Your Risk Radar: Building Procurement's Influence Instead of Barriers

The Cynicism Hat: Why Procurement's greatest strength could also sometimes hold you back

If you've been in Procurement for any length of time, you've likely developed a finely-tuned radar for risk. You can spot a poorly thought-through request from a mile away. You know which stakeholders will push back, which suppliers overpromise, and where the gaps in a business case are hiding.

This instinct didn't appear out of nowhere, it was well and truly earned. Through experience, through being burned, through watching what happens when you don't ask the hard questions. In many ways, it's what makes you good at what you do.

But sometimes, that protective instinct can subconsciously shift into a limitation: a default lens of cynicism. And the challenge is, you might not even realise that it has become your primary way of seeing things within the organisation. 

I call it the "cynicism hat." It's the voice that instantly spots the flaws in a proposal, anticipates where stakeholders will cut corners, and prepares for the inevitable pushback before you've even logged on to the meeting.

There’s no mistaking it: this hat has served you well. It has protected budgets, prevented poor decisions, and saved organisations from costly mistakes. Your ability to see around corners and spot risk is genuinely invaluable.

But what if the very mindset that made you good at your job could also sometimes limit your influence?

When Protection Becomes a Problem

The cynicism hat typically sounds like this:

• "They just want to get around the process"
• "Finance will never approve this anyway"
• "Here we go again with another urgent request"
• "They don't understand compliance, so I'll have to force it"

These thoughts aren't wrong. Sometimes stakeholders do try shortcuts. Sometimes requests are poorly planned. But when cynicism becomes your default lens, it creates a barrier. On a good day, this barrier protects you. But if poorly timed, it stops you from being a strategic partner and turns you into a gatekeeper others want to work around.

Your stakeholders feel it. Even when communicated professionally, the underlying assumption can still come through: I expect you to be difficult, so I'm preparing my defence.

The Reframe: From Cynicism to Curiosity

As an Executive Coach to Procurement, I work with Procurement clients to build their influence and develop their emotional intelligence. In a world of AI, these critical thinking skills are our biggest opportunity. 

What if instead of assuming the worst, you got curious about the best possible explanation for what you're seeing?

This isn't about being naive or abandoning your critical thinking. It's more about leading with a different question first.

Instead of: "Why are they trying to bypass the process?" Try: "What pressure are they under that makes speed feel more important than process right now?"

Instead of: "They clearly didn't plan this properly." Try: "What changed that turned this into an urgent priority?"

Instead of: "They just don't value compliance." Try: "What do they need to understand about the risk that isn't landing yet?"

Notice what happens with this shift. You're still identifying the same problems, but you're approaching them from a place of partnership rather than opposition.

And here's something else that you might find happening: you feel less frustrated. With the cynical hat on, every poorly planned request confirms what you already believed - of course they didn't think this through. It's exhausting. But when you get curious, even frustrating situations become more interesting. You're looking for information rather than gathering evidence for a case you've already closed.

What This Looks Like in Practice

A business leader comes to you with an urgent supplier request that bypasses standard timelines.

Cynicism hat response: Immediately highlighting everything wrong with the request, reinforcing the process, creating friction.

Curious response: "Help me understand what's driving the timeline. What happens if we take the standard 30 days?"

That one question can change everything. Sometimes you'll discover legitimate business pressures you can help solve creatively. Sometimes you'll uncover poor planning you can coach them through for next time. Either way, you're building influence rather than eroding it.

Making The Shift

Here's what I've observed as a coach with Procurement leaders who make these small consistent shifts:

They still say no when needed, but they're heard differently. Their stakeholders start coming to them earlier, not as a last resort. They're included in strategic conversations, not just transactional ones.

Cynicism positions you as an obstacle. Curiosity positions you as a partner.

Both require the same critical thinking skills you've always had. But only one builds the kind of influence that creates respect and authority.

Something to Try This Week

Notice when you're wearing the cynicism hat. Just notice it - there's no judgment here.

Then ask yourself: What's a curious question I could ask instead of the critical statement I'm about to make?

You might be surprised at what opens up.

If You're Leading Someone Who Wears the Cynicism Hat

This is trickier territory. You can see how their cynicism is affecting stakeholder relationships, but simply telling them to "be more positive" won't work. And honestly, it shouldn't. Their critical thinking is valuable when used effectively.

What They Need to Hear

Start by acknowledging what's true: "Your ability to spot risk and protect us from bad decisions is one of your strengths. I value that."

Then add the bridge: "And I'm noticing it might be affecting how stakeholders experience working with you. Can we talk about what you're seeing in those interactions?"

The Coaching Conversation

Help them distinguish between critical thinking (this is an essential part of the role) and cynical framing (this can be limiting to Procurement's influence).

Critical thinking asks: What are the risks here? What could go wrong? 

Cynical framing assumes: They're trying to get around me. This won't work. Here we go again.

One is analysis. The other is a defensive posture that stakeholders pick up on immediately.

Give Them a Practice Ground

Ask them to experiment with curiosity in one specific stakeholder relationship:

"Before your next meeting with the Marketing team, what's one curious question you could lead with instead of listing concerns? Let's review it together afterwards"

Make it safe to try. Make it specific. Make it observable. Psychological safety is key. 

What to Watch For

If their cynicism runs deep, it often comes from somewhere legitimate:

• Burnout from constantly fighting battles
• Previous organisations where they were undermined
• A lack of executive support that forces them into a defensive position

Sometimes the cynicism lens is a symptom rather than the problem. If that's the case, your job as a leader shifts to: What support or protection do they need so they don't have to default to this mindset?

The Leadership Shift

Whether you're working on your own mindset or leading someone else through theirs, here's the reframe:

Cynicism positions you as an obstacle. Curiosity positions you as a partner.

Both require the same critical thinking skills. But only one builds the kind of influence that creates authority and genuine business partnership.

How Coaching For Procurement Ltd Can Help

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 how my coaching programmes can help you to have a greater impact as a Procurement team, please reach out to find out more: www.coachingforprocurement.co.uk/contact-me