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Welcome to the Supply Chain Dialogues season two, episode four. I'm Daniel Helmig. I was discussing recently with my son Noah about the prospect of entering into the workforce. He's in his mid twenties and I got reminded how little most of us knew about how to excel in the first and often as well the next jobs.

How to behave, what to do first, second, third, you get the idea. Do you remember what it was like when you started a new job? The mix of anticipation and anxiety, navigating unfamiliar territory and wishing you had a guidebook to help you through those early days? I certainly do.

Especially when I began my career in operations. and processed in higher positions within the corporate ladder. Someone who could provide a blueprint for success would have been so precious and could have prevented me hitting quite a number of walls and getting a few bloody noses.

In this episode, we're going to address this not so unique [00:01:00] situation. While we discuss it from a supply chain job perspective, the lessons we share can be applied to anyone starting a new job in nearly any field. So, grab your favorite drink, settle into your comfy chair, or even better, put on your headphones and do your 30 minute exercise, and listen to a how to navigate the trials and tribulations.

of the first 90 days. So we expand on the chat that Noah and I had at the dinner table and via the dialogue form explore how to survive successfully the first 90 days. Noah, Who is doing his major in computer science here in St.

Gallen in Switzerland humors me today in pretending to take a buyer job. Thank you for moving a bit out of your comfort zone.

I've been hearing you talk about supply chain and procurement my entire life at dinner tables, so it's definitely not that foreign to me. To start, if I chose a procurement job, many of my friends would probably wonder why I applied for a buyer position in the first place. What would you typically say when people ask you why you chose procurement and supply chain?[00:02:00]

Excellent question. You're in good company with regard to your friend's reaction. People often wonder why we choose procurement, a field that is rarely seen as a real profession. Much different than sales, engineering, finance, or manufacturing.

Even tax and legal roles have clear explanations. Procurement is one of those most underestimated areas of commercial activities, while very few do at home sales, finance. Except taxes, that most people actually hate. Engineering and manufacturing, besides some DIY projects, everybody buys. So what can be so difficult about that?

Let's peel the onion a bit on this one. I jokingly told my sales colleagues that I pity them for dealing with just one market, while as a procurement head, my team and I navigate through 500 different ones. In procurement, even as a buyer at the beginning of your career, You can externally engage with CFOs, CEOs, top sales [00:03:00] executives, and other mostly intelligent beings.

Internally, you work closely with people several steps about your own pay grade. The environment offers tremendous learning opportunities, and you'll receive plenty of appreciation if you excel. Over the years, procurement has spearheaded ground breaking changes in quality, speed like lean and social standards. Now procurement can be in the lead to manage the greenhouse gas emission dilemma.

60 to 80 percent of a company's emissions are happening in their supply chain. And since as corporate and public sector buyers, we influence nearly all physical and service markets, and we can determine who wins contracts and who loses. So if we can even insist on carbon neutrality as an order qualifier, like ISO 9000 and other standards we have rolled out in the marketplace over the last decades, we can shape actually the future.

So procurement is not just one of the coolest professions for people with a business background, it [00:04:00] also offers opportunity for those with technical inclinations. But, a little pinch of salt. If you like to be liked outside of finance and company boards, probably there are more prestigious professions to take.

In procurement, you're a change agent who constantly drives for competitive pressure, which means breaking up the current, often cozy, supplier relationships. That leaves a mark in the relationships with your internal customers and your external partners. Believe me,

Interesting. I'd only considered some of those aspects before. Alright, let's fast forward. It's my first day on the job. What would be a good way to start in the office?

as a buyer, but as well in most other jobs in any company, your role involves connecting people. In our case, the internal customers with supply markets and suppliers. So taking a comprehensive view of your surrounding is essential, kind of a 360 degree style approach. Begin by offering a friendly greeting and a brief introduction to all [00:05:00] stakeholders, telling them who you are, but concisely.

Think of it as giving cliff notes, keeping it under two minutes. Then listen attentively and ask questions like, how you can assist them best and what you can do even better than your predecessor.

Learning about their roles is also beneficial to better understand how the people work and how to deal with them, but as well because nearly everyone enjoys talking about their work. Over time, building a personal connection by discovering common grounds such as shared interests or hobbies can help strengthen rapport further.

But just don't jump into that by directly talking about your favorite football team or goldfish. Extend this approach beyond your internal customers and include your peers in the department and the individuals you support through work, such as IT, legal, contract, ESG, and financial teams.

Your new colleagues can guide you in identifying the [00:06:00] key people you should know. Now, about 50 percent of us are introverts. And even I call myself a functioning introvert, as you know. This is the time to keep your anxiety of meeting people at bay. Understand that this is part of the game, and you cannot play without knowing the players on the board.

Then, next, taking the time to understand any urgent or critical issue that need immediate attention is also essential. Discuss these matters with your prior job holder, your colleagues, or your supervisor to handle them effectively. Starting on the right foot will help you to avoid potential conflicts with your new customers or supervisors and set a positive tone for your tenure.

One additional thing, remember to introduce yourself to the assistants of your department bosses and your internal customers. These people wield significant power and their opinion carry weight. They can either make your work life easier [00:07:00] or more challenging.

As they are usually highly efficient and experienced, keeping your introduction brief is wise, as they are often quite busy.

Talking about being short and sweet. When scheduling introductory meetings or interactions, keep them around 15 to 30 minutes, depending on the norms of the country you work in and the firm.

Additionally, be mindful of cultural nuances. For example, excessive smiling. which is a normal way to easily get to know a situation in most Western countries, may be interpreted negatively in countries like Finland, the Baltic States, or Slavic countries. Lastly, remember the unsung heroes who make our work lives possible. The mailroom staff, cleaning personnel, building superintendents, and receptionists. These colleagues play vital roles and deserve our respect and acknowledgement. Just as your grandfather, who worked as a security guard, observed, it's important to differentiate yourself by showing gratitude and acknowledge their [00:08:00] presence. It makes them valued, and if you need their help, they will come through for you. So treat them as your peers, because in more ways than you are aware, they are.

Okay, that's an interesting perspective. Never really thought about it like that. That's quite a lot of people I need to talk and get introduced to. How should I structure my following weeks in my new job?

You're right. At the beginning, the connection building is a lot of work. Fun, but clear work. I used to do 100 day plans in Excel, where I laid out whom to meet, and as well all the other topics we have not yet talked about, and then schedule them in the calendar and just get it over with.

Depending on which role you have, it takes about, really, 30 to 40 days to just be done with the introductions. In the following weeks, you can take several key steps to establish yourself and excel in your new role first. Make it a priority to thoroughly familiarize yourself with all the procedures relevant to your job [00:09:00] and internalize them. While they may seem dry, These procedures serve as a rule of law within your organization.

Staying within their boundaries will help you navigate your responsibilities successfully. Additionally, take advantage of any training opportunities available to you. This includes IT, legal, ESG, and any other relevant areas. Becoming an expert in the systems you use and being diligent about filling out all the fields rather than simply skimming through them will ensure you have a wealth of information.

and accurate data later when you analyze them. If you need to become a professional supply chain or procurement expert, dedicate time to learning as much as possible. Much information is available in books, podcasts, lectures, and YouTube videos. However, be selective in your sources. There is a lot of irrelevant and incorrect information out there. Seek recommendations from your peers and management on trusted resources that can help you enhance your knowledge and [00:10:00] positively impact your professional life.

Use your lunch breaks to meet people and make connections. Even if you consider yourself, for example, an introvert like me. Everyone has to eat, so why not do it together? Building relationships with your colleagues will make your work environment more enjoyable and foster collaboration and support. During this initial period, work diligently and put in the extra efforts to demonstrate your commitment. Treat your job as if your life depended on it. Going above and beyond the standard eight hours.

Focus on being productive and valuable for your firm. Remember, it's okay to relax and find a balance after a few months, but in the beginning, make a concerted effort to establish yourself as a dedicated and hard working team member.

Okay, I get the idea now. So once I've settled into my job, how can I impact the supply market I'm responsible for? How should I approach our suppliers?

Treating your suppliers with respect is an excellent place to [00:11:00] start. Recognize that they possess products or services that your company sees value in. Appreciate that their salespeople take pride in their company, just as you do in yours. View them as an extension of your enterprise, not as mere workbenches or second class professionals.

Before engaging with suppliers, it's crucial to understand your specific supplier market. Familiarize yourself with the market, its key players, their backgrounds, and the history of the companies you will be working with, if available, take the time to explore their social media profiles such as LinkedIn to gain a better understanding of the personas you work with, as Sun Tzu expressed in his ancient treatise, The Art of War, 2, 500 years ago, knowing your opposite and the environment in which you both operate is essential. While meeting suppliers is not a battle scenario, there are parallels. Both parties want something from each other, and the better prepared one has the upper hand.

So try to be better [00:12:00] prepared by gathering more information. Maintain a detailed and organized contact database, including information about the companies and individuals you engage with. Information is power, and having access to comprehensive details will serve you well.

At the same time, be mindful of not revealing all your cards too early or at all. Employ the tactics. Described by, again, Sun Tzu and many after him. If you're near, appear far. If you're strong, appear weak. If you're smart, appear dumb. You can navigate negotiations from a position of strength by keeping your full capabilities and plans private.

The best negotiations I had when the other side was so full of themselves that they could not wait to boast about it. The rest was like taking candy from a baby. Don't get me wrong, suppliers need to talk about their products and services, so no issues about it. But they love it as well if the other side cannot shut up talking about the company, their budget, [00:13:00] and why something is not working internally, blah, blah, blah.

All of this is pure gold in the negotiation stage. So let them talk. and practice active listening. To truly understand your suppliers, consider learning about the production or service processes. You can gain insights from both businesses and academic articles, giving you a deeper understanding of what they offer.

Visit their facilities to witness first and how they operate. And visiting factories does not mean conference rooms. It means going onto the shop floor and meet the people and see the value of production firsthand.

And if you can, from time to time, thank a few people on the production floor in the name of your company for being a good supplier, they will love it and will do an even better job when your company's products is in their hands. Respectful engagement and a thorough understanding of the supplier market will enable you to build successful relationships with your suppliers.

In upcoming episodes, we'll explore additional [00:14:00] strategies for managing supplier relationships. I have a unique set of counterintuitive points I call 10 things your mother never told you that may interest you.

I would be surprised. Mom was pretty good at telling me things while I was growing up, but sure, that could be interesting. Switching gears a bit, I was told that I should have many different jobs at the beginning of my career to have a good overview. What's your opinion on this?

This is a question about career design, right?

Yeah, is there a minimum amount of time I should stay in a job?

Well, while the nature of careers has evolved, the principles behind building a successful career remains consistent. In my view, yes. Today's corporate landscape is often characterized by rapid changes, demanding adaptability, and flexibility versus my earlier years is like comparing steamships to whitewater.

Still, the fundamental building blocks of career growth are still rooted in creating real value, continuous learning, [00:15:00] and making thoughtful decisions. Being good at what you do in your current role and delivering tangible results is essential. It's not just about having great ideas, but also seeing them through and creating measurable impact.

And that takes time. Once you have established yourself as a valuable contributor, assessing where you want to go in your career is then okay. This could involve taking one more prominent role with increased responsibilities to continue creating value and achieving personal growth, but realize the difference in viewpoints between you and your supervisors.

You see your job, especially at the beginning, as a great way to learn. They would agree with you, but as well, want you to get stuff done. Otherwise, they need more people to get the overall performance, and no manager I know has budget on tap. Throughout my career, I've been fortunate to have managers who recognized my value and entrusted me with more and more and better opportunities.

However, I [00:16:00] also had to take the initiative and openly discuss my aspirations and concerns with them. Understanding your current roles expectation and discussing your career progression openly is crucial. This way you can align your goals and expectation with those of your organization.

Nothing worse if you're mulling around, disgruntled about the dissonance between your ambition and your progression. It just keeps ringing between your ears if you do not share it with the world. While holding your management accountable for their promises is important, it's equally important to consider their perspective and potential plans for your growth.

You may feel impatient or disconnected, but having open conversations and clarifying expectations can help determine the best way forward. Not all managers are capable or willing to support your growth. Exploring other opportunities might be necessary when you consistently encounter limitations or do not get the support you expect.

There is another [00:17:00] side of the coin. I've worked with peers who deliberately choose to stay in their position for many years, not because they lack potential for more, but because they've found it fulfilling and purposeful in their current roles. They often became pillars of the organization and contributed in their unique way.

However, it is important to not let fear hold you back from reaching your full potential. If you seeking growth opportunities, you can climb higher and make a significant impact. It is fun. In my case, I often realized after a while that what my bosses did, I believed I could do better or at least learn so much from them that they enabled me to seek a higher position. It's worth mentioning here as well the Peter Principle in this context.

It states that individuals are being promoted until they reach the level of incompetence. It's a reminder to reflect on your capabilities and recognize when you may have reached your limit in a particular role. In such [00:18:00] cases, it's not a big deal. Just consider lateral moves or explore new opportunities.

All right. That makes sense. One issue that I've had was that in some former jobs to make extra cash for uni, my manager was involved in everything I did. It was pretty frustrating, as I wanted a little bit more agency over what I was doing.

Yes, it can be quite frustrating when a manager is overly involved in every aspect of your work. While some level of guidance and support is necessary, excessive micromanaging can hinder your ability to work independently and make decisions. However, it's important to recognize that most company jobs are interdependent.

Collaboration and teamwork are crucial for success in the corporate setting. That being said, if you prefer working autonomously, there are specific roles or industries such as trades where you may find opportunities to work more independently as an expert. When starting a new job, having a manager who is invested in getting you up to speed and [00:19:00] ensuring your success is actually beneficial.

In my experience as a leader, I've often taken a more hands on approach with new team members, providing guidance and support until they became familiar with their responsibilities and the team's overall direction.

However, some micromanagers struggle to trust others and are fearful of allowing their team members to reach their full potential.

If you find yourself with a micromanager, It may be challenging to change their behavior. Consider exploring then other opportunities or environments where you can thrive and work more interdependently. In other words, vote with your feet and leave the department. Still, before making any hasty decisions, given the situation, some time and consideration is essential. Moving on quickly can result in an incohesive CV, which may raise concerns among potential employers. Managers and HR professionals can often detect CV patterns, so it's important to approach job changes. [00:20:00] Thoughtfully and strategically, the power of collaboration and building alliances is crucial in a corporate setting. It's not just about individual accomplishments, but also about leveraging the collective abilities of a team by fostering relationships, helping others solve problems and contributing to the organization's overall success.

You will find. that others will be more inclined to support you and help you in return. Remember, it's about finding the right balance between independence and collaboration. Embrace the opportunities to learn from others. Contribute to team goals and leverage alliances to propel your career forward.

that makes sense. Now, I have a question that may be a bit sensitive. Let's suppose some of my coworkers make inappropriate comments about me or other colleagues. How should I handle that situation?

Well, when faced with sexual, racial or offensive remarks that belittle you or your colleagues, it's essential to bring these issues to the attention of your management or HR department. [00:21:00] You can sometimes as well utilize an anonymous helpline if you have concerns about potential repercussions. Zero tolerance.

It's crucial to adhere to the established practices within your company. The management and HR should thoroughly evaluate the situation and take appropriate decisive actions. Some of which may remain confidential. So not hearing about anything does not mean nothing is done.

It's worth noting that sometimes people may make insensitive remarks based on their cultural background and the social norms they grew up with. While I do not support offensive language in any way, sometimes it is necessary to take just a firm stance either in a meeting or through private communication to clarify that the colleague has crossed the line of what is acceptable within the company.

This is about reinforcing the social norms of the workplace. It does not always take HR or a management to show boundaries.

It's important to evaluate whether the person's comments violate [00:22:00] corporate or societal norms. or just your own. Allow yourself to consider and tolerate different viewpoints within a professional environment, while maintaining your convictions and beliefs outside of work, as long as they fall within societal norms.

Outside of work, you have the freedom to practice whatever special convictions you have. Inside, your convictions have to align with the norms of the company, which may be higher. Or lower than what you personally think. This is called living in a societal environment.

Everything else would be an anarchy. An interesting concept, but so far I've not seen it working anyway. Since we're on the topic of co workers, one additional comment. Your grand grandmother told me early on that there are three types of people. Men, women, and idiots. You will encounter strange, dishonest, selfish, rude people in your life as well as in your job.

Over time, social Darwinism normally [00:23:00] roots them out, and they leave for a new company. A benefit of getting higher up in the hierarchy is, for example, that less of these people make it up the ladder.

Still, you will meet and have to deal with people you would normally not give the time of day in everyday life if you would not have to. Let's face it. This is part of the joyride we call life. And we can take two stances towards it. Get frustrated and angry, or as the Beatles sing, let it be.

The second approach is, in my view, the healthier and more relaxed one. It takes some practice, but everyone can learn to appreciate the men and women around you and tolerate or ignore the idiots.

Do you have any final advice for someone like me who wants to have a successful career and good life?

There are various ways to approach this question and I can only provide insights based on my own experience and learnings.

Firstly, remember it's all a game. Relax and take the time to understand rules, then find your way [00:24:00] to thrive within them.

Secondly, strive to do more within your job. Consider embracing the concept of the triple bottom line, people, profit, and planet. This involves going beyond the narrow focus on corporate profits and finding ways to make a positive impact. You can engage within the company or through collaborations with external organizations to support causes that benefit other people along the D&I, which means diversity and inclusion principles that your company is subscribed to. Additionally, you might want to seek out ways to improve the environmental performance of your company. For instance, as a buyer,

you can take responsibility for the future of our planet and ensure a better world for yourself and future generations. Yes, you have to clean up a bit the mess that my generation of boomers and Gen X inadvertently created.

But this is not the first time that it has happened and it's probably not going to be the last time as well. Lastly, it is crucial to maintain a [00:25:00] balance between your physical, mental, and emotional or spiritual well being. Think of it as compartmentalizing your life. Like a ship with multiple chambers in its hull.

Placing all your self worth and identity solely in your work leaves you vulnerable. Instead, invest in physical activities as well as nurture your emotional and spiritual aspects. Find time for personal relationships. Scientifically, our brains do not distinguish between the satisfaction of achieving work goals and personal victories in the gym or at home.

You'll stay afloat and happy by cultivating a positive balance across different areas of your life. Your colleagues and managers will notice your resilience and positive attitude, leading to trust and recognition. Ultimately, this will contribute to your success as a professional and as a cherished individual in your relationships at work, but much more importantly at home with your family and friends.

To [00:26:00] summarize, one, approach your career as a game by understanding and playing by the rules. Two, strive to add value beyond traditional metrics by considering people, profit, and the planet.

And three, fortify your life's ship hull with three chambers instead of just one. Mental, physical, and emotional or spiritual well being.

That's informative, thank you. There's a lot to think about and I hope that our listeners will share this episode with people like me, who are still in the midst of figuring out how to get into the workplace and make a difference.

Uh, thank you for being a good sport here and while you most probably will be working the future more in the gaming industry with your master's degree. I hope that some of what we talk can help you as well there.

Now. Whenever we do not have an external guest. I add at the end of memo. We're standing on the shoulders of so many that made us who we are. I recognize some of them were over the last 35 plus years helped me and [00:27:00] many others to reach our potential. They are the unsung heroes of our lives. And they example can help us to mold our behaviors towards others. Today. I like to think about my former director at Ford of Europe, Cindy Jefferson. She was an expert coming from the us and my direct manager at that point in time. When I was heading Ford's direct procurement, excluding drive trade. Cindy wasn't exceptional boss. She possessed humidity, compassion, and a great humor while commanding still a lot of respect. I've met a lot of African-American leaders in my time that I admire. But she was a class by own with her five feet to. She was a force of nature, commanding the room when she entered. You never wanted to disappoint her. She gave you space when she believed you controlled your job. But also expected you to handle your responsibilities. Cindy said clear targets and [00:28:00] when necessary was as well, not shy to increase them. However, when things became ugly and there was a risk of failure, she would step in and offer assistance, even willingly taking the blame. If the whole department then fell short. Moreover her expertise in supply chain and procurement was remarkable. And she co-created something that stayed with me for the rest of my professional life. She and a senior peer from finance and from engineering introduced something unheard of at Ford called team value management TVM. This highly structured process demanded close collaboration among buyers, finance engineering, and later as well. Manufacturing. Well, it may seem common sense today. It remains the exception, still many organization. The TVM process was so successful that it was eventually implemented across whole Ford. And even Mazda in the early 2000. The impact was tremendous, not just in terms of cost reduction, [00:29:00] but as well in fostering innovation. Thanks to Cindy. And her peers. About 20 years into my career, I started to truly grasp the essence of procurement. Buyers financial analysts and engineering colleagues were working in teams of three. And presented based on the standard set of requirement, not to their managers. But actually the CEO of the company together with the rest of the board. No filters. Just data and facts. Throughout my subsequent roles as chief procurement officer and head of supply chain. I carried the lessons I learned from Cindy. The unwavering conviction about the art of the possible combined with warmth and openness. So Cindy. Wherever you are today. I extend my heartfelt. Thanks to you. You were a genuine inspiration for me and countless others. Fortunate enough. To be around you.

So this was today's a weekly episode of the [00:30:00] supply chain dialogues. If you have suggestions for other topics you would like to have covered. Or have a comment about the episode. Record a voice message on your phone or email dialogues@helmigadvisory.com. One word. If you think of any of your colleagues or friends who might enjoy the supply chain dialogues, please share the episode via the share button on your device, especially those who are about to enter a new job. I'm sure they will appreciate that. This episode was produced and copyrighted by helmig advisory AG. Special. Thanks to Noah who stepped into the shoes of my dialogue partner, Noah. is an aspiring voice actor. While doing his master in computer science in St.Gallen, Switzerland.

Thanks for having me on this was a new and interesting experience,

And with that, as always, be safe, be bold, and see you next time.

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