Significant Career Lesson From A Supplier Manager At Cisco
A significant career lesson learned from a supplier involved removing ego from decision-making, focusing on "the betterment of the company" rather than personal gain. This approach, applied to negotiations and leadership, prioritizes company goals over individual achievements, resulting in more effective problem-solving and collaboration.
Negotiation, Problem-Solving, Leadership, Teamwork, Communication
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Christina Marone
Supplier Manager
Cisco Systems Inc - San Jose, CA
Michigan State University
Arizona State University
Industrial, Supply Chain Management
Technology
Operations and Project Management
Worked 20+ Hours in School
Video Highlights
1. Prioritizing company goals over individual achievements is crucial for success in supplier management. Focusing on what's best for the company, rather than personal gain, leads to better outcomes and stronger relationships.
2. Effective negotiation involves removing ego and focusing on collaborative problem-solving. This approach facilitates better decisions and builds stronger working relationships with suppliers.
3. Strong leadership is characterized by a lack of ego and a focus on achieving shared goals. The best leaders are those who inspire and collaborate effectively to reach a common objective.
Transcript
Q11: Significant lesson - career
What is one lesson that you have learned that has proven significant in your career?
This kind of ties to the humility and ego element. I learned this from one of my suppliers, who was a salesperson. I'm the procurement person, and we often battle it out for the right terms.
One of the things he told me sticks with me to this day. He said, "I take the ego out of every single decision maker."
You'll find that people make decisions for the betterment of their team, for themselves, and ultimately, for the betterment of the company. It helps to have that context. I'm not trying to make myself, my manager, or my team look good. I'm here to make the company look good.
For example, if I negotiate a price to a certain point but then have to carry a whole bunch of inventory, that's not better for the company. Taking the ego out of what makes me look good versus what is best for the company is key.
This also applies to solving problems and removing ego from negotiations. As leaders, the best ones don't have ego driving them. Instead, they have a goal, and they are excited about solving it with their team.