If you want to spread the culture of Supply Chain and Leadership Excellence in your organization, consider these classes, workshops and online tools offered by Transformance Advisors.
The Lean workshop is a great source of inspiration. The format allows everyone to participant and gain insights into areas of opportunity for their lean transformation – whether just getting started or making course corrections to an established program.
The Alignment workshop provides a great opportunity to share and debate the challenges with getting everyone committed to the same objectives. It’s a chance for participants to share experiences when alignment was achieved and the challenges, and even disasters, that occur when people are not aligned on common goals.
The Fresh Connection simulation is the best tool I have seen for gaining an understanding of how decisions by various functional areas are intertwined with other areas and have a direct impact on ROI.
The Hybrid Supply Chain teaches your staff the of components of supply chain, then allows them to practice their new skills with the simulation technology of The Fresh Connection. All of this is taught with convenience and flexibility in mind using the “flipped classroom” model.
If you’re wondering why it’s so difficult for you to hold down a job, you might consider taking a personality assessment.
Science suggests there’s one personality type that’s more likely to be unemployed than others.
A new report from Truity Psychometrics, a provider of online personality and career assessments, found that, overall, being a “Perceiver” significantly predicts your tendency to be jobless.
ISFPs (people with a preference for Introversion, Sensing, Feeling, and Perceiving) were the most likely of all 16 personality types to report being unemployed. And INFPs, INTPs, ENTPs, and ESFPs were all more likely than average to report that they were out of a job, according to the report.
Molly Owens, CEO of Truity and developer of the TypeFinder® personality type assessment, isn’t too surprised by this finding.
She tells Business Insider the result replicates previous studies of the Big Five personality model that have repeatedly found that people with high levels of a trait called “conscientiousness” — or a person’s tendency to be goal-oriented and persistent — tend to earn more and be more successful in their careers.
She says Judgers are often highly conscientious while Perceivers tend to have lower levels of conscientiousness, so it’s expected that Judgers would experience more career achievement.
“Perceivers tend to be freewheeling, spontaneous types who dislike schedules and structure,” Owens says. “At the extreme, and if they haven’t developed good organizational skills, Perceivers can have trouble meeting deadlines and keeping up with demanding jobs. So they may actually be more likely to lose their jobs in the first place, if they’re not meeting expectations.”
Owens says Perceivers might also be more likely to spend more time unemployed once they’re out of work than Judgers. “Unlike Judgers, who dislike unpredictable circumstances, Perceivers are more likely to take the unexpected loss of a job in stride, considering it a good excuse for a little time off. Undoubtedly, it was a Perceiver who coined the term ‘funemployment.'”
“Judgers, on the other hand, are usually organized, goal-directed folks who prefer a predictable routine. They are valued in the workplace because of their attention to schedules and deadlines, so they may be less likely to lose their jobs in the first place.”
On the flip side of this, Owens says Judgers are far less likely to take to being unemployed since they thrive on structure and want to feel that they are constantly moving forward.
“So they’re more motivated to get back to work, and probably more organized about the process of finding a new job,” she says.
The changing characteristics of leadership. Today’s Millennials place less value on visible (19 percent), well-networked (17 percent), and technically-skilled (17 percent) leaders. Instead, they define true leaders as strategic thinkers (39 percent), inspirational (37 percent), personable (34 percent) and visionary (31 percent).
“Millennials want more from business than might have been the case 50, 20, or even 10 years ago,” said Salzberg. “They are sending a very strong signal to the world’s leaders that when doing business, they should do so with purpose. The pursuit of this different and better way of operating in the 21st century begins by redefining leadership.”
Curiosity is the engine of intellectual achievement — it’s what drives us to keep learning, keep trying, keep pushing forward. But how does one generate curiosity, in oneself or others? George Loewenstein, a professor of economics and psychology at Carnegie Mellon University, proposed an answer in the classic 1994 paper, “The Psychology of Curiosity.”
Curiosity arises, Loewenstein wrote, “when attention becomes focused on a gap in one’s knowledge. Such information gaps produce the feeling of deprivation labeled curiosity. The curious individual is motivated to obtain the missing information to reduce or eliminate the feeling of deprivation.” Loewenstein’s theory helps explain why curiosity is such a potent motivator: it’s not only a mental state but also an emotion, a powerful feeling that impels us forward until we find the information that will fill in the gap in our knowledge.
Here, three practical ways to use information gaps to stimulate curiosity:
1. Start with the question. Cognitive scientist Daniel Willingham notes that teachers — along with parents, managers, and leaders of all kinds — are often “so eager to get to the answer that we do not devote sufficient time to developing the question,” Willingham writes in his book, Why Don’t Students Like School?Yet it’s the question that stimulates curiosity; being told an answer quells curiosity before it can even get going. Instead of starting with the answer, begin by posing for yourself and others a genuinely interesting question — one that opens an information gap.
2. Prime the pump. In his 1994 paper, George Loewenstein noted that curiosity requires some initial knowledge. We’re not curious about something we know absolutely nothing about. But as soon as we know even a little bit, our curiosity is piqued and we want to learn more. In fact, research shows that curiosity increases with knowledge: the more we know, the more we want to know. To get this process started, Loewenstein suggests, “prime the pump” with some intriguing but incomplete information.
3. Bring in communication. Language teachers have long put a similar idea to use in exercises that open an information gap and then require learners to communicate with each other in order to fill it. For example, one student might be given a series of pictures illustrating the beginning of the story, while the student’s partner is given a series of pictures showing how that same story ends. Only by speaking with each other (in the foreign language they are learning, of course) can the students fill in each others’ information gaps.
This technique can be adapted to all kinds of settings: for example, colleagues from different departments could be asked to complete a task together, one that requires the identification of information gaps that the coworkers, with their different areas of expertise, must fill in for each other. Communication solves the problem — and leaves the participants curious to know more.
This article is from the Brilliant Report, a weekly newsletter written by Annie Murphy Paul.