Hour by hour, how we spend our time adds up to how we spend our lives — and for many of us, the sum can feel unsatisfying. Cultural attitudes embedded in adages like “time is money” spur us to prioritize efficiency and to look for ways to condense and consolidate to maximize how much we can get done. But which activities should we really prioritize if we want to craft our best lives at work and in life? We lack a way to assess our time spent from the perspective of the value we personally derive from it. We need such a measure if we are to make the best allocations of our time and build more satisfying lives.

A recent study by MIT reveals a concerning statistic: 95 percent of AI pilot projects fail. This alarming rate highlights significant challenges in transitioning AI from experimental stages to successful implementations within organizations. Understanding the root causes of these failures is crucial for businesses aiming to leverage AI effectively.

Key reasons for the failure of AI pilots
A lack of clear, well-defined objectives. Many organizations embark on AI pilot projects without a precise understanding of the problem they aim to solve or the specific business value they expect to gain. This often leads to projects that are technically sound but fail to deliver real results. Ultimately, this makes it difficult to justify further investment or time.

That was the start of my call with a chief human resources officer (CHRO) at a reputable nonprofit recently. They reached out looking for resources to support what seemed like a rapidly declining workplace culture. Teams weren’t working together as well as they used to, employees weren’t performing at their usual level, and managers were at a loss about what to do. Something was off.

I reminded the CHRO that they’ve been here before. The culprit? Uncertainty.

CEOs spend their careers mastering performance metrics: revenue, EBITDA, market share, retention, and more. They train for scaling, handling crises, navigating disruption, better leadership abilities, managing public relations, and much more. But there’s one leadership moment few prepare for: stepping down.

Succession arrives for every leader. And the end of a tenure isn’t just an operational shift; it’s an identity shift. The stimulation, challenges, and constant decision-making that defined daily life for years suddenly disappear.

AI sales tools are changing how vendors offer products. So are human sales pros still needed? You betcha! The next SAP Insights newsletter explains.

Salespeople in the time of AI: Sales is in the “is AI going to take my job?” category. AI tools for sales are helping companies craft customized product plans—see: the rise of consumption-based pricing—to help customers get the most out of their investment. So, who needs people, right? Your customers do, that’s who! They, too, love a good AI tool, but they also love a salesperson who they trust, who knows their company, and who gets them.

When does the sales cycle end?
Many sales professionals believe that a signed purchase order is the be-all and end-all of the sales process. However, in the buyer’s mind, a signed purchase order is the beginning – a tentative step toward the ultimate goal: value realization.
That’s the essential element of both buyer-first and value-based selling: elevating interactions above the transactional and focusing on building long-term relationships with buyers to enable their success.

Depending on what you sell, you may be experiencing a period of stagnation. Some of my clients are finding that their customers are delaying buy decisions, often choosing a “wait and see” approach. Why? In most instances, there is no urgency for them to invest, so their preference is to wait until some point in the future. The good news is this can create pent-up demand, which will need to be filled at some point soon. However, that doesn’t help you close sales right now.

Management professionals have a challenging but rewarding job, leading their employees to new heights and encouraging their growth. The best management books for managers and leaders can help these supervisors improve at and excel in their jobs. From offering actionable ways to inspire employees to reminding managers that they don’t know it all, these works can open doors to promotions and boost productivity. Anyone who aspires to achieve bigger things needs a game plan. This list of books for managers can help you create your plan and execute it to perfection while motivating your employees to bring their own A games to work.

Steve Jobs often talked about different traits that lead to success, if only because he was so often asked. One was being willing to ask for help. Another was taking an unconventional path, and doing things other people typically don’t—or won’t—consider. Another was collecting a wide variety of experiences so you could solve problems in unique ways. But the Apple co-founder reserved special attention for perseverance. As Jobs said:

I’m convinced that about half of what separates successful entrepreneurs from the non-successful ones is pure perseverance. It is so hard. You pour so much of your life into this thing. There are such rough moments … that most people give up. I don’t blame them. It’s really tough.

In our chaotic and fast-paced world, emotional intelligence keeps us grounded. It helps us be successful in our work and remain satisfied with our lives. Often we focus on what it means to be emotionally intelligent, and what actions emotionally intelligent people take. However, we rarely ask what things emotionally intelligent people don’t do.

Here are seven habits emotionally intelligent people avoid at all costs.

This article sounds like a beast, but it’s one of the shortest I’ve ever written. My backup title was Adventures in Account Management, but I didn’t want to get too cute. Here we go!
I was at the optometrist’s office, waiting for my broken glasses to be fixed, when SHE walked in.
She approached the receptionist and said, “I’m the new rep for [an eyeglass frame company], and I stopped by to introduce myself.”
She handed over her business card and bolted out the door.
Are. You. Kidding. Me?

The rollout of Google’s AI search function has led to a significant decline in Web traffic, making it even more challenging for businesses to manage their online presence. The rise of large language model AIs is transforming how internet users discover information, forcing organizations to reorient their digital approach towards truly owning their relationships with their customers and visitors.
For decades, organic search has been a somewhat straightforward – albeit constantly evolving – discovery tool: users Google a question, click links and land on a site. Search engine optimization strategies could improve a website’s ranking in search results, and a wide web funnel helped convert customers.

If you’ve ever tried canceling an internet subscription or disputing an unexpected charge, you know the drill: Hold music, chatbot loops and long wait times. For consumers, it’s often a friction-filled experience. For companies, it’s both a cost center and a branding liability.

In 2024, Qualtrics XM Institute reported that poor customer experience was putting $3.7 trillion in global sales at risk. And while many companies have deployed AI assistants to handle routine tasks, those tools typically stop short of full resolution.

The 10 biggest risks facing companies today underscore an important reality about preparing for the next crisis—the nature of the risks that can trigger a crisis are always subject to change.

The top threat that is now confronting companies is disinformation that is often driven by polarized political agendas, according to the latest quarterly Reputation Risk Index that was conducted by the Global Risk Advisory Council. Compare that risk to the Council’s Index for the first quarter of the year, in which the misuse of AI was the top-ranked threat.

Micromanagement gets a really bad rap. The word itself makes team members cringe and leaders bristle. But what if I told you not all micromanagement is bad? In fact, when done right, it’s not about control; it’s about clarity.

I have a fresh take on micromanagement for you: it’s all about improving your micromanagement of outcomes, not individuals. This approach isn’t about hovering over someone’s shoulder and scrutinizing every little detail. It’s more about being dialed in to what truly matters—vision, expectations, communication, and feedback. When a leader is clear, present, and informed, teams thrive. When a leader checks out, confusion follows.

Unlock potential, drive innovation, and shape the future. What separates a leader who merely manages from one who truly inspires? Today’s leaders must do more than oversee operations: they need to ignite passion, cultivate innovation and drive meaningful change.

Transformational leadership coaching is a powerful tool that helps leaders develop the mindset, skills and strategies to lead with vision, purpose and authenticity. Whether you are an aspiring leader or an established executive, embracing transformational coaching can redefine your impact and unlock untapped potential in you and your team.

You walk into the meeting room and everyone's already talking. But the actual conversation hasn't started yet. It's happening in the crossed arms, the tapping feet, the quick glances at phones. Most people miss these signals completely. They focus on words when body language screams the truth.

You’ve sat through thousands of meetings. Pitched to prospects who seemed to give the go ahead while their bodies said no way. Negotiated with collaborators whose words promised partnership while their posture hinted at problems. You don’t need to become a mind reader. You need to become a pattern spotter.

As a founder, you start your business with a bold vision, a breakthrough product, and tremendous industry expertise — but most founders don't have a background in sales. Yet, selling is the lifeblood of any startup or small business. So, how do you go from avoiding sales conversations to confidently closing deals and driving growth? This article will provide a practical, no-fluff guide for founders who need to sell but don't see themselves as "salespeople." It will introduce strategies founders can use to build stronger client relationships, better sales outcomes and increased productivity.

In sales, we often focus on performance metrics — pipeline, quota, close rates. But what if the secret to long-term success isn’t just in the numbers? 

What if it’s in the quality of your relationships? 

For more than 85 years, the Harvard Study of Adult Development— the world’s longest-running study on happiness — has found a consistent truth: Good relationships keep us happier and healthier. Period. Not wealth. Not achievement. Not status. Just deep, authentic human connection. 

Charles O’Reilly started his career in the military and probably would have stayed there but for one major problem: “I wanted more control over my life.” Although he was ambitious, O’Reilly prioritized the freedom to pursue his interests over any status or impact he might achieve as an officer. He left the Army to pursue an academic career, trading external markers of success for the possibility of meeting his own intrinsic goals. Now a professor of organizational behavior in Stanford Graduate School of Business, O’Reilly argues that those motivations and trade-offs matter.