Issue link: https://iconnect007.uberflip.com/i/1278896
AUGUST 2020 I PCB007 MAGAZINE 25 As a manager, it can be tough to have all qualities in abundance. In an interview with the I-Connect007 editorial team regarding IPC's Certified Electronics Program Manager Course, IPC's director of education development Carlos Plaza said not to worry and explained how be- ing adaptable is most effective: "One of the mistakes that we often make in business is assuming people either have these things, or they don't—the "born leader" example. I'm not sure that it really exists. Sometimes, you have people with the right aptitudes for a particular prob- lem, and in the old days, those problems were pretty static and repetitious because technology and systems moved so slowly. But today, because they move so quickly, you need to have someone who's able to apply those aptitudes—be creative, have complex problem-solving skills, and emotional intelligence—constantly to different situations. That all starts with listening and being able to accurately take in the world around you without letting your ego get in the way. Checking your ego is one of the top things a leader needs as well." In the same interview with Plaza, instruc- tor Susan Mucha stated, "The bottom line is there's not one thing that makes a great leader, but a combination of really being able to know when it's time to lead and manage and being able to inspire a team rather than have to order them to do it." Leadership Challenges With these strong qualities in mind, I-Con- nect007 asked, "In today's business environ- ment, what are the greatest challenges facing leaders?" While many of the responses were what might be expected, the top response out- paced all others: finding and keeping talent. Clearly, finding and maintaining qualified em- ployees in the diverse electronics field is high on the list of concerns among survey respondents. As one respondent stated, "There is a chal- lenge in being both a technical expert as well as a personnel expert," while others noted that some leaders seem to lack empathy, overwork their employees, and have too many distrac- tions. Readers were concerned that leaders are challenged to adapt to the pace of change in the workplace and hit "moving targets," are restrained by shrinking budgets, and have blurred vision for the company. One respon- dent noted the difficulty of trying to grow your business when there are so many factors that are completely out of your control. Leadership Stories I-Connect007 further challenged respondents to explain their answers further and share sto- ries about inspiring leaders they had encoun- tered in their careers. Here are a few answers: • I admire Elon Musk. He establishes a bold vision and challenges his team and partners to get his companies there. He doesn't take "impossible' for an answer." And he is able to manage through his personality quirks. • I admire one of my co-workers. Scott is a long-term employee at the company where I work. He is an accomplished mechanical engineer who also serves as a manager. He understands the current technical details of several active design projects, coordinates department status meetings and outside testing, tracks action items, and manages good relations with our clients, just to name a few of his many functions. On top of that, he is always will- ing to take a few minutes to answer tech- nical questions, mentor newbies in the department, or even just take care of some- thing that needs to be done. Even though he is very busy, he maintains a good attitude in the face of adversity and stands up for what is right. He's also someone who can be trusted with confidential infor- mation and is supportive when you need help. Basically, he leads by example. • I admire my grandmother. She was born on a dirt floor in a small Midwestern farming community. She eventually built and ran the local hospital. One day, when