When reorganization is a good thing for your career.

What does reorganization mean to you? In the workplace, it often means a disruption or forced change, but there is a different side. In your professional life, it can mean a renewed focus on working smarter and initiating positive change.

I have been reading the book The Organized Mind—Thinking Straight in the Age of Information Overload by Daniel J. Levitin. After the science-heavy content in part one, it flows with stories and common sense advice to help anyone reorganize how they work and live to achieve greater focus and efficiency.

Manage Your Time

Like Bob Kodzis, the keynote speaker I heard in May (see related blog post), Levitin confirms the myth of multitasking, explaining how it: 

  • makes us demonstrably less efficient
  • increases adrenaline and the stress hormone cortisol

Cell phones and electronic communication have worsened the multitasking epidemic, conceiving the expectation that people should be reachable all the time. Levitin warns that our constant email activity “gives us a sense that we’re getting things done and, in some cases, we are. But we are sacrificing efficiency and deep concentration when we interrupt our priorities with email.” He and other experts recommend:

  • setting aside a few concentrated times during the day to address email
  • utilizing email filters and other tools to organize and prioritize
  • training friends and coworkers to not expect immediate responses to every message

Externalize Information to Clear Your Mind

Our brains can only remember so much. Levitin reminds readers to off-load information to external sources. Making to-do lists and jotting ideas when you think of them are standard tactics. Extending the practice to your business contacts will help you keep track of people. 

Record when you last connected with someone and what you discussed, including any personal tidbits. This can jump-start your next communication. If you can also add a personal touch (“How is your garden doing?”), it demonstrates your interest in the person, which can strengthen the relationship.

Choose change. Take steps within your professional life to reorganize and work smarter.

Choose change. Take steps within your professional life to reorganize and work smarter.

Reorganize Your Work Environment

A clear, organized mind also needs an orderly environment (physical and electronic) in which everything has a designated place. Levitin encourages readers to carefully create categories and then sub-divide. This approach is a stress reliever and time saver. Now comes the P-Card tip...

If you manage a P-Card program, apply categorization to your policies and procedures. Some organizations fail to begin their P-Card P&P with a table of contents (TOC), which makes content harder to find. Others include a TOC that is too short or vague to provide any real value. As I suggest in my P-Card P&P guide, develop a TOC that:

  • offers meaningful primary topics and sub-topics
  • arranges topics in a logical order
  • reflects what users seek

Think about what you experience regularly, such as frequently asked questions and common mistakes. Make those topics more prominent.


Finally, if you find yourself at the receiving end of unwelcome workplace reorganization, embrace the concepts above—managing your time, incoming information and environment—to focus on initiating a brighter future. 

See also a related blog post about rediscovering the leader within you


About the Author

Blog post author Lynn Larson, CPCP, is the founder of Recharged Education. With more than 15 years of Commercial Card experience, her mission is to make industry education readily accessible to all. Learn more

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Your disaster recovery plans deserve to be reassessed.

From a purchasing and payments view, is your organization prepared to respond to a disaster? What is the plan? Paula Cooper* realized her employer had overlooked many details. Could this be you?

Within the disaster plans, Paula’s organization had identified Purchasing Cards as the primary payment vehicle. Procurement staff would be responsible for the majority of emergency purchases; most already had a card. Paula, as the program manager, would simply increase their limits. Not so fast…

Ask Detailed Questions

  • Would procurement’s P-Cards be accessible when disaster strikes, including nights and weekends? Where did they store the cards?
  • What, exactly, would procurement staff need to buy? Would it vary, depending on the disaster?
  • Would they be able to handle all the purchasing needs or would others need to assist?
  • If additional cards are needed, how quickly will the issuer respond?
  • How would the card controls need to change? How high should the limits be? Should all MCC restrictions be removed?

To resolve these details, Paula recommended they conduct needs assessments. She was also concerned that her organization had never discussed disaster planning and recovery with the card issuer. Their contract did not mention it.


*To uphold her organization's confidentiality, Paula Cooper is not her real name.

Reassess your disaster plans to ensure all key points have been addressed.

Reassess your disaster plans to ensure all key points have been addressed.

Work with Your Issuer

Paula made a list of items to address with their card issuer, including:

  • the results of her organization's needs assessments
  • how to ensure swift responses by the issuer during a disaster
  • potential for increasing the organization spend limit to accommodate disaster purchases 
  • how to prevent unusual purchases from getting declined at crucial times

Communication is Critical

Finally, Paula learned that individual departments were also devising their own purchasing plans in the event of a disaster. One cardholder asked if he could share his card with his manager, who would need to make purchases, too. The lack of internal coordination and communication was immediately evident. 

What Can You Improve?

If your organization is like Paula’s, there is room for improvement concerning emergency preparedness. Access the related webpage for more on this topic.


About the Author

Blog post author Lynn Larson, CPCP, is the founder of Recharged Education. With more than 15 years of Commercial Card experience, her mission is to make industry education readily accessible to all. Learn more

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Four tips for repaving the path to P-Card success.

How do you take a leadership role and drive Commercial Card program success, especially if you lack card experience? Obtain tips from a pro who has been there and done that. Tiffany Lovelace, CPCP, Kansas City Southern, has taken a P-Card program from stagnant to sensational, including 150% growth in volume over four years! Following are her words, which are part of a three-page series about her journey and card program transformation

Make Use of Your Unique Skills

If you have inherited a program, but lack direct card experience, don’t let that be a barrier to success. Embrace your inherent skill sets and transition them to the world of Commercial Card payments. I had no experience in Commercial Card payments or in the accounts payable arena. What I did possess was the knowledge and fortitude to successfully evaluate and market programs and products. 

Build Strong Relationships

Build strong and consultative relationships with: (1) other organizations within the Commercial Card space, (2) your issuer and (3) internal peers.

Humility is a good thing. While you may have moved mountains in your previous positions, leaning on industry experts, admitting you do not have all the answers, and exerting the willingness to educate yourself will help pave the way for success. 

Break the barriers standing in the way of your success and that of the card program.

Break the barriers standing in the way of your success and that of the card program.

Sync Up Your Strategy

We have a saying in our department: If it makes sense, do it. Our organization was willing to rethink how we utilize Commercial Card products and services. We created program goals and objectives to be in sync with accounts payable, strategic sourcing and treasury, as all three business functions are critical elements, contributing to the overall program success.

Market, Market, Market

My expertise in marketing provided the opportunity for our team and super users to become an extension of our issuer’s account management team. We launched surveys, formed focus groups, and created process maps to unveil issues plaguing our program. With this new-found knowledge, we birthed a new program and crafted targeted messages for our marketing campaign to promote solutions across our organization.

Read the complete series to gain additional tips from Tiffany.


About the Author

Blog post author Lynn Larson, CPCP, is the founder of Recharged Education. With more than 15 years of Commercial Card experience, her mission is to make industry education readily accessible to all. Learn more

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