You might want to know that Lynn Sumida created a new program called "Success beyond beliefs" ( sometimes called Fear to Freedom). It is an extention of the conversation you had with her on the plane and much more... It allows us to discover what realy drives our actions and to acquire the know how neccessary for bringing change. Awesome stuff.
Personal constraints can come from any number of sources: past failures, invalidation, lack of know-how, counter-intention or even from another suppressive individual who's got some influence over the scene. A training session can help if...if the issue is simply a lack of know how. In my line of work, I've seen miracles happen simply because someone had been operating with misunderstood words about his post and what he was supposed to be producing. In that scenario, he's insecure and prone to play a smaller game in terms of his productivity. Security and confidence are only drawn from knowledge and the ability to apply that knowledge.
Ben, good and much informative article. Everybody wants to be more competitive, but in order to become more competitive they are comparing themselves with the weaker colleagues or friends. They are not actually comparing with the real potential talence actually they possessed. When compare with the week, we may feel that we are great and if the comparisons are with more talented the results may be in reverse. In such cases, benchmarks can be help to overcome constrains and to explore the individual potentiality. Since our professional life is very much mingled with personal life and more over we are considering it as a part of day to day life, automatically all such constrains may reflect in work place also.
Dennis, the woman on the plane was Lynn Sumida, President of Miruspoint. Her program called Prime Potential is more about education and self realization than training. I agree that training can give you information or skill but rarely is it transformational. Getting at the stuff that has constrained individuals for years cannot be corrected in two hours in a training classroom.
Anna, checkout FREEBENCHMARKING.COM as a “go to” reference on electronic materials pricing. It is confidential, independent, and guaranteed.
Agree with everyone's comments with respect to due diligence and the negotiating power of validated price information. I believe Barbara is referring to our components price benchmarking web tool, which can be found at www.freebenchmarking.com.
Any time you enter into a negotiation, you should be prepared with as much information as possible. Pricing is the key to the realm, so any company that negotiates without due diligence probably deserves what they get. On the other hand, there are few tools to do so, so consolidating pricing information is time-consuming and probably inaccurate. Benchmarking.com's tool should be a big asset for the industry
I agree completely with the article. It never hurts to verify and actually that should be one of the key responsibilities. But yes many people knowingly or unknowingly hesitate to do that. They realize it only when customer speak or the problem is big enough to hide.
It sounds like you really lucked out on getting an interesting plane buddy! I'd be really curious to read her work, if she ever got around to publicly publishing a study or paper on the subject.
I do agree that an employee's self-imposed constraints can limit their performance and potential... and I do agree that training can eliminate these constraints... to some extent.
For example, you mentioned how an individual's confidence can be a constraint. Would a training program really be able to "fix" such a problem? Such a thing is very much tied to a person's overall personality and I doubt a two hour training session in a conference room would somehow manage to transform a reckless, risk-taking egomaniac into a confident, cool, careful decision maker.
Anyhow, I'm very curious as to how she believes such constraints could be eliminated... especially given she is also of the opinion that many of the existing HR training programs are ineffective.
I cannot but agree. Trust is a good thing but it's not about feelings but about hard facts. How would anyone defend a business decision based on trust if things fall apart later? In the case of the electronics supply chain, managers must sometime make split decisions that may require them going with their gut but most decisions require deliberate thoughts and action. In such situations, it is better to weigh all the facts before arriving at the decision.
Ken did not address the issue of the veracity of the facts used by decision makers, however. It's all right to try to verify but how can you attest to the authenticity of the data upon which you base your decision? What tools are out there to help a manufacturer determine such things as component pricing, availability, genuiness and delivery? Must a manager develop the tools for gauging all these?
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.