Sales leaders are constantly seeking ways to improve their team's performance. One powerful method gaining traction is deliberate practice.

This concept has been explored in depth in Harvard Business Review and by authors such as Malcolm Gladwell in "Outliers," Daniel Coyle in “The Talent Code,” and James Clear in "Atomic Habits," highlighting its potential to transform performance across various fields.

This blog post explores the compelling evidence supporting the use of deliberate practice to train salespeople and accelerate sales force development in order to boost overall performance.

Having good conversations about wellness is key to building the kind of resilience you will need as you journey out of the pandemic and into the new, hybrid workplace. Being able to engage in these conversations with colleagues decreases day-to-day stress and increases the sense of feeling supported.

Unconscious bias can derail a sales conversation in several ways. Being aware of your own biases and understanding how they influence your customer’s journey can improve your relationships and increase your close rate.

Until recently, it was enough for successful leaders to bring a combination of interpersonal skills, academics, and business savvy to their roles.

Over the last several months, most companies have been re-examining their diversity and inclusion (D&I) strategy, and with good reason.

The lockdown has been hard on just about everyone. But for people working in training and development, it’s been particularly rough. Sure, they made the same shift to working from home that we all did, but, unlike the rest of us, the intensity of their work increased massively at the same time.