Why saving the day is undermining Procurement's true value (and how to avoid the trap)

Procurement loves to help.

It’s in the DNA of the function.

When done well, it can add enormous value across the business.

But there’s a fine line between adding value and rescuing.

And it’s critical to know the difference.

If you’ve ever been called in at the last minute for a tricky supplier negotiation (hero cape flapping in the wind) you’ll know exactly what I mean.

Rescuer mode: the hidden mindset trap

While we might experience momentary elation for saving the day (“you see? That’s why you need Procurement!”), it fades faster than your morning coffee.

It’s reactive.

It's exhausting.

And worst of all, it doesn’t actually change anything.

No lessons learned by your stakeholder.

No earlier engagement next time.

Just the same cycle, the same expectations.

And while it might feel like you’ve saved the day, it reinforces a dangerous dynamic.

Welcome to the Drama Triangle

According to Karpman’s Drama Triangle, this is classic “Rescuer” behaviour: where Procurement steps in to save the day.

We think we’re helping but what is actually happening is that we’re feeding the cycle.

Stakeholders don’t engage early because they assume that Procurement will drop what they’re doing to support their urgent need.

Procurement feels overworked and under-recognised.

Strategic value gets lost in the chaos.

But the drama doesn’t stop there.

There are other roles in the drama triangle that we are all capable of playing:

When we are not rescuing, we might fall into the role of Victim (“why do they always ignore Procurement until the last minute?”) or the role of Persecutor (“they never follow process”)

None of us are immune.

The drama triangle is everywhere.

And if we don’t spot the role we’re in, we can’t shift the pattern.

Drama triangles exist all over organisations.

And if you don’t realise when you’re part of it, your chances of healthy and effective collaboration are very slim.

Shifting the dynamic to add value

Real value comes when Procurement steps out of the triangle.

When we engage from an Adult-to-Adult stance: co-creating, collaborating, and holding shared responsibility.

That means:

• Coaching stakeholders to plan ahead, rather than rescuing them.
• Shaping commercial decisions early, instead of reacting late.
• Building systems that prevent fires, rather than racing to put them out.

It’s a mindset shift: from fixing problems to enabling people.

From “I’ll sort this” to “Let’s solve this together.”

What Procurement leaders can reflect on

If you're leading a Procurement team, here are some questions that you can reflect on:

• Are we unconsciously inviting a Rescuer identity because it wins praise? (And do we enjoy wearing the cape?)
• Do we see ourselves as enablers or firefighters?
• Are we building a team of strategic partners or trained rescuers?

Real partnership requires boundaries, clarity, and mutual responsibility.

The bottom line

Being the hero might feel good for a fleeting moment.

But being the guide, the strategic grown-up in the room, is where real value enablement lives.

The step is recognising the role you are playing now and the one you want to play.

How Coaching For Procurement Ltd can help

We cover these dynamics in the P.R.O.C.U.R.E® coaching framework - build your coaching capabilities with this unique ILM coaching qualification tailored to Procurement. Message me to find out more.

Coaching For Procurement Ltd offers a full suite of coaching solutions designed to empower and support Procurement leaders and their teams; from Procurement team coaching through to ILM qualifications using the unique P.R.O.C.U.R.E® coaching methodology and frameworks, as well as 1:1 coaching. We work together on your inner game at these pivotal moments of your Procurement journey.

If you would like to explore a coaching approach to building Procurement's impact, please reach out to find out more: www.coachingforprocurement.co.uk/contact-me