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The Purple Elephant in Our Country

Sunday, November 11th, 2012

By Dr. Renae Sanders

The election has come and gone.  And thankfully so, on one hand, the airwaves are now free of the barrage of the negative political ads that bombarded the airwaves, especially, in the swing states where the ads had become a minute by minute occurrence. On the other hand, for some reality that their candidate had not won would come another day. The tragedy is that we do not have rules or regulations around political advertising when we are asked to make informed decisions about whom we should vote; but that is a separate article.

Today, let’s focus on the proverbial Purple Elephant in our country. The silent, yet ever-present and dangerous animal, that under writes our beliefs, attitudes, and actions.  Yes, its race. And it continues to fester below the surface of our great country. This is bigger than an apology. It’s bigger than reparations. It’s about our collective courage to face, own, and acknowledge that race is as much a part of our current cultural landscape as the air we breathe.

Emotional intelligence experts tell us that we must first be aware of our own emotions and what they are if we are to self-regulate our attitudes and thereby our actions.   Very simply, this means its o.k. to feel what you feel, but it’s unacceptable to act any way you want to act in response to those feelings; especially, if they are negative emotions.  Of course, this holds true for any negative response to emotions; but today – we talk race. Secondly, our emotional intelligence quotient (EQ) is higher if we then have an understanding of how emotion may affect those with whom we interact and how to leverage our awareness of emotions in our dealings – personally, professionally, or politically.

A rising tide floats all boats. Well, all decently constructed ones.  But you get the point. Therefore, the notion that the strength of America’s growing minority population will somehow erode the wealth and stature of America’s wealthiest is less than rational. Believing that in a global environment self-imposed segregation is beneficial and will help our kids cope with the rapid changes occurring in our country or their ability to compete is a response to beliefs of loss. Providing a superior education to the economically advantaged and then blame the poor for not doing more to take care of themselves is less than rational as well. The answers to curing the ills of our society lie in our collective engagement toward solving problems, self-awareness, emotional and social intelligence.

This election, and the last, exposed to many what they have feared with the growing demographic changes – that the democratic process would change the course of history. Surely, the British felt the same way, which is why the American Revolution occurred. In order for us to become a more perfect union, we must change as our country changes and we must respect what we have always seen in the defining moments in our history, “the minority will be heard, but the majority shall rule”.   This festering of unchallenged ideology has the potential to harm communities and create underperforming businesses, as morale, trust, teamwork, and knowledge sharing are compromised.

Author David Walsh wrote in his book, “Conversations with God”, that at our actions and decisions are based on the two primal emotions, love and fear. If we drilled down to the source of our behaviors, we are either acting out of love or on fear. War, segregation, political spin, bullying, analysis paralysis, and the inability to reconcile our sorted history are all based on fear.

It’s appropriate to quote, now, the lyrics from one of Dianna Ross’ megahits, “what the world needs now, is love, sweet love. It’s the only thing that there’s just too little of…”

Dr. Renae Sanders is the Managing Director at KRS Consulting, LLC, a management consulting firm specializing in organizational development and relationships. Believing people are the link between strategy and success, Dr. Sanders works with organizations, leaders, and managers to strengthen internal practices and relationships. Email info@krsconsult.com to book an engagement or meeting with Dr. Sanders.

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Posted in Diversity & Inclusion, Dr. Renae Sanders, Leadership, Multicultural, Organization Relationships, Organizational Change, Productivity, Small Business, Trust, Workforce Development | No Comments »

Bossy Co-workers

Wednesday, January 25th, 2012

By Dr. Wesley Carter
Everyone works with at least one. They are easy to recognize. They typically know everything about everything. They lord their infinite wisdom over the office and often have the first and last say on most issues. Never short of an opinion, is the bossy co-worker a productivity nightmare.

Bossy co-workers provide an over abundance of unsolicited advice and direction. According to them, and only to them, they know best. The stress in the workplace created by bossy employees manifests itself in decreased productivity and team cohesiveness.

Organizations lose productivity due to disruptions created by bossy employees. More often than not, bossy co-workers impose rigid codes of conduct on others and excuse themselves. Masquerading as experts, bossy co-workers impose their will on others and create a tense work environment. If the bossy co-worker outranks co-workers, it can be particularly bothersome. Abusing their power, bossy co-workers micro-manage lower ranking employees. Resistant to respecting organizational boundaries, bossy co-worker do not respect the rights of others.

Bossiness can result from insecurity, inflexibility, or over confidence. If a co-worker is insecure because of deficient or outdated skills, bossiness serves as a deflection strategy to divert attention away from their inadequacy. Unbeknownst to them, bossy co-workers are quite transparent. Still, they continue to hide behind a displaced sense of purpose, dispensing advice like cough drops. Conversely, if bossiness is a bi-product of over confidence, it can manifest itself as arrogance. In this case, co-workers should hold their ground and avoid interacting with the bossy co-worker. The lack of relationships may be enough to motivate a bossy employee to stop those behaviors that alienate others. If all else fails, a private conversation with the leadership may alert them of the productivity impact of a bossy employee.

Inflexibility is a clear indication of a bossy co-worker’s insecurity. While it is totally appropriate to adhere to company policies and procedures, few employees enjoy working under the watchful eye of a bossy interloper. Bossy co-workers would do well to focus on their own performance.

Bossy adults were likely bossy children. Left unaddressed, little tyrants have become big tyrants. There are several strategies for dealing with bossy co-workers:

Do not over-share. A bossy co-worker only needs a tiny morsel of information to start commanding and directing. Clearly, but tactfully, establish your boundaries. Simply state, “I’ve got it under control.”

Some bossy co-workers precede their intrusions with a rhetorical comment, such as, “If it were me.” Listen respectfully, evaluate whether you can use any of the guidance constructively, and proceed appropriately. No need to feel obligated to follow their instructions to the letter. When you have heard enough, politely excuse yourself.

It is doubtful that you will be able to get a bossy co-worker to change. However, you should establish boundaries to minimize the interruptions. Politely say, “No, thank you.” Those three words clearly articulate your decision without a lengthy dialogue. Teach your bossy co-worker that their advice is unnecessary and unwelcome.

Remember, you are at your place of employment and therefore, should always conduct yourself professionally. Work diligently to minimize the time-drain spent interacting with your bossy co-worker. Focus on doing your job very well and leave the bossy co-worker to their antics.

Dr. Wesley Carter authors a weekly business column in The Charlotte Post newspaper. Carter holds a Doctor of Management (DM) degree from the University of Phoenix with an emphasis in Organizational Leadership, an MBA from the Babcock Graduate School of Management at Wake Forest University, and a B.A in Management from the University of North Carolina at Charlotte. This information may not be copied or shared without permission from Dr. Wesley Carter. If you have a question, email wacarter153@gmail.com or call (704) 992-1211.

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Selling through Presentation

Sunday, December 25th, 2011

by Dr. Wesley Carter
Making presentations can increase the heart rate and anxiety level of even the most tenured executive. In business, the oral communication and the physical document are the two most common components of every presentation. Public speaking terrifies most individuals. Thankfully, there are organizations dedicated exclusively to helping individuals develop their speaking skills. A quick search on the Internet will provide a list of resources.

Presentations should be developed based on the specific audience for the information. In business, presentations are typically geared toward selling an idea, product, service, or concept. Therefore, it is critical that the presenter is very knowledgeable about the respective topic.

The oral portion of a presentation is different than the actual physical document used to convey an idea. Both, the oral and physical presentation must tell a story. And both must contain an introduction, middle, and conclusion. However, the oral presentation actually sells the idea, product, service, or concept. Hence, the importance of making a presentation that is memorable, persuasive, and succinct.

Before making a presentation, gain as much knowledge about your audience as possible. Will your audience consist of experts or will your presentation be their first introduction to the topic? If your audience consists of experts on the topic, your oral presentation can be presented at a high level with details included the Appendix, should you need to explain a concept in more detail. However, if your audience is not very knowledgeable of your topic, your presentation should be designed to teach and sell.

Know your topic! Nothing is more ineffective than listening to a presentation made by an individual with little or no knowledge of the topic being presented. Reading to the audience is a presentation no-no. Skilled presenters practice their presentations, and some even choreograph their gestures for emphasis, until they are smooth and natural. The tempo of the presentation should be conversational. Beware of rushing through the presentation.

At the beginning, the presenter should introduce themselves and the topic. Experienced presentations speak clearly, making frequent eye contact with the audience. Attire should be neat and professional to minimize distractions.

Generally, presenters should plan to spend about one minute per presentation slide. Upon the conclusion of the presentation, the key points should be reiterated. The presenter should invite questions. It is wise to repeat the question before responding because the audience may have difficulty hearing the individual posing the question.

The physical presentation typically consists of slides produced on a computer. There are several presentation tools available. It does not matter which tool presenters use as long as it produces professional presentations that can be accessed easily using the hardware that will be available at the presentation site. Design themes and templates should chosen to align with the presentation topic.

The slide layout is absolutely critical. Slides should be consistent and easy to follow. Dark words on a light background are easier to read from different vantage points in the audience. Punctuation, fancy fonts, and words spelled using all capital letters, tend to detract from the presentation. Presentation experts recommend that each slide consist of no more than five bullets, no more than two different fonts, and less than 35 words. However, this is a guide rather than a rule.

Slide transitions and animation should be kept to a minimum. Presentations that include numerous slide transitions and lots of animation are clear indicators that the presenter is a novice. When an audience is presented with heavy animation, it can be a like a dog chasing a squirrel, the audience becomes preoccupied anticipating the next transition. The topic of the presentation gets lost in the animation theatrics.

Just like the oral presentation, slides should be organized with an introduction, middle, and conclusion. Spell-check is a presenter’s friend. Typos can destroy the effectiveness of any presentation. Slides should include page numbers.

Finally, skilled presenters generally arrange for a trusted individual to review the slides before actually making the presentation. Another set of eyes will often uncover errors or inconsistencies missed by the creator of the presentation. A carefully prepared presentation is a valuable sales tool.

WESLEY CARTER DM, authors an advice column that leverages leadership and management strategies to solve common business problems. Carter holds a Doctor of Management (DM) degree with an emphasis in Organizational Leadership, an MBA, and a B.A. in Management. Carter is a partner at KRS Consulting, LLC in Charlotte, NC. If you have a question, email wesley@krsconsult.com. All submissions become the property of Wesley Carter. Call (704) 992-1211 or email to book an engagement. This article originally appeared in “The Charlotte Post”.

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What is Your Change Capacity?

Friday, December 23rd, 2011

by Dr. Wesley Carter
Kevin is a professional, driven, efficient, change agent. Kevin is intent on achieving his personal best in everything he does. Yet, he continues to feel frustrated at the end of every day because he did not successfully complete all of the items on his ‘to do’ list. Perhaps Kevin is too ambitious. Or maybe he is too hard on himself. Kevin’s experience is not unique.

Most busy professionals are on a never ending journey to improve personal efficiency in the hopes of carving out personal time or increasing productivity. Upon discovering new or more innovative strategies professionals must choose whether to change their current practices. Without change, improvement cannot occur. And without improvement, professionals become stagnant and lose their competitive edge.

Before embarking on any change effort, it is important to evaluate your palate for change. Do you typically act on your intentions? Are you able to observe others and imagine yourself performing similar activities? Do you initiate effort and maintain the level of commitment required to complete an action to your standards?

High self-efficacy, your confidence in your capability to execute some action, is a key component of successful change. There are four components of self efficacy; intention, vicarious experience, volition, and faith. Intention is a strong indicator of whether an activity is acted upon. Vicarious experience refers to the capacity to identify and observe how others whether similar changes. This information serves to confirm or dispute the practicality of our intentions.

Volition refers to the power of will. In fact, when we will ourselves to execute some action, we are acting of our own volition. Volition is a combination of initiative, motivation, and commitment. Faith refers to our confidence in our ability to accomplish some objective. Without faith, our efforts will be halfhearted and unproductive. Faith gives us the strength to raise our emotional arousal to the level necessary to sustain our commitment.

While it is impossible to prepare for every change that we encounter, it is totally possible to control how we experience and respond to every change. To do so, we need to make a conscious decision to take 100% ownership of how we navigate change. By owning our power to navigate change we become emboldened to actually achieve our objectives.

High performing professionals never stop driving to self-actualize personally and professionally. Like Kevin, we should all hold ourselves accountable for achieving our personal best. Are you satisfied with your productivity? If not, change.

Dr. Wesley Carter authors a weekly business column in The Charlotte Post newspaper. Carter holds a Doctor of Management (DM) degree from the University of Phoenix with an emphasis in Organizational Leadership, an MBA from the Babcock Graduate School of Management at Wake Forest University, and a B.A in Management from the University of North Carolina at Charlotte. This information may not be copied or shared without permission from Dr. Wesley Carter. If you have a question, email wesley@krsconsult.com or call (704) 992-1211.

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Diversity vs. Inclusion

Wednesday, August 31st, 2011

by Dr. Wesley Carter

Query the Director of Training of any Fortune 500 corporation and you will find diversity classes among the menu of available training courses. In fact, diversity initiatives are prevalent throughout the majority of large organizations. Even with the legislation and regulations imposed by the federal government, individuals still find themselves marginalized and prevented from access to wealth in large corporations on the basis of difference. Why is this?

However, shortsighted, the term “diversity” often brings images of people of color to mind.  Whether we choose to acknowledge it or not, for naysayers, diversity has come to symbolize quotas and preferential treatment. For individuals who feel threatened by diversity, it also symbolizes the redistribution of wealth and assets away from the people who control America’s power and wealth to the disenfranchised. How words are perceived and interpreted has a tremendous influence on how we operationalize objectives. 

While we have been extolling the virtues of diversity, there has been a political shift from income distribution to the accumulation of wealth in the United States. Even tax structures have been changed to encourage the accumulation of wealth.  A shift from thinking and behaving in terms of diversity vs. inclusion symbolizes a thrust from thinking in terms of race to taking on a much broader perspective based on inclusion of all individuals.

Inclusion initiatives can be shaped to create environments where tangible resources such a salaries, promotions, raises, and bonuses are distributed based on the value contributed to create solutions. In inclusion ideologies, intangible assets such access, social affiliation, authority and legitimacy are equally distributed among all members.

Whereas diversity has been associated with the redistribution of wealth, inclusion represents the accumulation of wealth based on the understanding that we are all interconnected, socially, intellectually, and financially; and that diverse ideas and perspectives allows us to solve problems collaboratively.  Perhaps an inclusion ideology may be more effective in decreasing the marginalization of particular demographics. Inclusion ideologies refer to the integration of individuals that represent various ethnicities, classes, genders, sexual orientations, ages, cultures, perspectives, and intellectual processing styles.  All demographics are accepted, respected, and appreciated in inclusion initiatives. The objective of inclusion ideology is to create synergy that produces organizational and operational effectiveness. Differences are appreciated and exploited to create environments where innovation and community can thrive.

WESLEY CARTER DM, authors an advice column that leverages leadership and management strategies to solve common business problems. Carter holds a Doctor of Management (DM) degree with an emphasis in Organizational Leadership, an MBA, and a B.A. in Management.  Carter is a partner at KRS Consulting, LLC in Charlotte, NC. If you have a question, email wesley@krsconsult.com . All submissions become the property of Wesley Carter. Call (704) 992-1211 or email to book an engagement.  

Query the Director of Training of any Fortune 500 corporation and you will find diversity classes among the menu of available training courses. In fact, diversity initiatives are prevalent throughout the majority of large organizations. Even with the legislation and regulations imposed by the federal government, individuals still find themselves marginalized and prevented from access to wealth in large corporations on the basis of difference. Why is this?

However, shortsighted, the term “diversity” often brings images of people of color to mind.  Whether we choose to acknowledge it or not, for naysayers, diversity has come to symbolize quotas and preferential treatment. For individuals who feel threatened by diversity, it also symbolizes the redistribution of wealth and assets away from the people who control America’s power and wealth to the disenfranchised. How words are perceived and interpreted has a tremendous influence on how we operationalize objectives. 

While we have been extolling the virtues of diversity, there has been a political shift from income distribution to the accumulation of wealth in the United States. Even tax structures have been changed to encourage the accumulation of wealth.  A shift from thinking and behaving in terms of diversity vs. inclusion symbolizes a thrust from thinking in terms of race to taking on a much broader perspective based on inclusion of all individuals.

Inclusion initiatives can be shaped to create environments where tangible resources such a salaries, promotions, raises, and bonuses are distributed based on the value contributed to create solutions. In inclusion ideologies, intangible assets such access, social affiliation, authority and legitimacy are equally distributed among all members.

Whereas diversity has been associated with the redistribution of wealth, inclusion represents the accumulation of wealth based on the understanding that we are all interconnected, socially, intellectually, and financially; and that diverse ideas and perspectives allows us to solve problems collaboratively.  Perhaps an inclusion ideology may be more effective in decreasing the marginalization of particular demographics. Inclusion ideologies refer to the integration of individuals that represent various ethnicities, classes, genders, sexual orientations, ages, cultures, perspectives, and intellectual processing styles.  All demographics are accepted, respected, and appreciated in inclusion initiatives. The objective of inclusion ideology is to create synergy that produces organizational and operational effectiveness. Differences are appreciated and exploited to create environments where innovation and community can thrive.

WESLEY CARTER DM, authors an advice column that leverages leadership and management strategies to solve common business problems. Carter holds a Doctor of Management (DM) degree with an emphasis in Organizational Leadership, an MBA, and a B.A. in Management.  Carter is a partner at KRS Consulting, LLC in Charlotte, NC. If you have a question, email wesley@krsconsult.com . All submissions become the property of Wesley Carter. Call (704) 992-1211 or email to book an engagement. 

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Getting the Next Appointment

Wednesday, August 31st, 2011

by Dr. Wesley Carter

There are few things more frustrating that trying to get an appointment with a resistant prospect. Even when you have conducted your research and presented yourself professionally, some prospects are still resistant to being pinned down for a meeting. Sometimes a conversation goes awry because the prospect simply does see any value in meeting with you or, conversely, talks so much that you cannot get a word in.

Sales success is dependent upon the ability to build rapport and trust with prospects. But first, you must get the prospect’s attention. Maybe you have successfully met with a prospect and struggled with getting the next meeting. Or perhaps, you have difficulty getting the first appointment with a particularly difficult prospect. Either way, it is time to commit to a set of strategic scripts designed to help you get in front of your prospects.

Always attempt to schedule your next appointment before the close of the first meeting. If you are attempting to schedule a first appointment, it is better to have the conversation face-to-face. Try to avoid asking a yes or no question when requesting an appointment. Instead, say, “Would earlier in the week work better than later in the week for us to get together? Morning or afternoon?”

 How a prospect responds controls the next step. Learn to recognize a soft decline. Prospect soft decline responses range from “my secretary manages my calendar” to “I don’t have my calendar with me” or “Let’s touch base in a couple of months when things calm down.” Each response dictates a different appointment strategy.

If the prospect responds by claiming their secretary controls their calendar, you will need to listen carefully for the unspoken message. If the prospect notifies you that their secretary will be contacting you to schedule the next appointment, chances are, they are at least committed to the next appointment. However, if the prospect simply states that their secretary manages their calendar and does not offer a specific commitment to arrange another appointment, they are giving you a soft decline.

This is when you need to step up and tactfully take charge. Say, “I can only imagine how busy you must be. If you will give me your secretary’s name and phone number, I will gladly take responsibility for arranging for us to get together. Will you also ask her to expect my call?”

Now, be quiet and allow the prospect to respond. If they are genuinely interested in meeting with you again, the secretary’s information will be forth coming. However, if the prospect is resistant to providing you the requested information, you have not successfully convinced them of your value proposition. In this case, you need to uncover the reason for the resistance. You may need to go back and tweak your value proposition or competitive advantage.

Sometimes you may ask for a meeting only to hear, “I do not have my calendar with me.” It is unlikely that a prospect really does not have a calendar available because most cell phones include a calendaring function. However, it is courteous to give them the benefit of the doubt. Offer a solution, “If you will give me your email address, I will email you a couple of days and times to connect. Would morning or afternoon work best for you?” In this situation, try to make it as easy as possible for the prospect. If the prospect honestly does not carry an electronic calendar with them and they are open to getting together, they will accommodate your suggestion.

Every salesperson has been put off with the old, “Call me in a couple of months when things calm down at work.” If left untended, it is unlikely that the prospect is actually going to meet with you in two months. Pushing to get a meeting scheduled despite their request to wait two months could backfire. Instead, research the prospect to learn about professional affiliations, social roles, or noteworthy events.

Begin to identify articles, studies, events, or other information that might appeal to the prospect’s interests. Attach a handwritten note to the information and mail new information to the client every two weeks until you get closer to the end of the two month moratorium.

When you get an appointment confirmed, be sure to follow up with a handwritten note to thank the prospect for their time in advance. Include a recap of the appointment specifics such as the time, date, objective, and location. Do not forget to include your contact information. Now, go get’em!

WESLEY CARTER DM, authors an advice column that leverages leadership and management strategies to solve common business problems. Carter holds a Doctor of Management (DM) degree with an emphasis in Organizational Leadership, an MBA, and a B.A. in Management.  Carter is a partner at KRS Consulting, LLC in Charlotte, NC. If you have a question, email wesley@krsconsult.com . All submissions become the property of Wesley Carter. Call (704) 992-1211 or email to book an engagement. This article originally appeared in The Charlotte Post.

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Leading through Partnership

Wednesday, August 31st, 2011

By Dr. Wesley Carter

Benjamin is one of the top three commercial contractors in his hometown. On Monday morning he arrives at work with an entire plan for reorganizing his operations process. He emails a memo to all of his employees with details of the new strategy and immediately begins implementing changes. 

However, Nathan, also a top three commercial contractor, arrives at work on Monday for an 8:30 am meeting with employees from all levels of his organization to review the results of an employee survey about operational strategy. Nathan’s operation has grown by more than 60% and he invites his employees to provide guidance on maintaining the customer centric and employee friendly environment.

Both owners are intent on maintaining a competitive advantage and growing their business. Yet, their approaches are totally different. Benjamin drives from the top of the organization and Nathan leverages a participative approach from his business school days. Nathan relies on the insight from his employees to develop strategies and plans.

Both businessmen are successful and both are committed to their respective leadership approach. And while both approaches may be successful, one is clearly more employee friendly than the other. On a deadline crunch, Nathan has been known to put on a pair of jeans and work side-by-side with his engineers at a building site. He makes a point to help out wherever he is needed and enjoys a great relationship with employees at all levels of the organization.

Benjamin is a very successful businessman and while he treats his employees with respect, he rarely involves them in leading the organization. For Benjamin, employees are a means to an end. He pays well and expects total dedication. His company has thrived in a down economy. Convinced of the merits of his leadership approach, Benjamin rarely reveals the details of his strategy to his senior leaders until it is time to execute.

There are advantages and disadvantages to a top-down organizational leadership strategy, as well as, a partnership leadership strategy.  A top-down leadership strategy is grounded in control. Benjamin spends the majority of his time planning, organizing, and commanding. In his mind, Benjamin’s organization is a machine and his role is to drive productivity through the machine.  Benjamin’s autocratic leadership style is quite effective when decisions need to be made quickly. However, extended periods of autocratic leadership can lead to the lack of creativity and lower employee commitment.

Employees in an autocratic leadership environment often experience fear and resentment. Invariably, the lack of employee participation in decisions that affect work tasks fails to uncover obstacles that could be avoided if only they were included in the planning process. Choosing not to consider the ideas and opinions of the employees actually executing the work can have a disastrous effect on operations.

Nathan, on the other hand, engages internal and external stakeholders in developing strategies and plans. He respects his employees and trusts their judgment. Nathan recognizes the influence of technological innovation on the “how” of completing tasks at work. Completing even the simplest tasks requires a degree of mental work by highly skilled professionals. In fact, the confluence of different ideas and skills required to run a profitable business can only occur through partnerships.

Soon, if not already, Benjamin will begin recognize that he cannot keep pace with technology and maintain the quality of his decision making. Ultimately, Benjamin will have to adjust his operational style or suffer the consequences in terms of profitability and/or employee commitment.

At the genesis of his business, Benjamin’s autocratic leadership style may have been very effective. However, he will need to begin to rely on the talent within his ranks if he is to remain competitive. Additionally, he may find that his employees appreciate having a say in developing strategies and plans, since they will be responsible for executing.  

It is imperative that every manager periodically review their leadership style and adjust to the environment as necessary. While there is no one best way to lead, the strategy should align with the situation for optimal results. Have you evaluated your leadership style lately?

WESLEY CARTER DM, authors an advice column that leverages leadership and management strategies to solve common business problems. Carter holds a Doctor of Management (DM) degree with an emphasis in Organizational Leadership, an MBA, and a B.A. in Management.  Carter is a partner at KRS Consulting, LLC in Charlotte, NC. If you have a question, email wesley@krsconsult.com . All submissions become the property of Wesley Carter. Call (704) 992-1211 or email to book an engagement.  This article originally appeared in The Charlotte Post.

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Workplace Corrosion

Wednesday, August 31st, 2011

by Dr. Renae Sanders

Corrosion is a chemical reaction between materials and its environment that creates deterioration between the material and its properties.  Corrosion in the workplace can and will cause deterioration among work teams and processes.

Look at it this way, if pipes represent the processes and technology organizations have invested in to improve productivity and bottom lines. Then people are the nuts, bolts, washers, and bushings that enable pipes to process throughput and create efficient operations. Organizational efficiency starts with people.

The current employment levels, economic performance, concerns about the future and emerging workforce strategies such as workplace integration create a delicate, often tumultuous, situation for employees. U.S. corporations, large and small, are operating with fewer human resources than ever – the demand for more creativity and productivity continues to bombard workers. Yet, taking a week of vacation disconnected from the daily work stressors are over for many hard working individuals who are expected to take work with them thanks to mobile technology.  The uncertainty about jobs creates tension as individuals work at insane levels to prove they are worthy to be kept onboard if another layoff comes. Teamwork and collaboration are harder to maintain when the threat of a layoff looms ahead and workers want to show their stuff.

In times, like these, rather than relying a robust pipeline of replacement workers to replenish burned out workers. Organizational leaders must create opportunities that allow employees to decompress, strategize, and create. It’s no secret that people have three dimensions physical, spiritual, and emotional and all must get attention if workers are to perform at the top of their games, producing and solving problems. Otherwise, companies can expect to pay the long-term costs related to healthcare, poor reputation, and underperformance.

Simple Steps to Overcome Workplace Corrosion

Unified effort – make sure everyone is working toward the same goal. Be sure everyone knows the direction of success.

Employee development – when stress strikes the first signs is lack of communication. Workers are moving so quickly to keep the balls in the air they often delay communication until it’s too late; then the “squeaky wheel” is the focus of attention. Refresher courses related to communications and time management are excellent courses to offer before the next crisis hits.

Short team building activities help workers reconnect in fun, small blocks of time, onsite or offsite.

Speak publicly and positively about your team to others inside the organization. There is little in the workplace as nice as someone mentioning a positive comment made by the boss.

Complete respect refers to recognizing that no matter the challenge, we can always be respectful toward each other.

If companies want to run like a well-oiled machines, then they will need to make those choices that allow engines to run most efficiently including lubricating and maintaining the nuts, bolts, and washers that keep the system operating at peak performance.

 People are the links between strategy and success!

Related articles

Scary Work Scenario

Dysfunctional Organizations

Dr.Renae Sanders is the Managing Director at KRS Consulting, LLC, a management consulting firm specializing in organizational relationships. Believing people are the link between strategy and success, Dr. Sanders works with organizations, leaders, and managers to strengthen internal relationships. Email info@krsconsult.com  to book an engagement or meeting with  Dr. Sanders.

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The Office Tyrant

Saturday, July 9th, 2011

Dr. Renae Sanders

Imagine a workplace where the top official is a tyrant, a bully, a complete “donkey”! Belittling employees, frequent soliloquies (dialogue just does not occur), broken promises, subpar pay and boastful attitudes occur in many organizations and in some companies a litany of behaviors maybe documented. Bad behavior is occurs more in this down market than it did during the economic hay day of the past. This behavior is rampant in large and small organizations. But what toll does this take on organizations and its employees?

The impact of incivility on productivity and revenue in organizations are real, yet most business leaders are blind to the role they play in these circumstances and the impact of poor behavior on bottom-line results is clouded by perceptions of external factors and blaming “others” for organizational results. The truth is when you repeatedly chip away at coworker and employee confidence, self esteem, and creativity you are shooting your organization in the proverbial foot!

In fact, it seems these individuals get promoted rather than being dismissed. In this regard, short-term gains are given greater weight than long-term costs related to turnover, absenteeism, and increased healthcare costs (depression, hypertension, and stress), and even lawsuits from employees placed in harm’s way when a disgruntled, offended employee goes “postal” on colleagues.

Many books and articles have been written advising employees on how to cope with workplace tyrants and bullies. Yet, the real culprits are the organizational leaders who turn a blind eye on the bullies citing improved performance. Or the tyrannical leader who believes his or her behavior is the “authoritarian” style of leadership and who are blind to their own behavior.

You are an Office Tyrant if you believe:

  • Your way is always the best or only way to be successful.
  • Everyone is an imbecile except you
  • Others can only hear you if you yell at them
  • Employees should be able to read your mind
  • Employees work for you and not for themselves or their families
  • Insults are an effective motivational tool
  • People have no value unless they are driving revenue (even if you hired them in a non-revenue generating role)
  • If there were more people just like you in the world, the world would be a better place for everyone

As an employee, your ability to survive working for a tyrant is likely if your leadership team recognizes bad behavior as uncivil and costly to the organization and works to rectify the behavior via coaching, therapy, performance feedback, or time away for the office offender. Otherwise, your best bet is to find a new role away from these individuals and continue to contribute to your organization’s success. Unless, you are challenged by this type of work environment! 

In large well branded companies, these behaviors may get lost or be hidden in the complexity of the organization, but in small companies that rely more heavily on employee loyalty, customer referrals, and reputation. Such behavior can have detrimental, often immediate, effects on the bottom-line. Thanks to technology and social media the world fits in the palm of everyone’s hands. Your business’ future rests on the influence of others’ tweets or Facebook posts.

If you are the tyrant, discover what beliefs you hold about others and leadership and modulate /correct bad behavior. We are all on the same team!

Related Articles

In the Workplace: It’s the Tyrants Who Prosper

How to Turn the Table on Bully Bosses and Workplace Tyrants

Dr. Renae Sanders is the Managing Director at KRS Consulting, LLC, a management consulting firm specializing in organizational relationships. Believing people are the link between strategy and success, Dr. Sanders works with organizations, leaders, and managers to strengthen internal relationships. You can reach Dr. Sanders at info@krsconsult.com.

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Are You Adding Value?

Friday, June 17th, 2011

by Dr. Wesley Carter

How do you add value to your company? What actions do you take to help your company grow and prosper? Every employee and every business owner should ask themselves the same question – - “Am I adding value?”

Globalization and competition challenge today’s work environment and stimulate an incredibly volatile and dynamic work environment. As the forces that drive labor shift, success becomes more and more dependent on the competence and execution of human capital, or individuals that comprise the workforce.  

All successful companies have at least one thing in common – high-performing individuals contribute to their success. These individual are the single most valuable asset of any successful enterprise. As such, human capital has the greatest impact on organizational success. Every individual should ask themselves – - “Am I a high-performing individual?”

 High-performing individuals are serious about professional development and take every opportunity to develop, grow, and master skills that contribute to operational excellence. These top performers have a genuine hunger for knowledge so great that they willingly use their personal time to develop themselves. In addition to taking advantage of learning opportunities at work, they can be found pouring over a book at lunch, attending night classes, and learning from their peers. High-performing individuals seek opportunities to demonstrate competence, such as certifications, degrees, and leadership.

Re-engineering is one of the favorite activities of high-performing individuals. So intent on driving success through efficiency, they constantly evaluate work flow and make changes as necessary. “Because we have always done it this way,” will never pass their lips. If the reason for executing a task cannot be tied back to the organizational success, the task is not valuable.

Further, technology does not confine high-performing individuals. Instead, these individuals harness technologies to create efficiency. A high-performing individual perceives technology as a means to an end. Inefficient technologies are scrapped if they cannot be modified to serve the organization.

Moreover, high-performing individuals positively contribute to organizational culture. They recognize the impact they have on individuals in the organization and make a conscious effort to create positive relationships and a positive work environment. Organizational culture refers to the shared assumptions, beliefs, and behaviors of company’s employees and volunteers. High-performing individuals take ownership of helping to shape organizational culture.

Lateral growth is as important as vertical growth to high-performing individuals. Lateral growth activities include, but are not limited to, engagement in industry and job policy, serving in professional organizations, peer-to-peer development, and mentoring. High-performing individuals do not wait to be designated as leaders. They take leadership seriously and execute leadership whenever and wherever necessary.

The work ethic of a high-performing individual is marked by a sincere commitment to being an extra set of hands wherever it is needed. They do not shy away from work proclaiming, “It is not my job.” They are constantly scanning the organization, looking for places to contribute to organizational success. These “plug-and-play” individuals are characterized by flexibility, critical thinking, and high levels of competence.

Most importantly, high-performing individuals understand the metrics of success for their specific industry and organization. They make it their business to know exactly what drives success in their organization and then they contribute positively. High-performing individuals possess the courage and commitment required to step in and redirect unproductive efforts. They are champions of change.

Today’s hypercompetitive business environment requires individuals to voluntarily deliver far beyond the traditional requirements outlined in their job description. Our country was built by courageous, committed, hard-working, high-performing individuals. Are you a high-performing individual?

WESLEY CARTER DM, authors an advice column that leverages leadership and management strategies to solve common business problems. Carter holds a Doctor of Management (DM) degree with an emphasis in Organizational Leadership, an MBA, and a B.A. in Management.  Carter is a partner at KRS Consulting, LLC in Charlotte, NC. If you have a question, email wesley@krsconsult.com . All submissions become the property of Wesley Carter. Call (704) 992-1211 or email to book an engagement. This article orginally appeared in the Charlotte Post.

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