How Intel Salespeople Went from Good to Great
By Margery Weinstein
Realizing that selling methods from the PC industry would not open doors in non-traditional markets, Intel Corp.’s senior leaders challenged the company’s Sales and Marketing group to develop sales talent to better drive Intel’s overall growth strategy and transformation efforts. Here is how this initiative evolved:
Managing Mindset to Break the Cycle of Reactive Decision-Making
By Andrew J. Blum, Managing Partner, The Trium Group
Making Job Fairs Work for You
By Brent O’Bryan, SPHR, Vice President, Learning and Development, AlliedBarton Security Services
What Workers Want
By Dr. Jack Wiley, Founder and Executive director, Kenexa High Performance Institute
For more than 30 years we’ve been asking workers around the world what they most want from the organizations for which they work. The results are fascinating and explain the basic truths about employee needs and desires. They also, and possibly most strikingly, reveal that managers and organizations that give their employees what they want outperform those that don’t.
6 Management Practices for Affecting Workplace Climate
By Maggie Walsh, Ph.D., Vice President and Practice Lead, Leadership for Forum
Dispelling the Myths of Creating a Winning Corporate Culture
By Joseph Gianni, President and CEO, 2logical
Few would deny the majestic power of a winning corporate culture. When the odds are stacked against the success of a mission critical corporate objective, a strong corporate culture can persevere through all kinds of challenges and setbacks—and make, well, even the impossible…possible.
Even in the most turbulent market conditions, a strong corporate culture can shorten the recovery time from minor or major setbacks by as much as tenfold, when compared to an organization lacking the “right stuff.”
Bridging Generational Workplace Chasms
By Jeff Mariola, President, Ambius
“All Baby Boomers who grew up during the period between 1946 and 1964, are afraid of technology.” “Gen Y/Millennials (born between 1982 and 2001) don’t want to work hard.” Have you heard these stereotypes? As a “Boomer” who oversees thousands of people in North America and Europe, I believe there are inherent challenges in managing divergent generations of colleagues, but the opportunities for growth and renewal are far greater.
Salespeople Are Different—and So Are Companies
By Ken Wax
My recent article explored “10 Reasons Why Training Salespeople Is Different and What You Can Do About It” (http://trainingmag.com/article/yes-salespeople-are-different%E2%80%94and-so-training-them). It showed why the very nature of their work makes them different than most other groups.
The Global Mindset
By Valerie Berset-Price
A Rant on Big Meetings
By Dan Cooper, CEO, ej4.com
A special piece of the classroom experience is a standard ritual in organizations—the traditional “big meeting.”
A front-line Marketing specialist attended the annual two-day sales extravaganza. The meeting consisted of a steady stream of product manager presentations for full eight-hour days, with a 15-minute break in the morning and afternoon.