Want to realize true potential? Don't default to the lowest common denominator.
Mediocrity is unacceptable, yet more often than not it is accepted. Employees accept it and management accepts it.
We can identify the root of the problem readily: We've set the bar, not at the best performers, but at the worst -- the lowest common denominator. Setting the bar at the lowest common denominator prevents the realization of true potential.
Here is how to avoid the trap of the lowest common denominator:
Climb. Once you have identified the highest peak, get started climbing it. Yes, the going might be tough, but the view from the top will make all the hard work worthwhile.
Re-define progress. There is a strong bias for accumulating small wins and calling it progress. While setting milestones and acknowledging advancements are necessary steps, don't lose sight of the ultimate goal. Too often, we call a baby step progress. Re-define progress so that your forward motion is greater than a baby step and puts you noticeably closer to where you really want to be.
Talk is cheap. Don't talk about exploring, don't talk about climbing, don't talk about re-defining progress -- instead, just ACT. If you want to move the bar from worst to best and escape the trap of the lowest common denominator you need to get beyond the rhetoric and actually do something.
Once you've committed yourself to being the best, you'll probably start to inspire others. Eventually, the attitude of aiming for the stars will catch on, in your organization and in its partners. Then, it will be a whole new supply chain.
Suggestion: read Malcolm Gladwell's book, titled David and Goliath. Good read and demonstrates that that the underdog often produces more than the top dog.
For example, hiring managers may want an individual with educational credentials from a pretigious university, who costs more. The manager may think the new hire will produce more. while missing someone with strong work ethics and a lower GPA. By not always looking for "the best," we can find excellent employees and a willingness to do whatever it takes, rather than simply aspire to stardom. I'm not saying that the top talent should not be considered but leaving the seat empty may be solved with less stringent requirements and excellent interviewing preparation.
The proliferation of counterfeit electronic parts in the military supply chain is a well-publicized problem. One preventative method the DoD seems to be gravitating toward is advanced authenticating technologies. Here’s a look at what they’ve tried and recent contracts awarded by the Defense Advanced Research Projects Agency that indicate where they might be heading.
As Uber’s robot-trucking division is engulfed by legal troubles, several startups are poised to reinvent the freight business. Starsky Robotics, Embark, and Drive.ai all recently unveiled detailed plans regarding the next phases of their technologies. Which strategy will prove successful?
EBN Dialogue enables you to participate in live chats with notable leaders and luminaries. Open to the entire EBN community of electronics supply chain experts, these conversations see ideas shared, comments made, and questions asked and answered in real time. Listed below are upcoming and archived chats. Stay tuned and join in!