Archive for the ‘Workforce Development’ Category

Generation-Y Survival Guide

Thursday, December 20th, 2012

By: Tevin Smith

Generation-Y, Millenials, The Trophy Generation, whatever you choose to call them, according to the U.S. Bureau of Labor Statistics 36% of the workforce will be made up of these young professionals by 2014. By 2020, half of the workforce will be Millenials. To achieve long-term success, business leaders will have to keep Gen-Y happy and productive.

Here’s your 3-point plan to Gen-Y success:

Invest in development:

Gone are the days where money is the only motivator for young professionals. For most Millenials professional development is the most important benefit they’re looking for when choosing an employer. Millenials need to understand timelines for advancement and be kept in the loop about growth opportunities. A structured mentoring leadership development program for recent graduates is a great way to cultivate young talent for future leadership responsibilities.

Encourage teamwork:

For a generation raised in team sports and group projects, promoting team cohesiveness can increase productivity and loyalty. Millenials often feel a stronger connection to the people at a company than the actual company. Building strong relationships with colleagues will lead to a stronger connection with the organization as a whole.

Give responsibility:

A generation of risk-takers and thrill-seekers with immense confidence in their abilities, Millenials crave responsibility in the workplace. Giving responsibility doesn’t necessarily mean altering job descriptions. Ensuring young professionals know how their role contributes to the overall success of the organization is vital to Millenials.

Implementing these strategies will require time and effort on the part of today’s leadership, but with a large number of Baby Boomer’s nearing retirement the leaders of today cannot afford to neglect the movers and shakers in business of tomorrow. Using strategic approach to effectively leverage the talents of these fresh-faced thinkers will ensure a promising future for organizations.

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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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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Desparate Times

Wednesday, January 25th, 2012

by Dr. Wesley Carter
Sarah drives 25 miles to the grocery store, on the other side of town, to avoid running into anyone she knows. She is embarrassed to be seen using her EBT food stamp card. Times have gotten so bad that Sarah cannot feed her family without the food stamp assistance provided by the federal government. For an accomplished woman with a history of working and earning an income to support her family, this feels like a handout.

James hides in his house filling out job applications online, too ashamed to make the effort to get out and go to lunch with friends for fear that they will ask about his job prospects. Unemployed for the first time in over 20 years, James struggles to maintain optimism about his job opportunities. James is not alone. According to the Employment Situation Summary published by the Department of Labor, 13.1 million people were unemployed in December 2011.

Vanessa owns a small consulting firm. But, she has not generated any income in over a year. Too embarrassed to let her friends and colleagues know, she runs around town pretending to be on her way to an appointment with a revenue-generating client. She talks a big game and pretends that her consulting practice is still making money.

Taylor sits at the desk of the only employment he could find after being laid off from his six-figure job. Everyday he is browbeaten by his manager, treated like he is dumb, unskilled, and uneducated. He goes to work everyday, full of optimism, intent on making a positive contribution. By day’s end, he is exhausted by being mistreated and belittled. Taylor suffers quietly. He is too ashamed to tell anyone what he is experiencing.

All of these professionals share a common thread – – shame. Millions of Americans are suffering silently. This is the unfortunate consequence of the current recession. The amount of pain and suffering begs the question – - is there a better way to navigate desperate times?

In a recession, the decline in sales revenues and profits, threatens the sustainability of large corporations. In response, corporate leaders exercise cost cutting measures such as lay-offs, hiring freezes, and curtailing expenditures for new products and services.

Even if Sarah, James, Vanessa, and Taylor are the most skilled, accomplished, and resourceful professionals; they may still find themselves living with the consequences of the current economic crisis happening across the United States. There is no need to suffer in shame. This is not a personal crisis.

The United States of America is in a state of flux. During the past 24 months, we have experienced a slowdown in industrial production, a decline in real income, and a slump in consumer spending. So, why are so many Americans taking on the shame of struggling to take care of their families?

The answer lies in the experience of shame. Rightfully so, many of us should have managed our finances more responsibly. However, the recession was also brought on by many conditions outside of our control.

The sense of humiliation and distress causes many of us to suffer in isolation. When Sarah actually opens up and tells her friends and family what she is experiencing, she will find that there are several other families receiving help from the federal government.

James is basically keeping himself from finding employment because the people in his social and professional circles are unaware of his plight. When James finally confesses his lack of success in landing a job, his friends and colleagues will be able to engage and refer him potential employers.

Vanessa’s self-imposed isolation has kept her unaware of funding opportunities available to struggling small businesses. The hesitation to seek counsel, prevents Vanessa from exploring employment opportunities. If she were to make others aware of her available capacity, they could refer business or jobs to her.

When Taylor begins to share his story of degradation at the hands of his manager, he will finally be able to get some guidance on how to address his situation. Perhaps Taylor has friends that are in the same situation. Together, they can create a community of support and leadership to transcend their current working conditions. Whether the solution is a new job or a new attitude, Taylor will have the support to persevere.

The take-away is the same – - suffering in isolation, humiliated, and owning the recession as a personal burden is unproductive. Breaking the silence is the first step toward breaking the pattern of self-flagellation. If you see yourself in the stories above, take the first step and tell your story. You are not alone. There are resources and people willing and able to help you get back into the game. Begin to build your community of support and be empowered!

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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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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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!

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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!

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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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