Every week, we publish a new interview I conducted for The Sourcing Hero podcast. In this recent rewind from my conversation with Mike Morsch, we discuss how procurement can balance the work that has to be completed with the need to invest thought into vision setting and collaborative projects.
Kelly Barner: Now, one of the things that I know that is incredibly important, based on some of the earlier conversations that you and I had is that not only do you sort of fill all these different roles internally, but you have what you consider both a day job and a night job when it comes to maintaining the vision for procurement and making sure that everything is working as it should. When you talk about your day job versus your night job, what’s the difference between those two things? And how does it affect the way you approach your work?
Mike Morsch: I learned this long ago from a senior leader, coincidentally, in the finance
organization, when I was at Motorola. I would listen to him talk about his ‘day job’ and his ‘night job,’ and I was confused. I’ll be honest with you, because I thought, this poor guy. He’s working all day long, and then he’s
Kelly Barner: And then he’s bagging groceries.
Mike Morsch: Right. He’s bagging groceries. He’s a finance lead during the day, and he’s bagging groceries at night. But really, what he really meant was creating two different mindsets. Your day job is the core skills that go along with your job description: the skills and capabilities, whether it was being a programmer back then for me, or learning how to run projects, or now, understanding contracts and sourcing disciplines and negotiation leverage points and those types of things. Those are the things that you have to do to be really good at your day job. But then, you really need to understand everything going on around at the company, right?
So that’s your night job. Your night job is learning about the business, learning about sales, and marketing, and finance, and IT, and every function out there. What are their core needs? What are those stakeholders needing from whatever it is that you do with your core day job capabilities? If you don’t do that day job well, and then understand how the company works, or have that night job, you’re not going to be as effective as a leader and provide the right capabilities to the organization. So there’s probably more clever ways to say that, but I always liked that day job, night job view of things.
What are the ideas that you never seem to have time to dedicate mindspace to during the day? How would you be able to advance the role, relationships, and influence of procurement if you took on a ‘night job’ as Mike Morch puts it?
To hear Kelly Barner’s full interview with Mike Morsch, VP of Global Procurement and Supply Chain for CDK Global, click here.