback routinely can be key factor in establishing your organization’s culture.
Asking for feedback encourages open communication and vulnerability**.
Receiving feedback can be hard. If not given constructively, it can sting.
It takes courage and humility to ask for feedback, but by doing so, you model the behavior you want to see by your team.
By actively demonstrating those qualities as the leader, you encourage your team to do the same.
How you begin to ask for feedback coupled with how you receive it will begin to set the tone for a shift from a “push” feedback culture to a “pull” feedback culture.
Pulling for feedback and putting it into forward action instead of waiting for feedback on a past action demonstrates an intrinsic desire to learn and grow.
Pulling for feedback and putting it into action also cultivates a culture of openness and vulnerability.
As a leader, you are responsible for asking for feedback, and doing so routinely.
Over the course of my 30 years in Corporate America I learned from various leaders some valuable tips on how to pull feedback.
Here are 7 tips that you as a leader can follow:
(1)Explain why you are seeking feedback
People need to be convinced that you want feedback for the right reason.
(2)Phrase your request in a way that encourages people to provide helpful suggestions
Ask an open-ended question such as “How can I do better at…” versus “Do you have any feedback for me?”
(3)Focus your request
People are more likely to give you helpful feedback on a specific area that you are seeking if you specify upfront.
(4)Give the person time to think about your request
Ask the individual if you can follow-up with them in a few days.
(5)Actively listen when receiving feedback
Quiet your ego and ask questions to confirm your understanding.
(6)Receive feedback with gratitude
Demonstrate your appreciation and avoid any defensiveness in your response.
(7)Reflect on the feedback and take action
Implementing change reinforces that you are listening and that the person’s feedback matters.
As a leader, giving feedback routinely, but also seeking feedback routinely is critical for the development of others and of one’s self.
As a leader, seeking feedback routinely also helps to create a culture of trust and open communication.
How often do you as a leader ask for feedback from your team?
Today we are going to talk about techniques to give the gift of feedback so that it’s constructive and empowering. Find the show notes on my website at PowerYourImpact.com/14
Do you recall a time when you knew that you should provide constructive feedback to a team member, but you postponed or avoided it?
I suspect most of us have been there at some point in our career. For me, I dreaded it because it can, at times, feel uncomfortable.
Sure, delivering positive accolades is easy, it’s the other stuff that’s not so easy.
Feedback, when shared effectively, provides an individual the information that is needed to improve and to grow. It is an opportunity to discuss solutions and make positive change.
Feedback is a gift, but how you frame and deliver it is critical.
Providing constructive, timely feedback is critical to the development of an individual. Putting it off could compound the issue and possibly lead to a bigger problem.
I recently interviewed a woman senior leader in Supply Management who shared with me her 8 tips to delivering constructive feedback in a useful and positive way:
1.Be intentional with your feedback
Make sure your feedback is coming from a place of helping someone improve their performance.
2.Be timely with your feedback
The work should be fresh in the mind so that the feedback is relevant and actionable.
3.Focus on specifics
Share meaningful facts to put the feedback into context.
4.Start with what is working first
Share the positive before “what can be done better”. Keep it balanced.
5.Discuss the behavior, the impact, and action steps that can be taken
Describe the impact of a specific behavior and possible steps to address.
6.Build a bridge
Focus on the issue with the intent to help the individual grow rather than showing them what is wrong.
7.Encourage a 2-way conversation
Encourage questions to confirm a clear understanding and collaborate to identify solutions together.
8.Follow-up on progress
Feedback should be a constant loop, not an annual discussion.
Feedback can be invaluable when offered in the right way with the right intention.
The best leaders give constructive, timely feedback, but also seek feedback from their employees.
Feedback should be a 2-way street.
As an effective leader, you need to know how to give feedback effectively and how to receive it constructively.
Stay tuned for next week’s episode where we explore the art of receiving feedback as a leader.
Today we are going to talk about the importance of listening to your gut. Find the show notes on my website at Poweryourimpact.com/13.
Good decision making is grounded in data. You apply rationale, logic and data to look for patterns. Patterns should lead you to the best option, right?
While this approach is effective in many scenarios, it does not always point to the optimal answer.
Patterns are based on past experiences. Patterns may not repeat themselves. Using what you have seen in the past may not be a good indicator of the future.
Good decision making sometimes requires listening to your “Inner Voice”.
Your inner voice is that gut feel you sometimes get. It can be an important data point.
It is a combination of wisdom, experience, and an innate intuition.
It’s your instincts.
Sometimes there isn’t enough data, and you have to follow your instincts.
Sometimes there is enough data, but your inner voice is pushing you to consider other factors before making your decision.
It takes courage to follow your gut. At times it may come with risk.
It doesn’t replace the need for logic and analysis; it compliments logic and analysis. It helps paint a whole picture.
I can clearly recall a time when I actually ignored my inner voice.
I was the hiring manager for a critical Director role on my team. The team was drowning in work and we needed to fill the position quickly.
On paper, the candidate appeared to be an ideal fit for the job. Feedback from the interview team was thoughtful and balanced.
I agreed with the feedback, but something inside was gnawing at me. I couldn’t quite put my finger on it, but the feeling was definitely there.
In the end, I hired the candidate. The candidate lasted less than 3 months.
As I reflected on the experience, I realized my gut had been warning me that this individual would not be willing to do the heavy lifting required of the role.
It became apparent early on that the candidate was more focused on getting to the next level than getting the job at hand done.
We had asked all of the right interview questions to flush this out, but the candidate’s prior experience and responses masked reality.
I had ignored my gut feeling and was now back at square 1.
There is no standard formula to making the right decision. You can’t always trust data alone. You also can’t always follow your gut either.
Effective leaders learn through experience how to strike a balance between insight and instinct.
When making an important decision, do you pay attention to your inner voice?
Today we are going to talk about steps you can take, regardless of your level, to lift and support your women colleagues. Find the show notes on my website at Poweryourimpact.com/12.
Traditionally we are taught to be competitive with one another because there are fewer opportunities as you rise in an organization. Remember movies like Mean Girls and Clueless?
Reality is, however, that women benefit from collaborating versus competing. Studies have shown that women who support other women are more successful.
Regardless of your level of experience you can help other women realize their true potential.
I recently read an article by a female CEO that really resonated with me. The overall theme was to make sure ambitious women are given as many opportunities to succeed as possible.
She shared 7 tips on how each one of us can support other women in the workplace:
1.Recruit and hire women.
Make sure your job postings sound exciting for both men and women. There are gender decoder apps available to help you identify where tweaks may be needed.
2.Welcome and mentor women.
Cheer women on while also being a safe sounding board.
3.Call out a woman’s brilliant ideas.
If you hear a brilliant idea that is being overlooked in a meeting, bring it up again and give her the credit.
4.Look for opportunities to help promote or stretch your female colleagues.
Be the “connector” for both internal and external opportunities.
5.Bring her along.
When you get an amazing opportunity for yourself, consider if it’s possible to bring a plus one with you.
6.Advocate for better company trainings and policies.
Identify who in your organization can make change happen, share your thoughts, and volunteer to help drive the change.
7.Don’t tolerate unconscious bias in the workplace.
Changing people’s habits requires awareness.
Women at all levels of the organization can help each other succeed. No one can get there on their own.
Have you made a purposeful decision to lift and support other women in your organization?
In the last episode we discussed how to take the awkwardness out of networking and shift it to something that feels more natural. If you missed the episode you can find it on my website at Poweryourimpact.com/10.
Today we are going to talk about how to build a network that is both valuable and fulfilling. Find the show notes on my website at Poweryourimpact.com/11.
Building a strong network is an important factor in advancing your career. It requires you to be strategic.
You must be intentional, selective, and consistent
Know your short and long-term goals, identify people you know and don’t know that could help you achieve your goals, and stay connected.
Effective networks consist of several dimensions, and includes both men and women:
1.Individuals internal and external to your organization
*Internal connections support your success within your organization.
External connections provide insights on market conditions, enhanced problem solving, and potential career opportunities.*
- Peers, superiors, and subordinates
*Peers and subordinates provide useful feedback for your professional development.
Superiors help to secure promotions or stretch assignments.*
3.Individuals who support your professional development and well-being
*Friends and family who offer emotional support
Mentors and coaches who you turn to for advice, feedback, and professional development
Social or professional contacts who can make referrals or introductions*
Effective networking is strategic. It is about quality not quantity.
Effective Networking requires commitment and dedication. It does not happen by chance or overnight.
Building an effective network is one of the most important things you can do to advance your career.
Do you have an effective network?
Power Your Impact Podcast
Episode 10: Women in Procurement & Supply Chain Can Take the Work Out of Networking
Today we are going to talk about how to overcome that awkward feeling of networking and shift it to feel more genuine. Find the show notes on my website at PowerYourImpact.com/10.
Perhaps you are of the mindset that if you work hard and get the job done your work will speak for itself.
While hard work and results are critical factors for professional advancement, a third important factor is leveraging strong professional relationships.
Networking is important. It helps you find role models, mentors, and a support system.
But we tend to shy away from or dread networking for several reasons:
Networking is time consuming and exhausting
Networking is perceived as self-serving
Networking is intimidating and awkward
It’s time to reframe your mindset and your approach to networking
I avoided networking, especially external networking, throughout the early years in my career. Despite being an extrovert, I found it daunting and awkward.
I knew intuitively that to emerge as a leader, who I knew was equally important to what I knew.
I was fortunate enough to have a mentor who advised me to change my mindset and my transactional approach.
Her technique for quality networking included 4 key steps:
1.Show up as you want people to know you
You don’t have to be scripted or formal
2.Start with curiosity
Know what interests you about the individual - why do you want to know them
3.Understand that networking is about giving first
Cultivate the relationship before you have an ask
4.If you have an ask, know your ask
Be concise and be clear
Effective networking is a skill that can be learned and practiced, but it requires a mindset shift and a thoughtful approach.
Networking does not have to be intimidating or awkward.
When you create connections based on shared interest and shared goals, you will find that you increase your professional impact.
In next week’s episode we will discuss how to build an effective network.
Effective networks serve several functions. Understanding the value of each layer will ensure you have created an effective web. Stay tuned!
Today we are going to talk about how to overcome the urge to self-doubt. Find the show notes on my website at PowerYourImpact.com/9.
Have you ever been in a situation where you doubted your abilities, your skills, or your accomplishments? Afraid that you are going to be found out?
Well, you are not alone. Studies show that ~ 70% of the population have experienced what is known as Imposter Syndrome at some point in their career.
Imposter Syndrome is caused by setting expectations too high, and typically occurs during a transitional experience.
Imposter Syndrome can affect anyone, regardless of one’s job or social status.
I am part of the 70% of the population that has experienced Imposter Syndrome.
I had just transferred from Accounting to Procurement at the guidance of a trusted mentor. The intent of the transition was to demonstrate my ability to “get out of my comfort zone”.
I hated the idea of leaving Accounting. I didn’t even know what Procurement was!
But I recognized that moving to Procurement for a couple years was a necessary box to check if I wanted to be promoted to an Executive.
The first 6 months in Procurement I felt like I was completely out of my depth. The learning curve was incredibly steep!
I dreaded going into the office each Monday because I had 5 full days of trying to avoid being called out as a fraud by my new boss or colleagues.
Initially I didn’t share this feeling with anyone. I just kept pushing forward in my new role hoping that I wouldn’t fall flat on my face.
But the self-doubt was growing with each passing day.
I ultimately shared my anxiety with a close friend of mine who had changed careers earlier in her journey.
I felt an immediate sense of relief when she smiled and acknowledged that she could relate to my experience.
I was not the only one who had experienced this.
She shared with me two key actions that she had implemented to combat her feelings of insecurity:
(1)She had created a list of accomplishments
This inventory of accomplishments helped her see herself as others saw her. She referred back to her list anytime the feelings of self-doubt came back.
(2)She began to build a strong network of women to lean on and learn from
Having a trusted support system and a sounding board had been invaluable throughout her career.
I was able to overcome my feelings of fear and doubt by implementing these techniques.
Twenty years later I continue to enjoy a challenging and fulfilling career in leadership roles in Procurement & Supply Chain!
Imposter Syndrome, if not addressed, can hold you back in your career.
You may be overcompensating
You may not be raising your hand for the challenging assignments
You may be purposely staying out of the spotlight
Think back to a time when you may have experienced Imposter Syndrome.
Were you going through a transitional period?
Perhaps you just had been promoted into a new job?
Shifted to a new career?
Raised your hand for a stretch assignment?
How did you overcome the feeling of self-doubt? Did you have a strong network to lean on and an inventory of accomplishments to reflect on?
It’s never too late to build a support system and an inventory of your accomplishments!
Today we are going to talk about how to transform a failed experience into a valuable growth experience. Find the show notes on my website at PowerYourImpact.com/8.
Have you ever worked really hard to achieve a certain outcome or goal, but despite your hard work you did not succeed?
Perhaps you did not achieve your desired outcome because of something in your control, like a choice you made when faced with options. Or perhaps the driving force for not achieving your goals was something outside of your control.
Regardless, failure does not feel good. You may feel demoralized, anxious, angry, and possibly even isolated. You may even begin to question your self-worth.
Reality though is failure is not a sign of weakness, but an opportunity to improve our understanding and to grow.
Failure can provide key learnings and insights that move us one step closer to our goals.
So how can you shift your mindset and transform failure into success? The key is to respond with curiosity.
It was a failed experience that led me to launch my business, Power Your Impact.
After 2 ½ years in a Corporate role, I accepted a project-based role with my company primarily because it would lead to the CPO role in a 12-18 month period. Six months in I had received accolades for the work the team was delivering.
And then everything changed……the Company hired a new senior leader from the outside to spear-head the Field Service organization and Supply Chain.
As is quite common, the new leader wanted to bring in his own CPO, someone he had worked with in the past. I didn’t like it, but I couldn’t really blame him.
I left the company feeling like a failure, despite it being outside of my control. I was angry and disheartened.
I was getting ready to put my resume out to my network when my daughter asked me a key question that caused me to pause and reflect.
She asked me if what I was passionate about my work in Procurement & Supply Chain.
I had never really thought about my passion. After all, I was from the generation that focused on financial security.
I spent some time thinking about this and realized two things:
- I loved being in Procurement & Supply Chain because of the impact one could have on the bottom line.
- I never felt like I had enough time to dedicate to helping other professionals in the function navigate their careers.
And so I embarked on a mission to launch a business to help high performing women in Procurement & Supply Chain elevate their leadership impact.
My daughter’s question had prompted me to do some soul searching that I would likely not have done on my own. I had failed by not getting the CPO position and was soley focused on securing my next role.
It’s how you choose to react to failure, not the failure itself, that will determine how your journey develops.
If you shift your mindset and respond to failure with a sense of curiosity instead of avoidance, you have the power to transform failure into success.
This episode is the sixth and final in the Series on Navigating the Male Dominated Fields of Procurement & Supply Chain. If you missed any of the prior episodes you can access them on my website at PowerYourImpact.com.
Today we are going to talk about the labels that are placed on women and how you can mitigate this type of bias in the workplace. Find the show notes on my website at Poweryourimpact.com/7.
Female leaders are often caught in a double-bind. There is a mismatch between what is expected of a leader, and what is expected of a woman.
Social expectations call for women to be caring, warm, emotional and sensitive beings.
While men are expected to be assertive, rational, competent, and objective.
However, being assertive, competitive, and decisive are essential to being successful in the workplace.
Women who choose to deviate from the social script on how a woman “should” behave often find themselves the subject of gender labels.
A woman who displays assertiveness or ambition may be perceived as aggressive or bitchy, whereas a man may be perceived as a leader.
And when someone does not conform to these prescribed roles and behaviors they can be penalized.
Reality is that women are judged differently than men. This makes assertive communication a bit tricky for women.
So how can you effectively demonstrate that you have the leadership qualities that management is looking for?
You need to demonstrate your competence and your confidence without intimidation or forcefulness. You need to state your opinion clearly and passionately without losing the impact.
Your body language, your attitude, and your behavior can all play a role in whether you come across as aggressive or assertive.
It takes conscious effort to be seen as assertive, but if you understand how you come across to your audience, you have the power to make your presence known in an effective way.
Here are 5 techniques that I have seen high-performing women use effectively:
1.Use impactful words when communicating your viewpoint.
Replace “I believe or I feel” with “I am confident or I am convinced”
2.Understand the difference between emotional communication and passionate communication.
Passion is purposeful and intentional, whereas emotion is a reaction to a stimulus.
3.Be aware of your gaze.
Make direct eye contact without staring someone down or looking away.
4.Get to the point.
Clearly state your objective and conclusion. Avoid sharing too many details about the effort to achieve the results.
5.Communicate your achievements.
Advocate for yourself and your team, but fall short of bragging.
You have the power to change the label and be viewed as a leader. You are just as capable of driving results as your male peers.
This episode is the fifth in the Series on Navigating the Male Dominated Fields of Procurement & Supply Chain.
In the prior episodes we talked about:
1.the different ways unconscious biases can show up in the workplace
2.the “double-whammy” that women in the functions encounter
3.how you can be your authentic self and still get the job done
4.why women fear failure more than men
If you missed any of the prior episodes you can access them on my website at PowerYourImpact.com.
Today we are going to talk about why women don’t share their unconscious bias experiences with their women peers. Find the show notes on my website at PowerYourImpact.com/6.
In Episode 1, I shared the research work that I conducted in order to understand the common goals and challenges that women in the Function face. Once I had identified the common themes I rounded back with each of the interviewees and shared the results.
There was a sense of relief from many of the women when they learned that 100% of the interviewees identified unconscious bias as a challenge.
Many of the women were relieved to learn that they were not the only ones who had these experiences.
It was clear to me that these women had not shared their experiences with other peer women before.
And then it dawned on me, even I had never shared my experiences with my women peers.
But why? Why don’t women share their unconscious bias encounters with other women in the Function?
When I asked this question I learned that these women didn’t want to be perceived as complainers. They described their experience as “minor” incidents.
What defines a major versus a minor experience?
If the experience made you uncomfortable shouldn’t that be the trigger that deems it unacceptable?
I recall a personal experience where a male manager notified me that I was not going to be assigned a project that I had requested because a male peer had more technical experience.
I couldn’t disagree with this as it was a fact. Before I could respond however, the manager the said that I should deal with any emotions I have about this news before we discuss it further.
I couldn’t believe what I had just heard and promptly left his office.
I played that statement over in my mind for days. Would he have said that to a male?
I never shared this experience with anyone. Instead I replayed it for days.
I invite you to reflect on your own experiences with unconscious bias and ask yourself what feelings the encounter conjured up in you.
Might you have benefited from sharing your experiences with your women peers?
It’s time to reverse the stereotype that women don’t support other women.
Traditionally we have been taught to be competitive with one another because there are so few jobs at the top.
The truth is that by engaging with your women peers, by channeling the power of collaboration, you can change the equation.
If you begin to build connections with other women and share experiences imagine the impact you can have collectively.
There is power in relationships.
This episode is the fourth in the Series on Navigating the Male Dominated Fields of Procurement & Supply Chain.
In the prior episodes we talked about:
1.the different ways unconscious biases can show up in the workplace
2.the “double-whammy” that women in the functions encounter
3.how you can remain true to themselves and still get the job done.
Today we are going to talk about why women fear failure more than men. Find the show notes on my website at PowerYourImpact.com/5.
In Episode 1, I shared the results of my interview with Executive women from Procurement & Supply Chain. One comment that I heard repeatedly was
“women don’t raise their hand for the challenging assignments”
To clarify, you probably do raise your hand to volunteer, and you likely accept an assignment when asked by your manager. But, are these opportunities promotable?
As a woman, you want to be helpful and nurturing, but if your assignments are disproportionately balanced with non-promotable ones it could be slowing your advancement.
There is a difference between opportunities that benefit the organization versus those that have high visibility and high impact.
I learned early on in my career that raising your hand for the challenging assignment, even if you didn’t check all the boxes, was key.
The company was experiencing repeated quality issues with a critical ingredient and it was starting to have a costly impact to the bottom line.
I had no experience in the specific Industry and had heard stories about how the supplier base was not “partnership” like. I would be completely out of my comfort zone, but the assignment would be highly visible and impactful.
That’s when I remembered some advice I once received: “The day you start to feel comfortable is the day you need to try something new”.
I raised my hand to lead the task force to identify and address the root cause of the quality issues.
It was a rocky start. I recall going home many evenings wondering if I had made a mistake in taking this on.
I was not going to let the imposter syndrome shake my confidence.
I had resources available to me to help me get up the learning curve and navigate the process. I was not expected to have all of the answers myself.
Ultimately, we identified the root cause of the issue and implemented the necessary changes. The task force was successful. Six months later I was promoted!
You don’t need to check all the boxes before raising your hand. Trust that you have the skills and the know how to get the job done.
I invite you to review your portfolio of tasks and see if it includes promotable assignments.
This episode is the third in the Series on Navigating the Male Dominated Fields of Procurement & Supply Chain.
In the prior episodes we talked about the different ways unconscious biases can show up in the workplace, and the “double-whammy” that women in the functions encounter.
Today we are going to talk about how you can be an effective negotiator while still being your true self.
There are countless studies that have shown that workplace gender stereotypes do exist:
Women are perceived as weak, emotional, and accommodating
Men are perceived as strong, rational, and assertive
Gender stereotypes can impact the approach and outcome of a negotiation when a woman is negotiating across the table from a man.
As a woman you may have been told that you are not viewed as a tough negotiator, particularly if your style is more soft or low key.
This may have caused you to question if you should alter your style. You want to be taken seriously. You don’t want to be considered as someone who is too easy on her suppliers.
You start to ask yourself:
Do they think I am less competent?
Do they question if I am less knowledgeable?
Am I supposed to be someone I’m not?
I recently interviewed an Executive woman from a Fortune 100 company who shared her struggles with this challenge. Her true style was to be more soft-spoken, gentler.
She shared that over the years she had been told that she needed to project a more “hard-core” image if she wanted to be taken seriously.
She tried for a period of time to change her style, to be more aggressive.
It just didn’t feel right. She realized she was not being her authentic self, and that was important to her.
She realized that there is more than one way to be successful at making deals. She quickly reverted back to being her true self.
She had the confidence to recognize that being her authentic self was in fact an effective strategy for her.
She opted instead to play to her strengths:
• She knew how to develop a strategy
• She had developed solid relationships over the years
• She was a good listener
• She was confident in her delivery
She was able to get the job done in a manner that felt right to her.
The key is to remember that there is more than one way to be successful at making deals.
Perhaps your strategy is to listen more so as to understand your audience. Afterall, listening can create a position of strength.
Perhaps the way you show your confidence is different from that of a male peer.
Perhaps your strategy is to build a long-term relationship.
I invite you to check-in with yourself and confirm: “Are you being your authentic self in the workplace”?
This episode is the second in the Series on Navigating the Male Dominated Fields of Procurement & Supply Chain.
In episode 1 of this series we talked about the different ways unconscious biases can show up in the workplace.
Today we are going to talk about how you can overcome unconscious bias actions and not let it shake your confidence.
As women, we encounter unconscious bias both inside and outside the workplace.
Such actions may stir up many different emotions in you, such as:
•Frustration
•Anger
•Insecurity
How you handle unconscious bias acts in the moment is critical to the perception you leave with others.
I recall having been promoted to my first executive role in Global Procurement at PepsiCo. I was the first woman to join the leadership team on the Direct Materials side.
My role as Global Director meant that I was now the decision maker for the Category. The Category was not one that I had experience in. I was the new comer.
I was thrilled to have “broken the glass ceiling” and was looking forward to attending my first Industry event: a conference comprised of both suppliers and customers.
I will always remember walking into the large ballroom for the kick-off dinner with my name badge prominently displayed, a bit nervous as I didn’t know anyone.
As anticipated, I was one of only a handful of women in the room.
I entered and immediately joined a group and introduced myself to the gentleman on my right.
He looked a bit surprised and commented that he had assumed Shami was a male.” I simply smiled as I had encountered that assumption often over the years.
His next comment however stunned me: “we won’t know how to handle a female!”
I could’ve been rattled; I could’ve reacted sharply, but instead I counted to three, smiled and respectfully responded “I hope you are able to figure it out soon”.
I then turned my attention to others standing in the group.
Taking a 3-second pause helped me to formulate a response that projected confidence
•I didn’t ignore the statement
•I didn’t show my discomfort
•I didn’t go to battle
I did, however, send a clear message in a respectful manner.
It was in that moment that I knew I was on my way to establishing my presence in this male dominated Industry.
It is a natural reaction to let an unconscious bias act impact your confidence. After all, you are human. No one likes to be under-valued.
How you handle it will set you apart
Do you have a tool that can remind you to “pause” before reacting to an unconscious bias encounter?
This episode is the first in the Series on Navigating the Male Dominated Fields of Procurement & Supply Chain.
Today we are going to talk about unconscious biases and how it affects women like you.
Unconscious bias, in the simplest terms, is the hidden beliefs that impact your perception of others.
Unconscious biases:
• can be subtle or obvious
• happens outside of your control
• is automatic and is triggered by your brain making a quick judgement or opinion
• are shaped by your background and your life experiences
Two key takeaways:
1. Your story creates your biases, and
2. Everyone brings their unconscious biases to the workplace
Your biases influence your behaviors and decision-making in the workplace. When I first read this, my first impulse was to challenge it. I did not have any biases!
Then I found a simple, but insightful exercise that demonstrated how everyone carries their own biases.
The exercise was to identify 4-5 non-family member confidantes in my life. What it quickly revealed to me was that my go-to network was basically a replica of me:
• Professional woman in her 50’s
• Trying to juggle work and family
My unconscious instinct was to identify with women like me! I had to ask myself: how might this show-up in the workplace?
Women in Procurement & Supply Chain face unconscious biases both inside the organization and outside in their supplier community.
Think about the amount of time and energy women in Procurement spend to overcome the Double-Whammy!
While there are many stories I can share from my own experience in the Function, the one that stands out relates to a challenging negotiation back in 2009-2010.
• We had been working on a long-term agreement with a strategic supplier in the Ingredients Industry
• The team had taken the negotiations as far as they could and as a next step, had engaged me as the head of the Category and the President from the supplier
• Although I had been in and out of the Ingredients Industry for over 10 years, I was new to the role of Vice-President of the Category: The first female leader representing a customer for the male dominated Category!
• The President of the supplier was fairly new to the Industry and he and I had not had a chance to form any sort of foundational relationship. Basically, our introduction was the negotiation.
We started off the phone conversation with the traditional niceties and segued into our understanding of where the negotiations stood. After 15-20 minutes of dialogue, we were able to make some progress, but a gap clearly existed.
While I had hoped that we would work towards finding a compromise, the conversation came to a screeching halt when the supplier declared
“I feel like I am negotiating with my wife”!
You can only imagine what was going through my mind when I heard that! I could’ve reacted; I could’ve shown my frustration. And although it took everything in me not to engage, I calmly stated that the conversation was over and that if he wished to resume talks someone else should reach out to me.
Needless to say, I never heard from the President directly again, BUT we did conclude the negotiations in PepsiCo’s favor a couple weeks later with the President’s right -hand guy!
Unconscious biases:
• are underlying attitudes and stereotypes that people unconsciously attribute to another person or group of people
• affect how they engage with a person or group
• can be subtle or it can be obvious
• adds up and can have a big impact
I invite you to give some thought to:
• how your own unconscious biases show up in the workplace
• how much of your time and energy is spent navigating of the Double-Whammy
What would you do with the extra-time if you didn’t have to naviga
A career in Procurement & Supply Chain is exciting and challenging! Having a measurable impact on the bottom line keeps you going day in and day out.
But as a woman in the function, you’ve had to work harder to earn the credibility and get a seat at the table.
This podcast will have a lot of straight talk, practical guidance, and inspiration to help you navigate the undervalued, male dominated fields with confidence and impact.
Episodes will cover topics such as how to:
•Navigate the male dominated field
•Change the perception of the Function
•Build a strong talent pipeline
•Reclaim time for self
We will also explore what may be holding you back and how to breakthrough.
In some episodes we will hear real life experiences from other women just like you.
You may just find that you are not alone in the challenges
you are experiencing.
When women support each other incredible things happen!
In the meantime, start listening to episodes. Go to poweryourimpact.com/1.
Don’t forget to subscribe on your favorite podcast app so you don’t miss anything!
Power Your Impact podcast is hosted by Shami Anand, Leadership Coach & Strategist for Women in Procurement & Supply Chain
In today’s episode we are going to talk about the common goals and challenges that women in the Function face. Find the show notes on my website at PowerYourImpact.com/1.
After 20 years in Procurement & Supply Chain I made the decision to launch Power Your Impact, a Leadership Coaching & Strategy Business designed to help women in Supply Management elevate their leadership impact.
I give credit to my 25-year old daughter who one day said to me “I know you love what you do, but are you following your passion”? Following my passion?
I had never thought about my passion!
It was with this prompting that caused me to take a pause and reflect. After much soul-searching, I realized I wanted to dedicate more time to helping other women in the Function.
In order to best understand the common goals and challenges that women in Procurement & Supply Chain face I interviewed a diverse group of Executive women from the Function:
•All levels of Executives
•All major Industries
•5-20+ years in the Function
•20% Women of Color (Black, Asian, Hispanic)
95% of the interviewees were women I did not know as I wanted to get the straight talk.
The results showed 4 common themes:
Challenge #1: Navigating a Male Dominated Field
Challenge #2: Changing the Perception of the Function
Goal #1: Building a Strong Talent Pipeline
Challenge #3: Reclaiming Time for Self
The results may not surprise you, but what may surprise you is the degree of commonality:
100% of the women identified the first 2 themes
Over 75% identified the 3rd theme
Over 50% identified the 4th theme
Here are 6 specific comments that these women shared:
- “There are no tools to navigate unconscious bias, particularly from the supplier base”.
In many companies there is training and procedures to address internal harassment; should there be similar tools and processes for external harassment?
- “Women don’t raise their hand for the challenging assignments unless they check all the boxes”.
Do women fear failure more than men?
- “I didn’t elevate my concerns when facing unconscious bias because I didn’t want to be perceived as a complainer.”
Should any level of unconscious bias be acceptable if it makes you feel uncomfortable?
- “The Function has a stigma of being a support function and not a strategic enabler”
How can leaders more effectively package the total value proposition that the function contributes?
- “Supply Management is not a destination Function”
How can leaders build awareness about the impact the Function drives to the bottom line?
- “Women carry a larger load both at home and in the office”
How can women lighten the mental load and free-up time for self?
If any of these comments resonated for you, know that you are not alone.