Archive for August, 2011

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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