We caught up with the brilliant and insightful Deloris Easley a few weeks ago and have shared our conversation below.
Hi Deloris, thanks for joining us today. Being a business owner can be really hard sometimes. It’s rewarding, but most business owners we’ve spoken sometimes think about what it would have been like to have had a regular job instead. Have you ever wondered that yourself? Maybe you can talk to us about a time when you felt this way?
Being a business owner brings me joy, a sense of freedom, and purpose. However, I also enjoy my work as a professor. Teaching, mentoring, and contributing to the academic community is not only fulfilling, but it also allows me to interact with students in ways entrepreneurship does not always provide.
When I think about the contrast between the roles, I remember a time when I had finished my professor responsibilities for the day, but my consulting business still needed attention. As I sat at my desk surrounded by notes, I thought about what I would be doing if my workday were over. As I reflected, I also thought about why I started my consulting business in the first place. It was to use my expertise beyond the classroom. My desire has always been to help companies strengthen their operations, provide guidance through difficult decisions, and extend my impact in different areas.
Upon checking my email, I saw an email from a consulting client thanking me for helping them gain clarity on an issue they were facing. Their appreciation reminded me that entrepreneurship allows me to serve in a different way. It challenges me, but it is also very rewarding. I ended the day tired, but I was also grateful. My professor role gives me stability and purpose. My consulting business gives me freedom and allows me to make a deeper impact. Together, they contribute to who I am and the calling I feel led to pursue.
Deloris, love having you share your insights with us. Before we ask you more questions, maybe you can take a moment to introduce yourself to our readers who might have missed our earlier conversations?
I am Dr. Deloris Easley, an Assistant Professor, a Doctoral Research Chair, and the owner of a consulting practice that focuses on logistics, operations, and supply chain strategy. My path into this work developed over time through experience and a desire to serve others in both education and the supply chain industry.
I began teaching in higher education more than fourteen years ago and discovered how much I enjoyed helping students grow in their understanding of business and supply chain management. As I gained more experience, I recognized an opportunity to use my skills to help organizations strengthen their operations and processes. This led to the launch of my consulting business, where I use my industry knowledge and background to help companies improve operational efficiency.
In my consulting work, I provide services that include operational assessments, strategic planning, and process improvement. Each client requires something different based on their unique needs. My goal is always to bring clarity, identify gaps, and offer guidance on practical changes that lead to measurable results.
What sets me apart is the combination of academic insight and real-world industry experience that allows me to take a practical approach to addressing organizational needs. I take the time to understand the challenges my clients face, and work with them to find solutions that fit their goals. I believe in excellence and in treating people with respect while working through challenges together.
I am most proud of the impact I have made in both roles. As an Assistant Professor and Research Chair, I support students and doctoral candidates as they address and complete assignments and research projects. As a consultant, I help organizations overcome challenges. At the heart of my work is a simple commitment to serve with integrity, excellence, and grace. This commitment guides my brand and reflects the standard I hold myself to each day.
How do you keep your team’s morale high?
Managing a team and maintaining high morale begins with creating an environment where people feel valued and supported. My time in leadership roles in both corporate and academic settings has taught me that teams perform at their best when they understand expectations and know their work matters. I aim to communicate with clarity and consistency. In my experience, teams work more effectively when they understand the purpose behind their work and how their efforts support the organization’s goals. When that clarity is present, I have seen engagement and ownership increase.
It is also essential to build trust by being present and responding to concerns promptly and respectfully. Actions such as acknowledging accomplishments and recognizing efforts help strengthen morale. Another key factor is creating opportunities for professional growth. People want to feel that they are developing new skills and moving forward. Taking steps to help individuals stay motivated and confident in their abilities goes a long way toward increasing morale.
Maintaining high morale also requires consistency. Leaders set the tone each day. When team members see that you hold yourself to a high standard, treat others with respect, and are supportive during change or pressure, they are more likely to follow that example. Strong teams are built over time through trust, communication, recognition, and a culture of respect. When these areas remain at the forefront, morale grows, and people are better equipped to deliver their best work.
Have you ever had to pivot?
One of the most meaningful pivots in my career came when I moved from industry into higher education. I had spent several years in leadership roles where I managed teams across multiple states and gained experience in operations and leadership. Before that, I operated a transport business, which gave me an early understanding of what it means to run a company and make decisions that have a lasting impact.
Stepping into my first management role required a new level of responsibility. I learned how to guide people and make decisions in real time while supporting teams across different locations. I did not know it then, but those experiences prepared me for an even bigger change later in my career. When the opportunity to transition to higher education arose, I saw a chance to apply my experience in a new way. It was not an easy decision because it meant leaving a familiar path. However, I saw an opportunity to use what I had learned to help others move forward, which changed the direction of my career.
Each pivot taught me something different. Moving from industry to education helped me adapt and grow, and it gave me a purpose-driven path that continues to guide my work today.
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Janet Newton