Training Day Blog

In sales training, it’s just as important to train those managing the salespeople as it is to train the salespeople themselves. It’s the manager who is responsible for setting goals, providing training and job-support resources, and then holding the salespeople accountable for their performance.

Instead of racking your brain for ways to create challenges for employees, leadership development and manager training should focus on just the opposite—“work smarter, not harder” strategies.

Organizations should consider encouraging emotional accessibility, and teaching employees how to channel those emotions into creating better work.

An under-qualified new hire means one lucky person has been given a huge break. Be sure that break doesn’t break your other employees.

I don’t know if it’s being organized, or being a neurotic pessimist, but I subscribe to the philosophy, “Plan for the worst and hope for the best.”

A culture that values question asking from the top down and the bottom up is a culture that values listening.

A few years ago, Virgin Group instituted a Digital Detox: For two hours every Wednesday morning, all e-mails were shut down. The move was designed to encourage employees to step away from the desk and spend more time communicating with colleagues in person.

When there is nothing substantial to be critical of, bosses prone to toxicity become confused about how to assert their authority.

How do you mentor employees at your company, so they have the right models in place for the best way to act in front of colleagues and customers during business trips?

“Kiss up, kick down” is a common modus operandi for managers and executives, so as smart, funny, and pleasant as a person may be with those working at the same level, or above them, that same person may be a nightmare to those working below them.