Let’s start with the most important stats: 75% of professionals are already using AI. This is a new trend, as 46% of professionals started using it less than six months ago. 79% of leaders agree that their company needs to adopt AI to stay competitive, but 60% of leaders worry their organization lacks a plan and vision to implement AI.

Selling often means speaking to people who've never heard of you. You might think of them as "cold leads," which is a bit impersonal. After all, they might very well become your best customers — in time. The problem is credibility. Without it, customers won't be receptive to your sales pitch.

Roger Federer is going viral. This time, it's not for a tennis victory. Rather, it's for his remarkable commencement address, which he delivered on Sunday to the 2024 graduating class of Dartmouth College. Federer's speech is an amazing case study in emotional intelligent speaking: It's funny, motivating, inspiring. It's emotionally moving. And most important, it has valuable takeaways--

HR teams play a crucial role in driving organizational success. By strategically aligning talent management with business objectives, HR professionals can unlock the full potential of their workforce and drive growth. To do this, it's essential to attract and retain top talent, as well as foster a culture of continuous improvement and innovation.

TikTok is seeing an increasing trend among all too many workers: #boredatwork. This one hashtag has over 200,000 videos attached to it, clips often using humor to expose the otherwise depressing culture of underwhelming in the workplace. Many of the clips are of people stirring the pot – workers engaged in small acts of mischief in an effort to disrupt the monotony of the workday.

In the ever-evolving realm of sales, the conventional pursuit of securing a “yes” may often lead to frustration and missed opportunities. This article focuses on the art of analyzing prospect responses reclassify a successful pitch with receiving an answer rather than just a “yes”.

Within your organization, you may have noticed that top performers are meticulous planners. They understand that success doesn’t happen by chance and, as a result, they spend time at the beginning of the sales process preparing a well-thought-out strategy for “planning to win.” In our previous article, we explored the importance of understanding what matters most to your customer’s key stakeholders

Starbucks customers say lines are getting long, and the wait times are probably making customers cranky as they wait 15 minutes or more for their coffee. But Starbucks says everything is fine--and that its staffing algorithm, which supposedly led to the line issue, is "upgraded," along with the company's staffing policies.

Micromanaging might not seem like a crucial workplace issue, but it can destroy a team’s morale, engagement, and productivity if left unchecked. We’ve shared how micromanagement affects employees, but that’s only one side of the story. What circumstances cause a leader to become a micromanager? Can they change that behavior for the better?

Leaders constantly say they want employees with innovative ideas who can revolutionize products and processes. The good news is that there’s a big pool of start-up founders and entrepreneurial-minded people who have made their careers coming up with interesting ideas. The bad news is that these candidates often can’t get a job interview. Researchers at Rutgers University recently asked recruiters to evaluate mock résumés for candidates with comparable levels of education and experience in traditional companies, start-ups, or both.

Many situations arise in everyday life where individuals must express disagreement, whether it’s about making pivotal decisions at work with a business partner or navigating ideological differences with loved ones. Disagreement is often inevitable in relationships and can even be healthy, as it allows us to learn more about ourselves and others.

My social media algorithms would probably find me a confusing individual. One day, I'm left-leaning; the next, I'm right-leaning. One day, I'm watching a YouTuber who vehemently disagrees with another YouTuber who's been on my view list for the past few months.

But it's intentional.

Fred Diamond‘s work at the Institute for Excellence in Sales (IES) and advocacy for Lyme disease awareness highlight how personal challenges can enhance one’s professional capabilities. In a recent conversation with Collin Stewart on the Predictable Revenue podcast, Fred shared how an unusual path involving his battle with Lyme disease made him a better sales leader.

The most basic definition of success is simply achieving your goals. But it’s an interesting paradox. If you focus only on the end point, you might actually be hindering your ability to achieve those desired results—especially when it comes to your sales model. Experienced sales executives know that to transform an organization, a strategic sales review provides the foundation for success.

Understanding the differences between leads, prospects, and sales opportunities is crucial for businesses looking to optimize their sales processes and boost revenue. By effectively managing these distinct stages of the sales funnel, organizations can allocate resources efficiently, prioritize high-potential opportunities, and ultimately increase their chances of closing deals. The sales team plays a pivotal role in building business relationships with leads, prospects, and sales opportunities

People today are bombarded with messages from morning until night. We can't check email or drive to the store without seeing flashing banners, mostly aimed at selling us something. Today's consumers are experts at tuning these messages out, leaving salespeople with an important question: Do you ensure your message is seen and heard? Connecting with clients today is often about building trust. Here's where you can start.

A rare breed of leader is required when environments are permeated with distrust, tension and volatility. The good news is that many emerging and experienced leaders have the ability to meet the demands; it’s a choice to look inward with courage to heal past traumas, embrace vulnerability as a source of strength, lead with genuine compassion for all stakeholders, and light the way toward a better future.

There’s a lot of talk in business today about the importance of demonstrating leadership at every level. Yet, many organizations still play it safe, earmarking far more leadership development opportunities for designated “high potentials.”  This strategy might seem efficient, but if you want your team to win a race, wouldn’t you want every runner to have a shot at being first?

This was a realization I came to many years ago. I’d just accepted the position of dean at Washington State University, and it wasn’t long before I felt overwhelmed. On day one, I realized we were in trouble with issues ranging from disengaged alumni and financial troubles to the dire threat of losing our AACSB accreditation. My new team presented me with a report detailing not one, not two, but twenty-six critical areas needing immediate attention to save our accreditation.

More than ever, today’s employees long for purpose, a sense of belonging, and opportunities to grow. This means workers are ready to roll up their sleeves and make things happen. And yet according to the American Psychological Association’s recent survey, employee happiness is down while burnout remains high. In fact, the survey found that 77% of U.S. workers said they experienced work-related stress, while more than half said the negative impact of stress was driving them close to burnout.