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By August Turak I was working as a consultant for a Washington, D.C.-based company called Data Broadcasting Corporation (DBC) when the CEO asked to see me. He was unhappy with the results the sales department was generating under the current vice president of sales and asked me to take the job. I was intrigued by the opportunity. The following Monday I arrived at our first formal meeting wearing a cowboy hat. I told them I was introducing a contest. But first I told them a story.

By Tim Houlihan, Vice President, Reward Systems, BI WORLDWIDE It’s no secret that to maximize results you have to drive focus, support personal goal setting, and facilitate emotional commitment in a system with transparent measurement and relevant feedback. Motivation isn’t enough.

By Chris Sabido, Partner, Emerge Great leaders understand that the only way for a team or company to reach its full potential is to bring out the best in all of the people who work in the organization. When they are able to help others be their best, things that all companies seek—such as increased profits, passion, engagement, creativity, and innovation—naturally emerge.

By Alfredo Zangara, PMP, Business Architect, Intel Corporation We’re all familiar with the phrase, “Knowledge is power.” But an often-overlooked source of power is “tribal knowledge”—the collective knowledge of the organization contained within the context and boundaries of the various “tribes” (business units, functions, product teams, and project teams) that make up the organization.

By Bruce Hodes, Founder, CMI Before I start, let’s define what a “Stupid Game” is. A Stupid Game is a teambuilding activity used to teach business principles and ideas. In corporate training and development, the games are called “experiential education.” Wow, does that sound fancy.

Edited by Margery Weinstein The PNC Financial Services Group, Inc., prides itself on its commitment to building and developing a pipeline of new and emerging diverse talent. The company says its Line of Business Development (LOB) Programs have a 30-year history of providing a legacy of leaders.

By Marsha Ershaghi Hames, Ed.D., Advisory Leadership, LRN People don’t quit their jobs; they quit their managers.

By David Wentworth, Senior Learning Analyst, Brandon Hall Group The ubiquity of smart phones and tablets makes it easy to buy into the misconception that our entire world has gone mobile. Brandon Hall Group’s 2013 Mobile Learning Survey was launched in an effort to break through the hype and find out what organizations really are doing with mobile learning.

Dallas-based Allegro Development is a global leader in developing energy trading and risk management software. Allegro provides customers with agile solutions to manage risk across natural gas, power, coal, crude oil, petroleum products, emissions, and other commodity markets, allowing decision-makers to execute with confidence. Recognizing that possessing industry knowledge is central to the success in the delivery of its offering, Allegro maintains an industry-specific knowledge commitment for its employees in the industries where its customers do business.

By Jeff Havens