Stories from the Coaching Room: When a Procurement leader is tasked with rocking the boat AND steadying the ship

THIS WEEK'S FOCUS: Navigating transition into a new company

"They hired me to 'shake things up'... but I don't want to be seen as a wrecking ball."

Sound familiar?

My client had just stepped into a new Procurement leadership role at a company they genuinely wanted to call home for the long-term. New company, new role, expanded remit, global team…and a legacy-heavy Procurement function that everyone agreed needed transformation.

But they had seen it attempted before, with mediocre results.

At a previous company, they'd watched a well-intentioned leader arrive with a brilliant vision and all the right ideas, only to bulldoze through with such force that they left a trail of broken relationships and resistance in their wake. Great strategy, terrible execution. The vision died with the relationships.

This example was still fresh in their mind leading them to ponder how to create meaningful change without becoming the very thing that destroys trust.

This is where a coaching partnership became invaluable. My client knew their strategy inside and out - that wasn't the challenge. What they needed was a confidential sounding board to work through the how. How to approach conversations with inherited team members who'd been there for decades. How to build credibility at the executive level while advocating for necessary changes. How to honour the efforts of the current Procurement set-up while paving the way forward.

Over the course of a year, we used the coaching room to:

• Sound out approaches before critical conversations
• Work through the fears that come with being the "change agent"
• Navigate the politics of transformation while staying true to their people-focused leadership style
• Build confidence in their ability to influence without defensiveness

Of course…there were challenges. Tricky stakeholders who weren't ready for change. Difficult conversations that tested their resolve. Moments when the easier path would have been to either retreat or bulldoze through.

But here's what made the difference: my client remained driven though respectful while keeping their self-esteem intact. They didn't need everyone to love them or agree with every decision. What mattered was handling resistance with grace, staying true to their values, not taking opposition personally and checking in with the team who were feeling the pain of change.

Results after their first year in post

Strong, trusted relationships with the executive stakeholders they needed most. A team that felt genuinely heard and increasingly empowered. And a Procurement leader who was building their reputation as someone who could drive change thoughtfully.

Are some stakeholders still tricky? Absolutely. But we focused on the relationships that needed closer attention for immediate impact, knowing that sustainable transformation is a longer-term game. They're also now equipped with their own personal leadership toolkit to handle tricky stakeholders when they arise as well as maintaining their own self-esteem. The foundation is solid, and they're now well-positioned for the broader changes ahead.

The lesson here isn't about choosing between change and stability. The focus is more on recognising that sustainable transformation requires both vision and relationship building. 

They're not mutually exclusive concepts. They both need attention and striking a balance is key.

Why coaching matters during transitions

Transitions can feel tricky and overwhelming. You want to give it your best shot, make an impression and deliver results. It can be isolating to navigate alone when you're learning the ropes in a new organisation. 

And that’s where a coach can be invaluable - not as a cheerleader or fixer, but as a thinking partner. Someone who holds space, stretches your perspective, and reminds you that you’ve got more range than you think.

Whether you're stepping up, scaling up, or starting fresh - don’t underestimate the power of structured reflection and personalised support that qualified coaching can provide.

You don’t have to white-knuckle your way through change. You can walk through it with confidence, clarity, and maybe even… calm.

How Coaching For Procurement Ltd can help

As an Executive Coach to Procurement Leaders, I coach them to step into their own brand of leadership, influence and strategic presence. 

Coaching For Procurement Ltd is dedicated to providing coaching solutions to the Procurement profession – from 1:1 coaching and team coaching through to coaching qualifications using P.R.O.C.U.R.E®: a unique flexible coaching framework to unlock potential and a coaching mindset within Procurement talent.

Contact me for more information on [email protected] or visit www.coachingforprocurement.co.uk.