WPC: Be relentless in the desire to have an influence

Prior to covering this breakout session at the 2014 World Procurement Congress I decided to skim the national press for the latest high-profile contributions to the ‘women at work’ debate.

It turns out, that on Monday, Florence Montreynaud, a leading France-based, feminist activist and writer, opined to The Independent, that in France “if a man has a strong personality, people say: ‘Isn’t he a powerful character?’ If a woman has a strong personality, they say: ‘Isn’t she a difficult person? Isn’t she impossible to work with?’ ”

I wonder whether procurement will be similarly charged, but, as a wise (he is expecting to hear something which takes its cue from Cheryl Sandberg’s Lean In – the influence of which I’ve previously referenced in a PL blog), colleague cautions me that surely attitudes towards women in procurement will vary on a country-by-country basis...

From the outset, it appears that my wise colleague is correct. The first speaker’s observations highlight two types of ‘leaning in’: the one required ensure they take jobs outside of their comfort zone and the need to lean in to their networks.

Subsequent comments from the panellists include acknowledgement of the importance of getting a mentor and need for awareness that sponsorship is important. Leaving perfectionism at the front door is also a must – women should opt for excellence while not forgetting to find someone who will offer harsh feedback.

Being valued is, unsurprisingly, essential and to do that the panellists agree. Therefore not taking the risk to become a player by putting forward relevant ideas is not an option. The, reasonably widespread female failure to want to be liked needs to give way to a desire to be respected. Key to the thorny subject of value is an appreciation of self-worth. It’s not possible to expect from other people a level of respect that exceeds self-respect.

The first question from the floor was mildly provocative with respect to the negative impact of HR which was alleged to drive a culture which blocks flexitime for both genders – men have families too, cautioned the interlocutor. The panellists agree, about men belonging to families. They don’t seem to think that HR is an inhibitor. Rather they emphasise the importance of those in leadership roles (regardless of gender) putting into practice their companies’ flexible working policies. It is important to ensure that the benefits of a flexible working policy are actually exercised and are not just theoretical possibilities. The final riposte on this point is the observation that regardless of policy: “Women ask their bosses if they can go to a soccer game, men go to the soccer game.”

The concern, is raised, that by choosing to speak out, as a woman, carries with it the risk of acquiring the ‘aggressive’ tag, whereas a man would end up with a much less pejorative label – such as assertive. In some environments for a woman to be assertive, is inescapably a criticism. Fortunately the panel noted that attitudes change. Everyone has a personal style – it is something that takes practice to hone and be completely comfortable with, irrespective of gender.

However, my favourite excerpt from the wealth of advice offered is “be relentless”. Be relentless in taking advice and coaching (including the culturally nuanced variety) about effective expression and presentation skills. Be relentless in the desire to have an influence and be relevant.

from Procurement Leaders Blog http://ift.tt/SeUZ7c

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