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The Power of Effective Meetings

Sunday, November 11th, 2012

By: Tevin Smith

According to the National Statistics Council the average American employee spends about 37% of their time in meetings discussing various business issues. With so much time invested in these meetings it’s vital for business leaders to plan and execute effective meetings. Efficient meetings save time by allowing participants to get back to their work quicker, they also save money by enabling employees to reach new alternatives and solutions faster.

There are three important elements of planning successful meetings business leaders must consider:

  1. Is a meeting necessary?
  2. What type of meeting is necessary?
  3. When is the best time for a meeting?

Is a meeting necessary? We have all been in meetings simultaneously contemplating what we will have for lunch or if we have remembered to unplug the iron. Calling unnecessary meetings is a quick way to decrease employee morale and lose the trust of those you count on to deliver results.

Researching and analyzing should be done prior to a meeting. Once these activities are completed, it may then be necessary to discuss the findings in a meeting. This way valuable time is not wasted on tasks that are better completed individually. Meetings should be reserved for sharing information or advice, clarifying an issue, sharing concerns, or when your group feels a meeting is necessary. Keeping these best practice guidelines in mind will lead to more productive meetings and increased morale among employees.

The most common reasons to meet is to solve problems, make decisions, or to report information. Problem-solving meetings enable participants to identify particular situations that need improvement or development. Since the purpose of these meetings is to come up with new ideas they are usually discussion-oriented. In decision-making meetings participants are asked to reach a final decision from previously developed alternatives. These meetings require coordination and planning to keep people focused, and to ensure that a full range of opinions have been contemplated. The purpose of information-reporting meetings is to update people on the status quo or alert them to anticipated or planned events. These meetings are often a forum for making announcements, giving feedback, and providing progress reports.

Arguably one of the most important factors of planning and executing a successful meeting is timing. The right timing will create an atmosphere conducive to achieving the end goal of the meeting. The three optimum times for meetings are: one hour after you start work, immediately following lunch, and just before the end of the day. Early mornings tend to be the best time for decision-making or problem-solving meetings, most people are fresh in the morning and often more productive. When meetings are held in the early afternoon following lunch, participants mornings are free to prepare and they aren’t constantly peeking at their watches wondering when lunch is. Another good time for a meeting is at the end of the day. Tired employees are usually more relaxed, if there’s a somewhat contentious issue that needs to be discussed a time when employees are most relaxed will be best.

With over 11 million meetings held each day in the United States alone, leaders who plan efficient meetings save time, reduce cost, increase productivity, and morale among employees. With such far reaching positive implications, it is time business leaders put more planning and effort into effective meetings.

Tevin Smith is a guest writer for KRS Consulting. Tevin has a passion for small business and seeks to illuminate issues that promote productivity, growth, and sustainability of business. Contact Tevin Smith by email at tevin@krsconsult.com.  

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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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The Beauty of Failure

Sunday, December 25th, 2011

By Dr. Wesley Carter
So, you did not get that new job or you did not qualify for a new business loan. Maybe you failed to win a huge contract. Congratulations are due for either of the situations mentioned. It may be too soon to see the value of failure. But, if you remain vigilant, the value of failure will reveal itself.

Top selling business books contain page upon page on the merits of success. Winners are interviewed and held up for all to admire, but, what about the merits of failure? Failure is a powerful and valuable tool. Failure enables transformations and provides a contrast for success. The lessons learned from failure are responsible for many, if not most, wins. There are six critical reasons to appreciate failure.

Teacher: Failure teaches you what will and will not be accepted in a given situation.
Failure also shows you, who you really are. This knowledge equips you with a mental rearview mirror to assist you toward making better decisions in the future. Successful people perceive failure is a lesson rather than a destination.

Resilience: Most people can persevere and survive in the face of great success. Winners persevere in the face of failure. In fact, failure provides an opportunity to test your resiliency skills

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Five Reasons to Pick up the Phone

Friday, December 23rd, 2011

by Dr. Wesley Carter

Ask any professional and they will tell you that email is indispensable. Email serves a vital role in the operation process. Unlike live conversations, email enables individuals to rehearse messages before actually communicating to the recipient(s). In addition, email functions as a tool for communication, documentation, archiving, dissemination, invitations, tracking, and organizing.

However, the overreliance on text and email may be negatively influencing interpersonal relationships between professionals. Email simply does not have the potential to replace all communication mediums. There are at least five situations where email is not a very communication medium; debates, emotionally charged messages, private conversations, negotiations, and media richness needs.

The Rule of Six. If more than six emails are exchanged about the same topic between two people, within the same day, it is time to make a phone call. When numerous emails are exchanged within a relatively short period of time, email has outlived its usefulness and a voice-to-voice conversation is a more effective communication tool.

Context-sensitive messages. When the context of an email can be negatively misinterpreted, it is wise to make a phone call. Disagreements and misunderstandings can escalate quickly when emails are perceived negatively or too rigidly. In fact, emotionally charged communications may be exacerbated by email. A phone call provides both parties with the opportunity to clarify points and resolve issues in real-time.

Privacy Needs: One should never assume an email message is private. Electronic communications are never truly private. Most employers have the legal right to access any and all communication that occurs through company property. Truly private messages should never be relegated to email. If an email could be negatively perceived by organizational leadership or law enforcement, it should not be created.

Negotiations. Email is not effective tool for facilitating negotiations. However, after the terms have been negotiated, email is an excellent documentation tool. In a successful negotiation, each party feels fairly heard, represented, and compensated. Unfortunately, the lack of social cues inherent in email communication may not provide each party with enough information to perceive the negotiation positively.

Media richness requirements. Face-to-face communication is considered rich media, whereas text communication, such as email, is considered lean media. The classification of communication modes based on richness and leanness refers to the capacity for accessing social cues via a communication medium. It is easier to share social cues through face-to-face communication than email. Ideally, individuals should meet face-to-face when starting a new working relationship to negotiate the rules of engagement. However, face-to-face meetings are often impractical. In those instances where face-to-face communication is not possible, voice-to-voice conversation is the next best alternative. Email should only be utilized to kick-off new relationship if face-to-face and voice-to-voice are unavailable.

Before typing the next email, individuals should pause and evaluate whether email is the most effective medium to communicate the intended message. Taking a few seconds on the front end could save time, money, and relationships. It is an investment well worth the consideration.

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. This article originally appeared in the Charlotte Post.

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Consulting Favors Add Up

Monday, November 7th, 2011

By Dr. Wesley Carter

Rodney braced himself for yet another request for a favor of free consulting. His neighbor, Larry, approached him while carefully dodging the pile of freshly raked leaves. Rodney switched his rake to his other hand and gave Larry a firm handshake. Larry wasted little time before he launched into a diatribe about the trials and tribulations of owning a business in today’s economy. Within minutes, Larry asked Rodney do him the favor of reviewing his marketing plan.

Rodney stiffened at the tenth request for free consulting services in as many days. Friends, family, and even a few strangers routinely asked Rodney for consulting services without any intention of paying for the services. Rodney exhaled as he quickly calculated how much revenue he had sacrificed over the years by doing consulting favors.

 Without waiting for an answer, Larry reached in his pocket and pulled out a thumb drive with his marketing plan. But, this time, Rodney was ready. He looked at Larry and said, “Larry, it is time to give your business the attention that it requires. Why don’t you call my office with a couple of possible meeting times for us to get together next week? I want to give your business my full attention.”

Larry’s hand froze in midair. He had hoped to avoid paying for Rodney’s services. But, Rodney had had one too many lectures from his accountant. Every month, he gave away enough consulting services to turn a nice profit. Instead, he continued to struggle to make ends meet. Occasionally, he had to pick up teaching jobs at the local university to supplement his income.

 Larry made one last feeble attempt to persuade Rodney to look at his marketing plan over a bottle of wine later that evening. Again, Rodney declined, pleading fatigue, and repeated his request for Larry to call the office. Rodney felt a little embarrassment even as he stood his ground.

 After an awkward good-bye, Larry headed back to his house, thumb drive in hand. Larry resumed his yard work and prepared himself for more of the same conversations in the coming months. Until he had satisfactorily trained his circle of family and friends, he would be having similar conversations.

Larry had already gotten thousands of dollars of consulting with his requests for Rodney to review his financials and operating model. Rodney used to look out of his office window and see that Larry’s lights were out while he toiled over Larry’s documents. Rodney was tired of taking time from his paying clients to work on nonpaying projects for family and friends.

Rodney recognized that he was to blame for making it so easy for others to take advantage of him. More importantly, Rodney finally realized he had devalued his services by giving them away so freely. He knew that Larry would probably be resistant to call his office and become a paying client. Rodney was determined to get paid for his services.

Entrepreneurs frequently suffer requests for free services from family and friends. Whether from ignorance or more unbecoming intentions entrepreneurs are often asked to provide free services or products. Entrepreneurs must respect their value to resist being taken advantage of by others.

In anticipation of requests for free services, entrepreneurs should establish a budget for the amount of free services they are comfortable with providing each month. In addition to a budget, it is wise to establish criteria to assist with decision making regarding the requests that will likely come. Perhaps a portion of the services may be allocated to nonprofits. Services can be provided to individuals based on need or referral potential. Invoices should be provided for all services and a professional services credit should be reflected at the bottom. This small detail reminds that receiver that there is a cost associated with provided free services. It also establishes the foundation for requesting payment for future services.

Research indicates that 80% of small businesses go out of business within the first two years. It isn’t a stretch to consider that some of those businesses likely forfeited revenue due to the provision of free services to family and friends. It is important to remember that entrepreneurs garner respect for their products and services when they manage their business professionally. Others will respect Rodney’s services, as long as he holds to his commitment to terminate giving business away indiscriminately.

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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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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What is My Sales Cycle?

Monday, June 13th, 2011

By Dr. Renae Sanders

What is my sales cycle? Understanding this simple concept is the critical step toward building sustainable revenue for your business. While customers represent organizational relationships, business is won or lost on the people who touch the prospect or client. Each relationship is established and built throughout the sales cycle. Keep in mind, however, that trust is not established until the final product is delivered to the client’s satisfaction.

The sales cycle is defined as the period from which the sales person makes the initial contact with a prospect to the point when the deal is finalized. Some businesses consider the deal finalized when the contract is signed, others when payment is made, still others when the product is delivered.  I define the sales cycle as the time lapsed from the initial contact with the client or prospect to final delivery of the product. When you can determine the length of time between contact and the contract and the period from “yes” to YES, you can best forecast your sales projections.

An accurate sales forecast has numerous benefits. It is helpful when planning for future up/down turns in the market, decision to reinvest in your company, building the case for credit, or enlisting the support of investors for raising capital. Sales management is another important role related to the sales cycle. Leaders can better monitor the activity of the sales team and coach employees who need the attention. 

 Sales Cycle = Prospect > Suspect > Signed Contract > Implementation> Payment

As the old adage goes, you get what you measure and what better metric to measure than your sales. Whether a micro business or large corporate, the sales cycle is the respiratory system of the company.  Start tracking the lapsed time from contact and final product/service delivery and watch your sales increase.

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, Renae works with organizations, leaders, and managers to strengthen internal relationships. You can reach Dr. Sanders at info@krsconsult.com.

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