Embrace Your Learning Journey: Insights from a Lifelong Learner

As a passionate advocate for continuous learning and professional growth, I had the privilege of joining two reflection sessions on Individual Development Plan (IDP) with over 300 finance professionals on 15 April 2024. I shared my experiences and insights, and I’d like to share them with you here.

My Biggest Learning Moment

My biggest learning moment takes me back to my experience with Robotic Process Automation (RPA) using Microsoft Power Automate. A few years ago, I found myself surrounded by repetitive tasks, endless data entry, and manual processes. That’s when I discovered RPA—an exciting technology that promised to transform the way we work.

With Power Automate, I could create clever workflows, link various apps, and orchestrate processes—all without writing a single line of code. It was like having a digital helper that never took a coffee break. As I invested time in mastering Power Automate, my work life transformed:

• Efficiency Boost: Tasks that used to drain my energy were now streamlined. Data extraction, report generation, or email notifications—Power Automate handled them like a pro.
• Fewer Mistakes: Remember those human errors? Well, they became rare. Consistency became my secret weapon.
• Time Liberation: Suddenly, I had extra time in my day. Instead of chasing spreadsheets, I focused on strategic thinking and stakeholder management.

The impact spread across my team and organization. We embraced a culture of automation, and soon, colleagues were automating their own processes.

A Challenging Moment and What I Learned

Two years ago, I found myself facing a task that felt like diving into uncharted waters. I had to review and update the Authorized Signatory Matrix (ASM) after our Finance Transformation in Philip Morris International (PMI) Duty Free. There weren’t many people around who could guide me. So, armed with curiosity and determination, I embarked on my journey.

I rolled up my sleeves and began from scratch. I reviewed the guidelines, acted like a detective, and learned on the fly. The process taught me resilience, adaptability, and resourcefulness. I not only updated the ASM but also gained a valuable skill. I learned how to navigate ambiguity, find answers, and create an up-to-date well-functioning mechanism.

Advice for Others Planning Their Development

It’s never too late to invest in yourself. Whether you’re just starting out or well into your career, growth awaits. Don’t aim for Everest on day one. Start small, fail small. Every small step matters.

We have a toolbox right here at PMI:

• PMI Campus: Think of it as your treasure chest. It’s got gems—courses, resources, and fresh insights.
• Udemy Business: Imagine a library with endless shelves. You’ll find everything from coding to leadership.
• Cooperate with Your Colleagues: Your coworkers are mentors, collaborators, and wisdom carriers. Cooperate, share ideas, and learn from each other.
• Project-Based Adventures: Our projects are mini-adventures. Dive in, learn, and grow.
• Chat with Your Manager: They’re your compass. Discuss your development areas with them.
• Seize Opportunities: Every meeting, every project, every simplification idea, every challenge—it’s a chance to level up.

So, my friends, take that step forward. Embrace the journey. Reflect, learn, and watch your progress unfold. Remember, every click saved, every workflow automated, and every process streamlined brings you closer to your full potential.

Enjoy your learning journey! 🚀

Disappearing Printer Ink: A Case Study in Employee Fraud

Despite futurists’ predictions, we don’t live in a paperless business world. Printer ink and toner are still an expensive necessity. Fraudsters depend on ink costing organizations more than caviar. Here’s how to prevent this asset misappropriation and possibly save millions.

In the city of Las Vegas, known for its high-stakes games and big winners, a different kind of gamble was taking place. This time, the player was not a tourist trying their luck, but a municipal purchasing analyst named Jennifer J. McCain-Bray. Over eight years, she managed to steal $6,715,531 worth of toner and ink cartridges from her employer, the Las Vegas Valley Water District.

The Scheme

McCain-Bray’s fraud was simple yet effective. She would order unneeded cartridges and ship them under a fake vendor name to a company in New Jersey that bought and sold toner and ink online. This fake vendor allowed McCain-Bray to misuse the water district’s shipping system, which even paid postage on the stolen cartridges.

The Fallout

McCain-Bray’s scheme came to an end when a coworker became suspicious about a package addressed to the fake vendor. This led to a review of purchasing records, and McCain-Bray resigned in December 2015. She was eventually sentenced to 51 months in federal prison and ordered to pay back the entire $6.7 million.

The Bigger Picture

This case is not an isolated incident. According to the ACFE 2020 Report to the Nations, theft of noncash property, such as office supplies, rose from about 10% to 18% of fraud cases between 2002 and 2020. Despite predictions of a paperless business world, printer ink and toner remain an expensive necessity, and fraudsters are capitalizing on this.

Printer toner and ink are popular theft targets because of their high retail prices and ease of resale.

Key Lessons Learned

The case of Jennifer J. McCain-Bray serves as a stark reminder of the potential for employee fraud within any organization. Here are some key lessons that can be learned from this case:

• Vigilance is Key: Regular audits and checks can help detect fraudulent activities early. In this case, a coworker’s suspicion led to the discovery of the fraud.
• Robust Internal Controls: Having strong internal controls can prevent such incidents. This includes having checks and balances in place for ordering and shipping items.
• Foster a Culture of Ethics: Encouraging a culture of transparency and ethics can deter employees from engaging in fraudulent activities.
• Regular Training: Regular training on ethics and the potential consequences of fraud can help employees understand the seriousness of such actions.
• Encourage Reporting: Create a safe and anonymous way for employees to report suspicious activities. This can help in early detection and prevention of fraud.

Conflict Resolution

I have recently completed an online training on conflict resolution. I have taken some notes and key questions from this training and I believe sharing these notes will be helpful for all of us. Of course, acting in accordance with the given techniques will make our life more comfortable. Here they are:

If you need to engage in a conflict, you should get a clear understanding of the issues surrounding it. To do this, you should take three actions.

Determine what is causing the conflict

To determine what's causing a conflict, you must realize that, while some causes may be apparent, most of the conflict's causes may actually be hidden. So to resolve the conflict effectively, you need to investigate both the apparent and underlying issues.

To determine the causes, you can ask these questions:

• What event has brought attention to this conflict?
• Are there any behavior patterns contributing to the conflict?
• Are there any organizational structures contributing to the conflict? For example, is the organization's hierarchical structure leading to conflict?
• Are there any mental models or assumptions contributing to the conflict?

Determine the needs and interests of those involved

Facts alone will not help you solve a conflict effectively, because a conflict also involves people – with different perspectives, emotional needs, and backgrounds. It's important to consider the interests and needs of the parties involved – including your own.

By considering the needs and interests of each party, you lay the foundation for a solution that will satisfy all parties – rather than just one party at the expense of others.

To determine the needs and interests of those involved, ask questions such as

• Who is involved in this conflict?
• What are your interests and needs?
• What are the interests and needs of others in the conflict?
• Why are those needs important to you?
• Why are those needs important to the other party?

Consider the future

By considering the future, the parties make it possible to reach an effective, long-term solution.

You may need to talk about some past actions as a way of letting them go and moving on. And the past may also hold important lessons that can help guide the future, so acknowledging the past is important. But you also need to consider future needs and interests, as well as the future consequences of your actions. This helps you find a more permanent solution.

When thinking about the future, ask questions such as

• Are the parties' needs or interests likely to change significantly in the future?
• Is the proposed solution a short-term fix? Or, if the conflict arises again, will the proposed solution be effective in resolving the conflict?
• Can the solution be enhanced so that it prevents the conflict from reoccurring?
• Should the solution be formalized in a policy document or contract, in case it is needed in future?

Listen acceptingly

Listening acceptingly involves allowing the other person to speak his mind without interrupting. Listen without judgment while paying attention to the feelings that underlie the speaker's words. Assume that the other person's view is a valid one and remember that your first goal is to understand.

Examples of questions you could ask to encourage the other person to express his views clearly or to clarify the situation are as follows:

• You seem upset. Help me to understand why.
• Can you give me an example of what I'm doing that you don't like?
• What do you need me to do to fix this?
• How do you see the situation?
• Tell me more about why it bothers you.
• What exactly is concerning you about the way I've acted?
• How have I hurt you, exactly?
• What do you mean?

Describe your view in a constructive way

This means calmly and clearly expressing your feelings and outlining a resolution.

• Use language that is nonthreatening, that focuses on the person's behavior rather than on the person directly. You could say these things:

 

 I don't know if you know this, but...

When you say things like that, it makes me feel...

I'm sure you didn't mean to...

I don't feel comfortable when...

We seem to understand this differently. As I see it... 

 

• Avoid accusatory ("you") language that could make the other person defensive.
• Avoid words like "always" and "never" – these are exaggerations and can seem provocative.
• Stick to what you observe and feel, rather than what you think or believe. For example, say "It makes me feel unimportant when I'm kept waiting," rather than "Our meetings don't seem at all important to you."
• Avoid judging, blaming, or criticizing, and don't ask loaded questions like "Are you still handing in your reports late?"
• Avoid humor or sarcasm – it can confuse your message, making it unclear or seem unimportant.
• Validate the viewpoint of the other party and recognize their contribution.
• When you outline a resolution, your aim is to find solutions for the future, rather than talk about past problems.
• Focus on the issue rather than the person.
• Stay positive. You should talk about what you want rather than what you don't want.

Find a mutually beneficial solution

Finding a mutually beneficial solution involves addressing the concerns of all parties and attempting to determine how best to satisfy these.

Guidelines for doing this include

• taking the time to listen to and incorporate the needs and concerns of everyone involved
• suspending judgment while you're in the process of finding solutions
• using brainstorming techniques to get everyone's ideas
• focusing on options that address shared interests
• making sure everyone is satisfied with the solution

Examples of what you can say during the process of working towards a mutually beneficial solution are as follows:

• What I liked about your idea is...
• What don't you like about that option?
• What makes that seem like a good way of doing it?
• Which would be better for you?
• I need...
• I'd like it if...
• Maybe we could...
• What about...
• Are you ok with that?
• Is there anything you're still worried about?
• Do you have anything you'd like to add?