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Carl Eidson
Carl Eidson Ph. D., Vice President of Business Development, Wilson Learning Corporation. Dr. Eidson leads and coaches a virtual team of over 100 independent distributors stretching from Toronto to Buenos Aires. To influence and impact results remotely, he leverages innovative communication technologies and virtual leadership skills to create systems for salesforce development, marketing campaigns, and client-centered promotional events. With a doctorate in Industrial and Organizational Psychology he has coauthored articles on selecting top talent published in scholarly journals including Journal of Applied Psychology, Human Performance, International Journal of Selection and Assessment, and Journal of Business and Psychology. Eidson is a frequent speaker on human performance improvement research and practices at professional conferences.
Written By Carl Eidson
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Article: 3 Winning Strategies for Prospecting: Right Prospects, Right Message, Right Attitude
If your organization is like a lot of sales organizations, you may have intensified prospecting efforts lately as old customers downsized, cut spending, and in some cases, switched to other suppliers. The problem is that prospecting is often time-consuming, costly, wasteful, and hard on the morale of the sales team. learn more
Article: 8 Tips for Team Survival in the New Economy
With shifting consumer demands, disruptive new technologies, and unpredictable financial dynamics, today's organizations have to be more agile and work faster to adapt if they want to thrive in the new economy. While senior leaders need to always be looking forward, anticipating trends and making decisions just ahead of the curve, the unit of the organization responsible for flawlessly executing these complex, ever-changing strategies is the team. learn more
Blog: Building Cultural Competency (8 October 2010)
A culturally diverse project team breaks down because team members can’t make a key decision that is core to the team’s mission. Some team members claim others are spending too much time off task and failing to share critical information. Other team members say the team leader is forcing decisions too quickly without allowing time for conversation, thought and consideration of alternatives. The executive sponsor is mystified. She wondered: “What’s the problem with this hand-picked team of high performers and how do I get them back on track?” learn more
Article: Burned Out and Stretched Too Thin: Tips to Re-Engage Your Team
It seems there are two types of disgruntled people in our current economy: those who don't have jobs and those who do. Why? Because for each person who has left an organization, the ones left behind are working harder, feeling overworked and underappreciated, and often being underpaid. learn more
Blog: Can Your Sales Managers Answer the Critical Questions Burning in the Minds of Salespeople? (8 October 2009)
In these tough economic conditions, it’s easy to believe that most sales forces are doomed to poor results and low morale until the economy turns around. But is this really the case? My informal observations across 10 companies and 8 industries would suggest—NO. learn more
Blog: During Growth Mode, Don’t Neglect Your High Performers (31 July 2013)
As organizations begin to hire and onboard new talent, it is easy for managers to make the mistake of spending all their time bringing new hires up to speed and redirecting those who are off track. This is a classic mistake that often leads to neglect of those high performers who appear on the surface to be highly engaged and self-motivated. The problem lies in the energy continuum where, at one end, those with low engagement underperform and “rust out” as they wait and see what is expected. At the other end of the energy continuum are the highly motivated team members who work so hard they are at risk for burnout, yet no one is checking in on them – or worse, managers are delegating even more to them without engaging them. learn more
Article: Getting Back to Growth Mode: Tips to Re-Engage Your Workforce
Things are looking up. Businesses are starting to grow again, and new opportunities are cropping up slowly but surely. Many companies are adding staff carefully, building the resources necessary to manage this new activity. New business calls for organizations to change their approach and their attitudes around engagement. learn more
Blog: Leading by "Remote Control" (5 November 2009)
One of our managers just had a group of employees move to home offices. As he described the situation, he acknowledged some worries. “What if they’re not as productive?” he asked. “How do those who are not used to working independently keep from getting distracted? How do I keep them motivated and focused?” learn more
Article: Leading from a Distance: 6 Leadership Strategies Managers Need to Know
In a market fraught with uncertainty, many companies have focused on cutting expenses and increasing productivity and efficiency as a way to stem market share losses and reverse downward sales trends. This often means downsizing and reorganizing to reduce labor costs, eliminate redundancy, and better target scarce resources. In the process, offices have been closed, divisions and departments merged, employees dispersed, and leaders challenged to manage wider spans of control . . . learn more
Article: Learning Transfer Made Easy: 4 Lessons Learned from Experience
If you ask a busy learning professional about learning transfer, you'll likely hear two things: First, it's very important; second, it's very hard. So what is it about the process that makes learning transfer so challenging? learn more
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