| DB Latimore Professional Services Group, LLC is a Human Resources Management firm specializing in maximizing workforce productivity in both organizations and individuals. |
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Contact Information
Website: www.dblatimore.com
Email: info@dblatimore.com
Mailing Address:
P.O. Box 138
Bealeton, VA 22712
Phone:
703-887-6501
 
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Specialties
• Human Resources Management Services
• Professional Coaching Services
• Organizational Assessments and Consultation
• Custom Designed Strategic Facilitation and Productivity Workshops |
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Free Consultation
Professional Coaching Services are offered in a variety of methods to enable enhanced productivity and are available to employees at all levels from Individual Contributor to Senior Leaders.
Sign up for your FREE consultation!!
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About Daphne
Daphne B. Latimore is the founder and Chief Executive of D.B. Latimore Professional Services Group, LLC a boutique firm specializing in Human Resource Management Consulting, Professional Coaching Services and Workforce Seminars.
As a senior HR Practitioner and Corporate Executive Daphne's leadership accomplishments have been cultivated within both the public and private sectors, with extensive experience in coaching and consulting senior leaders across diverse lines of business.
Daphne's business acumen, her 30 years of strategic and operational expertise and the application of Human Capital principles have been credited for successfully transforming and aligning domestic and international HR organizations with corporate business imperatives. She specializes in establishing sustainable workforce productivity programs and creating frameworks to support enterprise wide transitions. Her background includes cultural transformation, talent management and organizational effectiveness. Additionally, she is a skilled professional in the leadership of large scale integration efforts for mergers and acquisitions as well as oversight of corporate divestitures. Daphne is a featured columnist for Ealon Magazine, providing insightful guidance on career management. |
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Our Logo 
The hummingbird logo represents the potential agility of any workforce. We support the belief that minor adjustments to the way work is defined and delivered will improve the productivity of the performing unit and ultimately the organization |
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| April 2016 |
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 I am often asked how I like being an entrepreneur. It really is an interesting question, as most people are confused with the difference between an entrepreneur and small business owner, making the assumption that all small business owners are entrepreneurs. I am not an entrepreneur. I selected to become a business owner, to employ my skills within the expanding environment of human resources and focus on the importance of Organizational Effectiveness and Productivity.
The best definition I have found for an entrepreneur is someone who exercises initiative by organizing a venture to take benefit of an opportunity and, as the decision-maker, decides what, how, and how much of a good or service will be produced. (businessdictionary.com) An entrepreneur can certainly be a small business owner or vice versa.
Many corporations are embracing entrepreneurship as a part of their culture. There is the challenge to become more innovative. Inside organizations entrepreneurship is referred to as intrapreneurship.
Intrapreneurship represents "out-of-the-box" thinking which is more necessary than ever in today's marketplace, as corporations respond to changes in the world economy. Professionals working within corporations are being increasingly rewarded for using entrepreneurial skills to meet challenges in innovative ways.
Are you an intrapreneur? This month, I challenge you to explore your career through the lens of intrapreneurship. Explore opportunities to learn and apply out-of-the-box thinking, to enhance your current role. Don't hesitate to contact me leadership techniques and productivity points.
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2016 Leaders Journey
Begin your Leadership Journey by downloading our Free Special Report: What Does It Take to Be a Leader? and learn how to impact your organization. Register to receive free monthly productivity tips.
By reading this Special Report, you'll discover the mindset at the heart of leadership:
• Impact
• Responsibility |
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Thinking Like An Entrepreneur Within The Corporate Walls
 The words entrepreneur and corporation don't usually show up in the same sentence. One connotes a penchant for creative, seat-of-the-pants risk-taking, while the other usually suggests "we've always done it this way" risk aversion.
But "out-of-the-box" thinking is more necessary than ever in today's marketplace, as corporations respond to changes in the world economy. Professionals working within corporations are being increasingly rewarded for using entrepreneurial skills to meet challenges in innovative ways.
Marie, for example, pioneered an integrated system at the corporation she works for that gathers and compiles data from around the company for executives to use in their decision-making. It has evolved into a necessary part of data management for the corporation worldwide.
Rich suggested and took on the challenge of merging three products from three previously separate divisions within the multinational corporation where he works. By bringing these products under one umbrella, the organization realized a cost savings of $5 million a year.
Intrinsic in these real-life corporate examples are characteristics normally attributed to "intrapreneurs," a term defined by the American Heritage Dictionary as, "A person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation."
Professionals with entrepreneurial bent—intrapreneurs—feel a degree of ownership, take risks, make decisions and take responsibility willingly. Intrapreneurs are visionary and independent. They thrive on change, but they also know how the changes they want align with their company's objectives. They have good communications skills, and a high sense of curiosity and self-worth. Their mindset is more of creating a business than running a business. Intrapreneurs definitely don't buy into the "It's not my job" way of thinking, and they are more concerned with achieving results than gaining influence.
Successful corporate intrapreneurs understand that it's not enough to have a good idea. They also have to know how to get their ideas sold in the organization. Sometimes, those with innovative ideas have a hard time articulating and selling their ideas because of self-imposed boundaries or limitations. This is usually where coaching comes in and can be of great benefit.
Intrapreneurs benefit from their "find-a-way-to-get-it-done" attitude in the form of praise, promotions and increased job satisfaction. They see how they can make a contribution and bring value—playing in the game, rather than sitting on the sidelines.
For the organization, when individual barriers to performance are removed, retention, productivity and profits go up. Commitment and company loyalty surface; so does innovation and creative problem-solving. An infectious intrapreneurialism begins to take hold, which attracts even more intrapreneurially minded management.
In one example, the CEO of a privately held dot-com company realized that 95% of his corporate assets left the building every night in the form of his employees. Protecting his assets became a priority. He created an environment that appealed to the needs of his employees: on-site physician visits, social work, day care center, cafeteria and a gym. He brought in a pianist and massage therapist regularly. The result? Turnover was a mere 3% instead of the huge 20% corporations traditionally experience. People had fewer sick days. These two aspects alone saved his company millions of dollars. He saw company profits increase even during the dot-com crisis.
Most corporate cultures do not foster an environment of trust or safety for presenting new ideas. Add to that the stress of deadlines, cutbacks, and communication difficulties, and it's easy to send the wrong message. The coaching process provides a safe haven to explore and position new ideas. Having the opportunity to evaluate a new idea, understand its impact to the organization and role-play how to best present it for buy-in, is crucial for creating solutions that benefit the corporation and its employees.
Author's content used with permission, © Claire Communications
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PRODUCTIVITY POWERED BY P.E.O.P.L.E.®
P.O. Box 138, Bealeton, VA
DB Latimore operates from the firm belief that when policies, procedures and programs (P) are aligned with the efficiencies (E) of tools and systems, we optimize (O) our resources through product (P) affinity and collaborative leadership (L) to enable an engaged (E) workforce. |
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