vantage partners danny ertel - sig€¦ · why we see things differently: the ladder of inference...
TRANSCRIPT
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Sales Skills for Procurement
Professionals
Vantage Partners
Danny ErtelPartner
Formerly Royal Dutch Shell
Gregg ParsleySales and Sourcing Leader
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October 16, 2018
How-to Lab: Selling skills for procurement professionals
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About Vantage Partners
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Negotiation Collaboration Innovation Transformation
We partner with clients to help them achieve
world-class outsourcing and supply chain management
performance through strategic advice, organizational
transformation, hands-on advisory support, and design and
delivery of training and coaching programs.
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Introduction
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Alliances
Contracting & Procurement
Sourcing Strategy
Sales
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Objectives
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Learn skills for how-to:
Understand more clearly what matters to your stakeholders and why
Develop strategies that add value, in and outside the business
Engage more effectively with your counterparts
Build a roadmap for your team’s development
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The Evolution of Procurement
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There is a new sourcing continuum where Procurement is shifting from order-taking to problem-solving
Core Value of What is Being Sourced
Sourcing Goods
Sourcing Services
Sourcing Solutions
Sourcing Innovation
Key Strategies & Skills Required
• Process
• Scale
• Human talent
• Discretionary effort
• Integrated expertise
• Ideas
• Investment
• Competition
• Tight specifications
• Creative compensation & incentive structures
• Communicate context
• Apples to oranges comparison
• Joint problem-solving & co-creation
Ord
er-
taki
ng
Pro
ble
m-s
olv
ing
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As this shift occurs, the way procurement operates and the skills required are also changing
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Traditional Procurement
Leverage over suppliers
Focus on internal stakeholder compliance
Analytical skills
Primary value is cost reduction/management
Manage transactions
Source goods and services
New Procurement Paradigm
Engagement with suppliers
Trusted advisor to internal business partners
Soft skills
Primary value is competitive advantage
Manage relationships
Solve business problems
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Still, significant potential value from suppliers goes unrealized
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Value currently realized from/with suppliers — as a percentage of total potential value
Global leaders are twice as likely to realize the majority of potential
value from suppliers, compared to the bottom 10%.
30%
35%
23%
12%
Percent value realized
0-25% 26-50% 51-75% 76-100%
Less than 50% value realized
More than 50% value realized
Global Leaders are defined as the top 10% of all performers in terms of SRM value delivered.Source: 2018 Vantage Partners Procurement & SRM Benchmark Study
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Most commonly reported barrier to maximizing value from suppliers
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Lack of internal shareholder alignment within our company about requirements and priorities
End-users/technical staff work around sourcing and procurement process
Over 80% of respondents reported these barriers were
significant
Lack of adequate negotiation skills among those at our company who are involved in supplier negotiations
Note: Significant includes “Very Significant, Significant, and Somewhat Significant” responsesSource: 2018 Vantage Partners Customer-Supplier Negotiation Study
Procurement’s perceptions of internal barriers to maximizing value in negotiations
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Competency framework
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Analytical Skills
Attitude/MindsetEnabling people to accept, internalize, and apply new knowledge and skills
Business Skills
Functional Skills
Soft Skills
Technical Knowledge
Functional Knowledge
Behavioral Skills
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Four dimensions of communication
ADVOCACYExplaining how you understand it
INQUIRYAsking how they understand it
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LISTENING – Attentively, and with an open and curious mind
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Lesson 1: It’s All About the Customer
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Taking it all in
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Take a look at a short video clip
Consider how often we are in a situation like that of each of the parties in the video
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The Ladder of Inference
Conclusions
(What action to take)
Interpretation
(What it means)
Data
(What we notice)
The Ladder of Inference is based on the work of Argyris and Schon. See C. Argyris, R. Putnam, and D. Smith. Action Science: Concepts, Methods, and Skills for Research and Intervention. San Francisco: Jossey-Bass, 1985.
The Ladder of Inference explains
how people reason and move
from observations through the
filter of their experience to
conclusions.
Informationavailable
Tothem
Tome
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Informationavailable
Tothem
Tome
Why we see things differently: The Ladder of Inference
What I notice
My interpretations
My conclusions
Data they focus on
Their interpretations
Their conclusions
The Ladder of Inference is based on the work of Argyris and Schön. See C. Argyris, R. Putnam, and D. Smith. Action Science: Concepts, Methods, and Skills for Research and Intervention. San Francisco: Jossey-Bass, 1985.
Their story My story
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Informationavailable
Tothem
Tome
The Ladder in action
What I notice
My interpretations
My conclusions
Inquiry:Explore their story
Data they focus on
Their interpretations
Their conclusions
The Ladder of Inference is based on the work of Argyris and Schön. See C. Argyris, R. Putnam, and D. Smith. Action Science: Concepts, Methods, and Skills for Research and Intervention. San Francisco: Jossey-Bass, 1985.
Advocacy:Explain my story
Their story My story
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In the face of different opinions or perspectives, first work to understand each other’s story
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Each of us tells a story about what happened.
Different information.
Different interpretations of ambiguous information.
Different assumptions about missing information.
Different conclusions are inevitable.
Debating conclusions is unpersuasive, escalates conflict, and hurts the relationship.
Understanding different stories generates new insight, resolves conflict, and strengthens the relationship.
“And” accurately captures this complexity; “but” denies it.
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Reflection
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Take a moment to think about a time when a conversation with an internal stakeholder didn’t go as well as you would have liked (turned contentious, didn’t reach the outcome you wanted, etc.)
If you had a second chance, how might you use or re-balance Inquiry, Acknowledgement, Advocacy, and Listening to improve the conversation?
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Break
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Lesson 2: Getting to Value: Find it, Make it, Deliver it
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Create deal structures that capitalize
on different Interests
Different objectives (trades)
Forecasts (volume tiering)
Risk (risk-reward sharing)
Helpful factors to consider
Time (short versus long-term ROI)
Budget cycles
Liquidity
Precedent
Sensitivity to constituents
Differences enable value generation
You
r u
nit
s o
f sa
tisf
acti
on
Their units of satisfaction
X
Y Z
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Differences enable value generation (continued)
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Interests: Internal Stakeholder
Budget cycles
Risk profile (e.g., what types of risk and how much can be managed)
Product technical/functional requirements
Timing (e.g., speed of delivery, project deadlines, time horizon for ROI)
Interests: Supplier
Strategic goals (e.g., revenue growth versus increase profit margin)
Price sensitivity
Financial cycles
Risk profile (e.g., what types of risk and how much can be managed)
Resources management (e.g., line capacity, staff availability)
Timing (e.g., speed of delivery, project deadlines, time horizon for ROI)
Strategic goals (e.g., revenue growth versus increase profit margin)
Cost profile (e.g., different design or materials used have different costs)
Creative ways to generate value
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Example ways to generate value (based on varying interests)
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Potential options
RE-SCOPE THE DEALExample: Expanding scope can enable trade-offs across different issues that
otherwise cannot be resolved
MAKE HIGH-VALUE/LOW-COST TRADESExamples: Maintenance terms vs volume commitments or faster delivery with
reduced order lead time for higher price
USE CREATIVE CONTRACT TERMSExamples: Volume tiering; price floors and ceilings; risk-reward sharing
DEVELOP CREATIVE TECHNICAL SOLUTIONSExamples: Change requirements; material substitutions; component redesign; etc.
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Instructions: Optimizing value exercise
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1. Pick an internal customer
2. For that customer, write out their interests and a couple of ways to meet each of them
3. Pick a supplier who works with that customer, and do the same
4. Be the fly on the wall and identify: Where could there be more value for one, or the other, or both?
5. Find a partner, discuss, and give each other 2 more ideas
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Lesson 3: Building Relationships and Becoming a Trusted Advisor
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“TRUST is the new core of leadership. Leaders in the new business world will be skilled in the art and science of TRUST.”
— Charles Green, Forbes Magazine, April 3, 2012
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Trust defined
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Character
Ability
Results
Reliability
Predictability
Integrity
Intentions
TRUST
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Trust defined (cont.)
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CONSISTENCY
Ability
Do you have the knowledge and skills to do the job?
Results
Do you deliver?
Integrity
Do you act based on principle?
Are you honest, decent, and fair in your dealings with others?
Intentions
Are you committed to do what is right, not what is easy?
Do you temper self-interest with a commitment to the welfare of others?
Predictability
Do others know what to expect from you?
Reliability
Can others depend on you to do what you say you will do?
COMPETENCE CHARACTER
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The evolving role of procurement
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Low Trust
Slow decision-making.
Limited communication, misunderstandings.
Risk aversion and reduced innovation.
Suspicion, defensiveness, and interpersonal conflict.
Damaged morale, increased turnover, reduced productivity.
High Trust
Efficient decision-making.
Robust communication and alignment.
Smart risk-taking, creative problem-solving and innovation.
Positive and productive working relationships.
Increased morale, reduced turnover, increased productivity.
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A critical skill in trust-building: Dealing with emotions
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AUTONOMY
Control or no control
AFFILIATION
Insider or outsider
ROLE
Important or unimportant
APPRECIATION
Valued or not valued
STATUS
Up or down
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Advice on creating positive emotions
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BUILD AFFILIATION: Search out and cultivate sources of connection.
EXPRESS APPRECIATION: Make a point of expressing gratitude — privately and publicly. Celebrate successes.
FOSTER AUTONOMY: Actively create spheres of ownership and agency for others.
BUILD STATUS: Actively promote the capabilities and contributions of others.
CREATE FULFILLING ROLES: Create opportunities for others to contribute. Relate individual roles to a larger purpose.
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Dealing with others’ difficult feelings
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Minimize Make their feelings very small.
Maximize Make their feelings very big.
Bypass Change the subject — don’t talk about feelings.
Problem-solve Ignore the feelings and offer advice.
EmpathyDemonstrate an understanding of their feelings — without agreeing or disagreeing with their story.
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Identifying the core concerns
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Identify where you see the core concerns in the following video
Afterwards, we will share and discuss
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Recognizing core concerns to build bridges
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For the situation we just saw, identify what you might say or do, in Procurement’s shoes, to create some positive emotions
Although you might not use all in a single conversation, write out a line for each of the 5 core concerns
Appreciation
Affiliation
Autonomy
Role
Status
Afterwards, we will share and discuss
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Earn your audience
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First Earn the Right to Deliver Value Value to the Business
Insights about the supply market: trends, risks, opportunities
Understand stakeholder (priorities, constraints, operating environment, etc.)
Show respect for their perspectives: listen
Demonstrate a genuine commitment to their success
Deliver on commitments
Insights about how to motivate and influence suppliers (how they make
money; how they make decisions, etc.)
Identifying and facilitating connections between business needs and supplier
assets and capabilities
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Closing
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Global Leaders make significant investments in training
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Ave
rage
am
ou
nt
of
inve
stm
en
t (i
n m
illio
ns)
Individual skill development (training, coaching)
$-
$10
$20
$30
$40
$50
$60
$42M
$6M
$3k
Bottom 10% All Respondents Global Leaders
Global Leaders are defined as the top 10% of all performers in terms of SRM value delivered.Source: 2018 Vantage Partners Procurement & SRM Benchmark Study
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Key skills and competencies
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ANALYTICAL SKILLS KNOWLEDGEBEHAVIORAL SKILLS
Facilitation
Innovation exploration and evaluation
Negotiation
Conflict management
Relationship management and trust building
Stakeholder influence and alignment
Change management
Cross-matrix collaboration
Decision making
Commitment management
Communication
Giving and receiving feedback
Coaching
INTER-PERSONAL INTRA-PERSONAL
Self-awareness
Perspective taking
Cognitive biases
Tenacity
Learning agility
Adaptability
Dealing with ambiguity
Emotional intelligence
Business model
Finance
Operations
Quality
Legal
Systems and databases
SRM principles and best practices
Sourcing
Category management
Contracting and contract management
Risk analysis
Total cost of ownership
Planning and project management
Performance measurement
Financial analysis
Data analysis
Holistic/systems thinking
Problem analysis
Business case development
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Building capabilities to act effectively, consistently, and with integrity
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BEHAVIORAL SKILLS
Facilitation
Innovation exploration and evaluation
Negotiation
Conflict management
Relationship management and trust building
Stakeholder influence and alignment
Change management
Cross-matrix collaboration
Decision making
Commitment management
Communication
Giving and receiving feedback
Coaching
INTER-PERSONAL
Lesson 3
Building relationships and becoming a trusted advisor
Lesson 2
Getting to value: find it, make it, deliver it
Lesson 1
It’s all about the customer
?
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Developing a capability building roadmap
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Analyze gaps
Prioritize focus areas for
improvement efforts
Determine ways to
address gaps
Align on key skills needed
for where procurement
is headed
Develop capability
building plan (budget,
timing, etc.)
Execute capability
building plan
1 2 3 4 5 6
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Defining target proficiency levels
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Not all roles may require the same level of proficiency in every competency.
Mastery
Is able to apply best practices in the most complex and challenging situations, as well as coach and develop others. Mastery-level proficiency can be built with a set of skill building sessions, spread out over time, and integrated with substantial application and
real-time feedback.
Advanced
Is able to effectively execute best practices in most situations. Advanced proficiency can be developed in a classroom setting for most analytical and knowledge skills, however application sessions with live coaching, from a facilitator or other expert, is often
needed.
Foundational
Has a working understanding of key concepts and best practices. Foundational knowledge of analytical and knowledge skills canbe gained through reading content, however it is often more effective to combine such reading with a context-specific discussion
where individuals can ask questions in real-time.
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Determining the right approach to address skill gaps
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Digital, on-demand training
Online pre-recorded webinars or packaged information that participants can access on their own schedule, in a single session or over time.
Best fit for:
▪ Providing an overview of key topics
▪ Sharing research, case studies, and best practices
▪ Introducing frameworks and substantive content
▪ Providing explicit instructions for how to complete a task
▪ Topics that can be effectively delivered in short segments (< 30 min)
Limitations:
▪ Real-life application and practice is limited
▪ No feedback loop or opportunity to ask questions in real-time (but can be mitigated with online forums or other formats)
Virtual instructor-led training
Virtual training programs for small groups with a live instructor asking questions and providing feedback.
Best fit for:
▪ Providing an introduction to key topics or as follow-up to other training activities for geographically distributed groups
▪ Sharing case studies and best practices
▪ Building a working knowledge of tools and frameworks (analytical skills and knowledge areas)
Limitations:
▪ Ability to apply skills during the session is limited – not ideal for advanced or mastery of behavioral skills which require practice
Classroom training
In-person training.
Best fit for:
▪ Building deeper capabilities, especially when combined with digital and/or virtual reinforcement
▪ Practicing skills with real-time feedback from expert facilitators and peer group
▪ Aligning theory with practice, via application sessions
Limitations:
▪ Higher cost than virtual options
▪ Require stepping away from “business-as-usual” to attend workshops.
Coaching & Action learning
Individual or team coaching focused on the ability to apply skills/knowledge to live business scenarios. Learning enabled by peer-supported reflection on assumptions, behaviors, and outcomes. Typically combined with some limited classroom training.
Best fit for:
▪ Developing capability mastery
▪ Driving behavioral changes across the organization
▪ Where incremental value can be gained through additional support (e.g., coaching on a negotiation or supplier opportunity)
Limitations:
▪ Can be cost prohibitive across a large population, if the value opportunities are low – although a business case can be built for high-value opportunities where coaching could also accelerate or increase the value delivered
▪ Requires a more significant time investment on the part of the coach
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Reflection
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Where are the most significant gaps in your team or organization?
How might you have an internal conversation about addressing those gaps?
Key skill Gap analysis(Major, Moderate, Minor)
Ways to address gaps
Work with relevant stakeholders to prioritize gaps, develop a plan (budget, timing, etc.), and execute capability building activities.
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Why?
From the App:
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How?
This was Lab A
Session information and evaluation how-to’s
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