Issue link: https://iconnect007.uberflip.com/i/1479191
86 PCB007 MAGAZINE I SEPTEMBER 2022 you do, what you can provide to them, and the expectations of the deliverables. e best way to help you is to communi- cate. So, let's sit down, talk, and define a work- ing relationship, whether that's the CEO of a company, a supplier in Shenzhen, or your coworker in the next cubicle. We must define our expectations. Johnson: We talk a lot about communication. How have the past two years affected our ab ilit y to communicate ef fec tively? A re people more willing, able, and interested in communicating more closely, or is this still evading us? Dack: e last two years have shown us a lot about the need to communicate effectively. We all experienced the pros and cons of using online meeting soware, which has been either highly successful or marginally successful. It's relevant to the expectations. Johnson: Are you seeing behavior changes with the customers you interact with? Are you feeling like the expectations for how we com- municate are changing? Many of us are much more familiar with working in a video telecon- ferencing environment. We don't need travel for at least an approximation of face to face. Is that changing how the communication happens? Dack: It's a great question. We're seeing more data trying to take the place of our eye-to- eye physical human contact. We're relying on data. We must recognize this and realize that data can have pitfalls. If it's not rich data, it's not helpful. e expectations need to be set and met. Just today, I'm dealing with a com- pany that has sent us data, but they haven't sent us a fabrication drawing specification. ere are no acceptability specifications. ey've sent data with a PCB outline and some holes, but we don't know what the expecta- tions are for the tolerances. Can we V-score the sides or do they need to be routed? Can we tab route the sides? If we do these manu- facturing operations, will the expectations be met? So, data alone isn't cutting it without understanding the relationship between the stakeholders. Johnson: Do you feel like the ability to have a dialogue has gotten better? Dack: I think it's the same as ever. We need to understand personality types in order to shi to their communication preferences. Here are examples. ere's a type A, the "director type" who's goal-oriented, risk-taking, and great under stress. We shi into a certain communi- cation style when we communicate with a type A. eir expectations are that we're short, con- cise, and we have the answers. ere's a type B, the socializer (and I could be accused of being this). We're relationship oriented, outgoing, and enthusiastic, but in being such, we might not meet the expecta- tions of the type A personality. We may give you way too much information, but you may not need it. en there's a type C, the thinker, the ana- lytical. ey're detail-oriented, logical, and prepared. is could describe an engineer- ing personality. ey deal with facts and num- bers, and they may be accused of not necessar- ily being social. Finally, I describe a type D, the supporter type. While they're task-oriented, they tend to stabilize a group because they're supportive; they're the cheerleaders. ey show cautious optimism. The last two years have shown us a lot about the need to communicate effectively.