Carl Eidson | Wilson Learning Worldwide Inc.
 

Carl Eidson

Carl Eidson 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 sales-force development, marketing campaigns and client-centred promotional events. With a doctorate in Industrial and Organisational Psychology, he has co-authored 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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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 wonders: “What’s the problem with this hand-picked team of high performers and how do I get them back on track?” Узнать больше

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 organisation, the ones left behind are working harder, feeling overworked, under-appreciated and often being underpaid. Узнать больше

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. Узнать больше

Blog:  During growth mode, don’t neglect your high performers (31 July 2013)

As organisations begin to hire and on-board new talent, it is easy for managers to make the mistake of spending all their time bringing new hires up to speed and re-directing 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 under-perform 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 burn-out, yet no one is checking in on them – or worse, managers are delegating even more to them without engaging them. Узнать больше

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 organisations to change their approach and their attitudes around engagement. Узнать больше

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?” Узнать больше

Article:  Leading from a distance: Six 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 reorganising to reduce labour 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 . . . Узнать больше

Article:  Learning transfer made easy: Four 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? Узнать больше

Blog:  Let's stop handling objections! (11 January 2011)

Consider this scenario: The customer says, “The competition has the same thing you have, but the price is lower.” What does the sales representative do? Possibly point out differentiators and highlight the value to the customer. If that doesn’t work, free value-adds might be thrown out to entice the customer to buy. And what if the customer continues to maintain a hard price position? In my experience, the salesperson will often end up giving in to the customer’s demands, lowering the price or margin or both, sacrificing profitability to save the sale. Узнать больше

Article:  Leveraging manager involvement for learning transfer: Three tips to pull learning through your organisation—A blueprint for success

Managers play a pivotal role in the transfer of learning and helping to drive performance results. But how can we best leverage busy managers' involvement in maximising learning transfer? We've honed it down to three practical yet effective tips. Узнать больше

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