Irrespective of industry, the goal of learning and development is almost always the same: identify skill gaps in the workforce and bridge them by equipping employees with the knowledge, tools, and abilities to perform better and meet the larger goals of the organization.

As a leader, developing and coaching others is a necessary skill in my arsenal. Supporting professional growth in others, to me, feels like finding hidden treasure. I can know you have potential, but to help you, I need to discover what exactly it is and what the best pathway for you develop that potential.

The Millennials are a generation who experienced an up-economy during their childhood but a declining one as they came of age. Generation Z is a population that endured a down economy during childhood but are hopeful it will be up as they come of age. The last twenty years have been tumultuous. Over time, culture has evolved. Commerce changed rapidly, and information has increased each year.

Many sales organizations have become overly reliant on their top sales performers to achieve their goals. While it is convenient to say that we “hit our number” at the end of the quarter, the fact that a few top performers carried the team presents numerous challenges.

One thing is certain: To every business on the planet, cash is the equivalent of oxygen. Without cash, your company will suffocate and go out of business. As with oxygen, if you don’t have enough cash, your business will limp around in a zombie-like state, struggling to take advantage of opportunities to fuel growth.

Has the Great Resignation caused you to re-think your sales team hiring practices? If so, you are not alone. In the last 18 months, millions of employees have voluntarily quit their jobs for other opportunities. And the sales department is not immune to this phenomenon. According to the U.S. Bureau of Labor Statistics*, 4 million Americans left their jobs in July 2021.

Understanding others, how they process information, how they like to receive information, how they like to interact, allows us to build a good working relationship which is critical to persuasion. It is important to note that building a good working relationship is an ongoing process. It means you continue to understand each other so you can communicate well.

What we’ve learned from the sudden shift to remote work is that people are generally quite positive about technology adoption to support their work and learning requirements. Many learning and development (L&D) professionals have scrambled to keep the lights on during the COVID-19 pandemic but, at the same time, they have taken the opportunity to evolve learning experiences into the digital era.

He started out as a software professional, working with multinational companies. Then 13 years ago, Sreenivas Dasari pivoted to something entirely different, helping launch the 7 Food Court along a busy stretch of highway between the south Indian cities of Hyderabad and Vijayawada. The gleaming rest stop offers travelers a place to refuel with hearty local fare like dosas and idlis, while teenagers mill around sipping cold drinks from the Thick Shake Factory.

To-do lists, productivity apps, meditation, morning routines, evening routines -- there are countless ways you could boost your productivity. But, according Richard Branson, the most important one is this: Exercise.

The COVID-19 pandemic has had far-reaching and long-lasting implications for individuals across all aspects of life – health, family, work, and more. Given the impact the pandemic has had on employees, many organizations were prompted to examine the support they provide to them. According to Gartner’s 2020 Well-Being Benchmarking Survey, over three quarters of the 77 U.S.

Communication is a critically important part of doing business, but not everyone comes equipped with flawless communication skills. In fact, many professionals struggle when it comes to effectively interacting with business leaders, other employees and prospective customers. Unfortunately, the cost of bad communication habits could be the loss of career opportunities, potential clients or business deals.

In today’s incredibly digital world, there’s still no substitute for the personal touch that great customer service can offer — whether in person or online. However, companies and brands need to bring their A-game these days.

The average human lifespan is absurdly, terrifyingly finite. If you’re lucky and you live to 80, you will have lived about four thousand weeks. This truth, which most of us ignore most of the time, is something to wrestle with if we want to spend our limited time on this earth well.

We live in a world buzzing and flashing with distractions: Slack messages sidle onto screens, phones vibrate with breaking news and chats from the group chat, and worries about COVID and other threats break our concentration. No wonder staying focused can be a challenge.

The business world has changed drastically during the pandemic. It demands innovative ways to speed up the skill acquisition of employees. Training organizations now require a training design that enables much faster development of employees’ skills and performance. Not all training designs are equipped to achieve or support that speed.

That strategy execution is one of the greatest organizational challenges is nothing new. The causes of derailed strategies have been well chronicled — from not actually being strategies, to organization dysfunction and misalignment, to excessive internal focus.

Job burnout is on the rise, according to several surveys. People are feeling emotionally exhausted, detached from their work and colleagues, and less productive and efficacious. This makes them more likely to suffer health consequences, need sick days, and quit their jobs.

A high-paying client calls to say he’ll be in town tomorrow and would like to come meet the team. The manager panics, scrambling to extract the team lead from her country house, the client liaison from the South of France, and Jack … where does Jack even work from these days?

Quarterly Business Reviews (QBRs) have been a mainstay for key account management for some time. But just a few years ago they—and for that matter, the whole customer success function—were the new kid on the block. And they were difficult to pull off. It was hard to get the right data, hard to build a case for value, hard to predict success and alter implementations.