Force for Good: From Pressure to Productivity

Procurement is a high-stakes, high-pressure profession, but it doesn’t have to come at the cost of mental well-being. In our recent Force for Good fireside chat, we explored how procurement leaders can shift from pressure to productivity by fostering healthier, more resilient teams.

In July, we invited three expert panellists to share their insights. The panel included:

Hanelie Lategan, Chief Procurement Officer, DCSSDS, QLD Government
Marea Getsios, Manager Procurement & Contracts, Inner West Council
Greg Fitzgerald, Founder, The Happiness Guy

Together, they unpacked the mental load of procurement, shared practical stress management tools, and discussed how empathy, leadership, and technology can transform team culture.

The Pressure Behind the Profession

Procurement is often described as a high-pressure role, and for good reason. A recent Deloitte study found that 68% of procurement professionals experience high levels of stress, with public sector staff turnover continuing to rise. The reasons are complex and deeply embedded in the nature of the work.

“We’re expected to deliver high-quality work, often on tight timeframes and with limited budgets (...) we are managing risk, trying to deliver great value, navigating politics, wearing about 10 different hats.” - Hanelie

Procurement professionals frequently wear multiple hats. Strategist, compliance officer, risk manager, and educator, all while juggling shifting priorities and emotionally charged environments.

Mental health struggles in procurement are real, and they’re often invisible. But they’re not insurmountable. With the right mindset, leadership and tools, procurement teams can shift from survival mode to a more sustainable, productive way of working.

1. Prioritise Mental Well-being

Procurement leaders must be proactive in recognising signs of burnout, ranging from behavioural changes to social withdrawal, and create spaces that encourage honest conversations. This includes creating psychologically safe environments, free of judgement or repercussions, encouraging open dialogue, and making mental health part of regular team check-ins. Acknowledging team members’ struggles and offering support can significantly improve morale and retention.

2. Practical Tools for Stress Management

Simple, repeatable techniques can help individuals regain control and stay grounded. Various mindset techniques were discussed during the panel discussion, like the 5-second reset (stop, breathe, reset) that help individuals regain control in high-pressure moments. Reframing negative thoughts (“I can’t do this” → “I’ve handled similar challenges before”) can shift energy and improve productivity. Other methods, such as time-blocking or the Pomodoro technique, also help manage workload and prevent burnout by building in recovery time.

3. Empathy and Communication Matter

Empathy isn’t just a soft skill, it’s integral to effective leadership. Leaders who balance empathy with clear expectations foster trust, motivation, and resilience. Regular one-on-ones should be more than performance reviews, they should be opportunities for real connection, venting and support. Open dialogue, regular check-ins, and peer support systems help reduce isolation and build team cohesion.

"My success is dependent on their success. And they know that they can come in here anytime and talk and vent, and they can be completely honest about anything without being judged or without having any repercussions." - Marea

4. Technology as a Stress-Reducer

Technology can be more than just a productivity booster. Manual processes, scattered documentation and unclear workflows are major contributors to burnout. By implementing technology platforms, procurement teams can automate routine tasks, improve transparency and simplify compliance. Evaluation tools, dashboards, and contract management systems reduce administrative burden and free up time for strategic work. When technology is used thoughtfully, it empowers teams to focus on delivering value, not chasing paperwork.

5. Leadership Beyond EAPs

Supporting mental health requires active engagement from leaders, not just referrals to external services. While Employee Assistance Programs (EAPs) are valuable, they shouldn’t be the only solution. Leaders must engage in collaborative problem-solving. This means checking in early, redistributing tasks when needed, and creating shared solutions. “Normal” looks different for everyone, and that’s okay.

"As leaders, ask at the right time, recognise the signs and ask early, rather than asking at the very end when someone's close to breaking point." - Greg

6. Build a Culture of Positivity

Cultivating self-awareness is key to managing stress and maintaining a healthy mindset. Without intentional reflection, it’s easy to fall into negative thought patterns. Encouraging individuals to monitor their internal dialogue, challenge unhelpful thoughts, and replace them with constructive ones can lead to more balanced emotional responses. When teams embrace self-awareness, celebrate small wins, and create space for joy, it can build resilience in the face of procurement’s daily pressures.

"If you don’t take control of your mind, something or someone else will." - Hanelie

Final Thoughts

Procurement teams are at their best when they feel supported, empowered, and mentally well. By embracing empathy, leveraging technology, and leading with intention, we can move from pressure to productivity, and create workplaces where people thrive.

If you’re ready to learn more about how our tools can help reduce stress and empower your team to focus on delivering value, get in touch today.