Is the Right Person in the Right Role?

Cognitive Technology Puts Team Productivity First.

 

Workforce turnover can be extremely costly and disruptive when it comes to organizational development and the ability to execute. Despite the embedded costs and lost revenue results, management teams often rationalize such churn as business as usual. With the support of their boards, they often focus on the risks of failing to retain their top executives, salespeople, and technologists, while leaving other turnover ignored across the organization. 

 

But what if executives could universally increase the probability of recruiting and developing the right person for the right role — and then obtaining higher performance and retention through innovative lifecycle metrics that integrates personalized training results. 

 

Solving this perennial challenge requires finding and supporting the talent best suited to the team by emulating how the best athletic coaches develop high-performing teams. In most cases, this doesn’t necessarily mean finding “top talent.” Instead, assessments for ideal “fit” from the outset are critical to team composition and ability to learn and perform in high-stress situations. 

 

Adopting a Systems Model for Productivity: Putting the Team First

 

The traditional point-to-point employment model first analyzes individual skills, competencies, and personality types. Expanding upon this approach can help reduce turnover, as there is little operational or financial leverage in building an organization person by person while other employees continue to come and go through a continuously revolving door. 

 

Instead, a systems model can help with both assessing and developing the high-performing teams that make up organizations. This includes Executive teams, Sales teams, Product 

Development teams, Production teams, R&D teams, Implementation teams, and Support teams. 

 

A systems view enables objective assessments that cut through subjective, observational, and historical criteria to focus on team composition and specific roles within the team. From this vantage, neurodiversity matters and importantly, lower-level, and mid-level employees are critical team players that also impact execution and results, even if they’re commonly overlooked or ignored in project planning and corporate development. 

With Reflective Performance, Inc., our cognitive assessment centered in Executive Function measurement helps optimize greater productivity with attention to the sum of all parts. 

 

Creating System Change: Driving Performance from the Human Source 

 

Human factors are widely understood as determinants of business success, yet they are rarely managed systematically through objective data. Advances in cognitive science have created a new method to measure performance across the employment lifecycle through Executive Function skills in terms of cognitive functioning and mental acuity. Reflective Performance, Inc.’s Reflect / EF software app measures the brain’s responses to provide a score around four fundamental measures: a composite Executive Function score and underlying measures of Working Memory, Cognitive Flexibility, and Impulse Control. 

These scores represent how people think, act, and make decisions — and can be analyzed based on norms developed for diverse employee groups. As a result, they provide an enhanced measure of performance improvement at the root-cause level across the workforce, with even greater success than content knowledge or experience. They develop innovative insight into how employees perform in the moment-critical in team relationships, customer interactions, and unsupervised operations. 

 

Executive Function Scores. 

Systems Analysis. 

 

  • Team Composition, Roles, and Dynamics. 
  • Focused KPI Correlations (Operations and Employment Lifecycle.
  • Employee Awareness and Self-Improvement. 
  • Team Improvement. 

 

High ROI and Higher Profitability   

 

Human-centered Systems Design and Augmented Intelligence 

 

AI is powerful for assessing performance yet best applied in combination with a more forward AI: Augmented Intelligence. 

 

When organizations are viewed as a human-centered system, advanced cognitive measurement creates two transformative performance levers: 

 

Performance understanding is moved upstream to the mind-body connection. This Productivity Multiplier is developed by corporate talent and teams working in unison at the highest efficiency across the business out to customers 

 

Achieving these competitive advantages starts with SaaS measurement through a 5-minute  game for a greater understanding of human factors, then analyzed through a systems model.

 

Reflective Performance, Inc.’s Executive Function analytics further unlock solutions for workplaces to address turnover by supporting the right person in the right role while doing so in a way that’s mutually beneficial for job prospect, employee, and employer alike. 

 

Corporate leaders can be empowered from upstream measurement of cognitive functioning to develop clearer root cause analysis across domains and team by team. They are then better equipped to develop their organization for peak performance and achieve operational excellence by viewing corporate structure and systems in new, human-centered ways. 

John G. Carlson, © 2025, all rights reserved jc******@**********************nc.com

Reflections on 70, a Muddy Boots Blog.

 

In October, I turned 70, retired from ECS, became an independent consultant and senior advisor to Delaware Valley Family Business Center, and decided to continue my board work with the for-profit and nonprofit world. 

 

I also committed to my partner and spouse of 45 years that we would travel more, walk more, and I would go to the gym. The dog and I are working out that I am home for lunch. I’m not quite there with Jacqui yet, but we are figuring it out. I also plan to fish more as I have learned that fishing is not about the fish. 

 

I am the youngest of three brothers and have seen what lies ahead through them. For the record, I am not a fan of “retirement.” I am a fan of staying active, staying involved in causes that interest me, and answering the call to service in ways that bring value.

 

I am looking forward to Jacqui and I doing more of this together. Retirement means we have the time to focus on what matters. 

 

I am also learning that sharing our experiences and lessons with the younger folks entering the system is the best gift. To convey that your vote, your voice in the political process, and how you spend your time, treasure, and talent matters. That why we face many challenges; it is not an option to sit on the sidelines. Teddy Roosevelt was right. It is the man (or woman) in the Arena that counts. We need everyone in the Arena. Otherwise, the individuals on the far right and left will decide our future. Make no mistake: freedom around the world is at risk. 

 

What matters is that we put Grandchildren over greed. That we look beyond our own backyard and see that poverty, freedom, and the environment are forces we ignore at not only our peril but that of future generations. Greed is a nasty word as it hits both at home and away. One would hope that the nation founded almost 250 years ago could look to our founding documents, live into its call to action, and give current credence. 

 

“We the People of the United States, in Order to form a more perfect Union, establish Justice, insure domestic Tranquility, provide for the common defense, promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity, do ordain and establish this Constitution for the United States of America.” And “Congress shall make no law respecting an establishment of religion or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the press, or the right of the people peaceably to assemble, and to petition the Government for a redress of grievances.

 

Establish Justice, promote the general welfare, free speech and press, redress of grievances. Quite a punch list, but not if we don’t all get in the Arena and we hold ourselves and our leaders accountable. That would put Grandchildren over Greed. If we do not, go to Arlington or Gettysburg National Cemetery and see the cost.

 

So much for retirement. 

How to Track the Sales Performance of Your Reps

The backbone of any equipment dealer is their sales reps. They are responsible for both taking leads and prospects over the finish line and converting them into customers, as well as nurturing current customer relationships and encouraging them to keep buying from you. Without an effective overall program and sales team, you won’t create new customers, and current ones will

 end up leaving you for the competition. The Sales Rep works with his team which includes the marketing, equipment, parts, service and, and support team.

 

Measuring sales performance is especially important for ensuring that your reps consistently meet their goals and that any issues are fixed as soon as possible. That’s where our partner, Zintoro, comes in. They will complete a sales performance analysis, so you can see how well your individual team members are doing, as well as identifying the target markets, products and the needed support teams at each branch and departments  

 

What is a sales performance analysis?

 

Zintoro’s analysis will give you an accurate picture of how well your reps are hitting their targets for key sales metrics: 

 

  • New customer conversion rates
  • Customer retention rates and sales and transaction growth with retention
  • Customer purchase frequency 
  • Customers at risk of being lost
  • Customer contact programs and ROIs
  • Overall revenue and gross revenue 
  • Customer satisfaction
  • Accurate forecasts for revenue, transactions, customers, and gross margin

 

You can also see where they are falling short in comparison to other reps and have a better idea of what the issue may be. For example, if their initial conversion rate is high but retention rate is low, then it might mean that they are not following up effectively or consistently. Their sales metrics reports show exactly who you need to follow up with and when. Individual reps can also see how they perform compared to their colleagues, which can help motivate them to improve and work with their support team and branch departments to improve results.

 

Why understanding performance matters for your business 

 

Sales rep tracking is important, because it provides managers a quick view of who is not performing and the steps that can be taken to make it better. Recognizing the most critical sales metrics helps managers set benchmarks for the team and then quickly see whether individual salespeople are achieving them or not. Without tracking sales performance, you won’t have any idea if your team is accomplishing what is needed to meet plan, or if there is an issue that must be fixed to support the sales team.

 

The earlier you recognize and understand sales metrics, the more time you’ll have to make corrections, put team members on action plans if required, and solve problems before you start losing customers. Zintoro’s forecasts for the future 12 months are consistently >96% accurate.

 

Request your sales performance analysis today! 

 

Once you know the sales metrics and how well your team is doing, Zintoro will identify what actions to take that will have the most impact on customer engagement, customer retention, and growth. The suggested actions tell you exactly what needs to be done to improve sales performance. 

 

If you want to start sales rep tracking and improving performance, or you have a question about which sales metrics are the most important, contact Zintoro today.

The Discovery of Hawaii

The discovery of Hawaii by the ancient Polynesians marked the conclusion of a 2,000-mile voyage, and one of history’s greatest adventures.

by Julian Karas

On this fourth of July I thought it appropriate to bring a bit of Hawaii to all of you.

 

The discovery of Hawaii was no accident. The Polynesians needed vision, courage, and all their maritime skills to make it happen. Travelling across more than 2,000 miles of ocean in open boats, they found themselves in a tropical paradise like no other. They wasted no time building a thriving civilization of their own.

They Wondered What Was Over The Horizon

Because of overpopulation, many people were having a hard time making a go of it in their traditional islands in the Marquesas (French Polynesia). They wondered if a more prosperous land lay over the horizon. As Polynesians, they were accustomed to travelling long distances by boat. After a while, they got tired of wondering what lay across the sea, and decided there was only one way to find out.

How They Navigated

The Polynesians set sail northward in their double-hulled canoes. Sailing without instruments, they found their way by observing the position of the stars, ocean swells, bird behavior, and cloud patterns. This practice gave them the ability to find their way to land without seeing it off in the distance, a traditional Polynesian art passed down from generation to generation.

They Didn’t Come Empty-Handed

The mariners loaded up their canoes with the plants and animals they needed to create a proper ecosystem: taro, breadfruit, sweet potato, bananas, sugarcane, coconut, as well as pigs, chickens, dogs, and sometimes rats. All of this enabled them to quickly get down to business and replicate their original homeland in a new environment. When the pioneers finally came ashore on the black sands of a Hawaiian beach, they realized they had discovered a paradise beyond anything they’d ever dreamt of.

Initial Settlement And Land Use

The most recent carbon-dating places the arrival of the Polynesians in Hawaii at around 1000 to 1200 AD. Not surprisingly, the newcomers preferred to settle near coasts and fertile valleys, in communities built on agriculture and fishing. They cultivated terraced taro paddies and elaborate fishponds, making ingenious use of the land from mountain to sea. The new society struck a balance between sustainability and their own needs for survival.

Social And Political Structures

Hawaiian society evolved into a complex class hierarchy from chiefs through priests, artisans, commoners, all the way down to slaves. Temples to the various Hawaiian gods and a series of ongoing community rituals provided the structure for traditional Hawaiian spiritual beliefs.

A Culture That Grew Up In Paradise

Isolated from the outside world, Hawaii’s culture flourished. All kinds of stories, chants, and ceremonies galvanized the islanders with a shared identity. Skilled artisans carved canoes, built mighty temples, and crafted tools with frenetic energy. All this time native agriculture and fisheries provided the bounty to feed a hungry civilization. That civilization was sustainable and resilient. They knew all the native plants, seasons, and the environment inside out. 

The Europeans Arrive To An Uneasy Welcome

Contact with the Europeans of Captain Cook’s voyage in 1778 brought inevitable change, but the Hawaiians held on tight to the memory of their own navigational heritage. In the 1970s, the Polynesian Voyaging Society built a traditional canoe to revive their system of star-based navigation. Its triumphant voyage to Tahiti in 1976 proved their method of overseas exploration was viable, and not a one-off accident. It was a renaissance transcending time, and gave Hawaiians a justifiable pride in their indigenous knowledge.

They Did It Their Way

Rome wasn’t built in a day, and neither was Hawaii. Polynesian settlement is a story of remarkable courage, maritime skill, ecological planning, cooperation, and smarts. The early voyagers traversed tremendous distances, recreated a complete ecosystem, and forged a fascinating civilization on the Pacific’s most isolated islands. It is a paradise that has endured to become America’s 50th state.

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Gratitude

This June, I experienced the gift and lesson of gratitude firsthand.

I had reason to check in with my doctor, and he ran a quick echocardiogram. He picked up something and suggested I see my cardiologist. I have long known I have a prolapsed mitral valve, and I get it checked regularly. We determined it was time for the valve to be repaired or replaced. After meeting with the surgeon, we scheduled a repair for late June and initiated all the preoperative testing.

 

This caused some changes in our travel plans, and my wife and travel friends all understood, and we moved on. Then, 6 days before surgery, I got T-boned in the Honda CR-V in the driver’s 

door, and the car was totaled. I wind up in the emergency room with a broken collarbone and a very sore left side. You would think of the bruises, that I had had a few too many, and went to a terrible tattoo artist.

 

I am fortunate it was not worse for me or for the others in the car that hit me. 

   

My point in this post is what I have experienced and what I want to share, suggesting that no one should take it for granted.

 

First, I extend my gratitude to the first responders. Second, for my spouse and family, who immediately put their arms around me. Third, for my church and friends who showed up on the news. Calls, emails, cards, meals, prayers, rides. I am very reminded of why we live where we do and the support that flows through this place. I am also grateful for the level of support and responsiveness of the Graham Company, Chubb, Highmark, Penn Medicine, and Faulkner Honda, who have made my care and car replacement a priority. My valve job is rescheduled for when I am healed, forecasted for August.

 

Community is everything; it has been a long time since I have been on the receiving end. A lesson to have plans and support in place when you need it and not take it for granted. My work at ECS, where many of the people we serve lack such a network, is very much on my mind. 

 

I am grateful for my network, friends, and family, as well as the support I have received and the opportunities that will come with my next medical adventure. I am also reminded that, for many, such support does not exist, and for that, we all have more work to do.

Gratitude, have it and commit to creating it for others who may not have the same network that we do. Support ECS in Philadelphia, Fisherman’s Mark in Lambertville, or other organizations with similar focuses.


And please, we have enough meals in the freezer.

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