Why the real key to success in this business is being a chameleon. Lately, it seems as if I've been inundated with requests for advice. Whether it be from Gen Z newcomers to the world of sales or veterans looking to hone their skills, I've been approached repeatedly by people who somehow think I know better. As good as this feels, it also makes me want to reassess what I share with those seeking counsel. And it makes me especially sensitive to the advice those same people might be getting from a Google search.

Successful businesses focus on three core principles of their customer experience: They put the digital experience in the business context. They recognize that customers are not created equal. And they make zero-based decisions. Continuous improvement is fine, but it’s important to be willing to think from first principles, and to re-examine and justify what you are doing and what you could do differently. This helps ensure that the digital roadmap is prioritized and focused on the highest impact actions.

Rejection is part of the job in sales. That is the absolute truth. 90% of the time you’ll get a “no.” What people need to realize is that success and failure are on the same exact road. They’re not that different from one another. When you hear a no, that doesn’t mean that you have failed. When a door is closed for you, that doesn’t mean it has closed forever.

In today's changing economic landscape, businesses need solutions that can boost productivity while saving time and cutting costs. As customer expectations continue to evolve, sales teams in particular need to do more with less. The pressure is on to close more deals and meet sales targets today. But at the same time, sales teams also need to identify opportunities for tomorrow. Tiffani Bova, Global Customer Growth and Innovation Evangelist at Salesforce, calls this dual challenge the ‘seller’s dilemma’.

For my entire life, I’ve struggled with anxiety, insomnia, and obsessive worries about things I can and can’t control. My friends chide me as the most paranoid risk-taker they know. Sometimes it helps me, but sometimes it absolutely doesn’t. When I’m facing a big moment, I can become absolutely paralyzed and completely unproductive. My body rebels, putting my success at risk simply because my brain won’t shut off and let me get rest. It’s a fight-or-flight response, a constant need to be at high alert—to look for danger.

Ask 100 leadership experts what the most important leadership skill is for the new hybrid workplace and you may get responses like listening, vulnerability, emotional intelligence, humility, coaching, etc. There have been many studies and articles with solid reasoning for developing all of those soft skills in leaders. But many of these abilities are based on one truly important attribute that accelerates our growth in most aspects of life: Self-awareness.

When you’re in the middle of a difficult conversation, it’s common to focus solely on yourself: your ideas, your viewpoint, and your feelings. But a “me-centric” approach can backfire. To achieve your goal, you need to think beyond yourself. While crafting your message, you must keep the other person’s feelings and opinions in mind, too. To do so, avoid these common mistakes: don’t assume your viewpoint is obvious; don’t exaggerate; don’t challenge someone’s character or integrity; don’t blame others for your feelings; don’t tell others what they should do; and don’t say “It’s not personal.”

If you've ever had the privilege to work for a good leader, you've probably noticed that they have their people's best interests in mind. In other words, they genuinely care about the success of their people -- including their career goals and aspirations. It is counterintuitive for most bosses to naturally gravitate toward caring and serving the needs of others due to competing demands, including pressures to meet their own performance expectations.

Until recently, coaching was considered primarily a one-on-one practice. But no matter how effective employees are on their own, they can only contribute to the real power of the collective if their managers provide them with coaching as a group. In this practice, which the authors call team coaching, a leader’s role is to support the team as an organic unit, providing guidance, setting routines and practices, and creating constant opportunities for group learning. In this article, the authors describe three of the tools and techniques of team coaching that they’ve found to be the most important for fostering accelerated learning and successful outcomes.

Schools probably don’t do this anymore, but when I was in elementary school (GenX-er here), we were taught how to use the telephone. The telephone company donated a dozen rotary phones, and we paired up to practice how to answer the phone, take a message, call a neighbor, and call 911. It was a room full of 8-year-olds running through call scripts like pint-sized sales reps. Then we had to do the role-playing exercises in front of the entire class (!), and the teacher critiqued and graded us.

Southwest Airlines CEO Bob Jordan apologized for over 15,000 canceled flights over the winter holidays. "I am extremely sorry. There's just no way to apologize enough. …The storm had an impact, but we had impacts beyond the storm," Jordan said in a letter. Despite the airline's stellar record in customer service, the jury is still out on the effectiveness of his recovery response, even after giving each impacted Southwest passenger 25,000 frequent flyer points. But Southwest did a lot correct in their attempt to regain betrayed passenger trust.

First, let’s look at several reasons why sales managers struggle to impact the overall organization:

Successful sales professionals are often turned into sales managers without leadership development or ongoing guidance. Additionally, hiring practices are often not conducted in a way that creates success.

What makes for a happy life? Philosophers have pondered this question for millennia, coming up with different theories and recommendations for people to follow, but not necessarily having any hard evidence to prove their ideas. That’s what inspired the long-running Harvard Study of Adult Development. Starting in the 1930s, researchers tracked men from different neighborhoods in the Boston area over several decades, asking them to provide regular updates on their lives, including their current health, income, employment, and marital status.

It’s been a tried-and-true corporate strategy since the 1980s. If layoffs need to be done, fire the middle managers. They’re the group responsible, in the minds of many executives, when an organization becomes inefficient. True to form, the rounds of restructurings recently announced in technology, logistics, and other industries have targeted corporate midsections. But experts warn that removing too many middle managers—and putting too much pressure on those that remain—can jeopardize many corporate priorities, such as innovation and diversity initiatives.

It’s not uncommon for talented leaders to find collaboration unnatural. After all, rugged individualism set them apart and propelled their careers. And for many, that same focus on distinguishing themselves later becomes their demise. Most of an enterprise’s competitive value is created and delivered at organizational “seams,” where functions come together to form capabilities (think marketing, consumer analytics, and R&D, together developing innovation capability). That requires leaders of those functions to collaborate across the siloes to deliver that value. If you’re a leader who struggles to collaborate with your peers, you first need to understand why that is, then work to develop that skill

The list of skills at the bottom of your resume might feel like an afterthought, but that section is more important than you might think — especially if you’re hoping to land a new job soon. A majority of companies (76%) are using skills-based hiring to fill open roles, with more than half (55%) using role-specific skills tests to vet candidates, according to TestGorilla, an Amsterdam-based HR tech firm. These numbers are from an October 2022 survey of 2,736 employers in the United States, United Kingdom, and other countries.

Lifting up both individuals and teams and recognizing emotions builds stronger communities, more trust, and helps people feel cared for. With the environment continuing to feel uncertain, engaging employees in this way is more important than ever. While calls to reduce burnout, implement systemic fixes, and increase retention mount, managers in any industry can implement the authors’ 10 strategies immediately to listen deeply for emotions, reflect that understanding, and provide appreciation, connection, and community. These tactics can be used in both in-person and virtual environments, on a regular basis or as needed, in whichever order works for your team.

“It’s a fact that the ability to influence and persuade others is simply not a ‘nice to have’ anymore,” says Steve Martin, faculty director of behavioral science at Columbia University’s School of Business and CEO of Influence at Work. Martin is also the author of several New York Times bestsellers, including Messengers: Who We Listen To, Who We Don't and Why. In his LinkedIn Learning course, The 10 Essentials of Influence and Persuasion, Martin shares insights on how you can improve your ability to influence and persuade others. And influencing and persuading others is what sales is all about.

One of the best ways to set your sales team up for success is to create an action plan. Instead of simply assigning target sales goals and leaving them at that, an action plan reverse engineers how your team will reach those numbers, laying out the best tactics and strategies. This post will walk you through four steps to create an action plan to improve sales performance, along with sales action plan ideas and tips to keep your team on track to achieving the target.

Let's start by defining strategy. There are competing views on what strategy is and how to achieve it. In my opinion, to put it simply, strategy is the determination of an organization's primary long-term goals and objectives, the adoption of courses of action and the allocation of resources necessary to achieve those goals. There are two equally important perspectives to strategic planning: the mechanistic logical method and the dynamic human-centered approach.