Category Archives: Craftsmanship

Research shows it takes 10,000 hours of practice done over roughly 10 years to achieve the pinnacle of performance: craftsmanship. However, research also shows it can take a lot less than that to learn the basics. Josh Kaufman, author of The … Continue reading

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In this latest interview, Joe Galvin, EVP, Miller Heiman Research Institute suggests top sales organizations will increasingly get to top performance by operating with a higher level of transparency. They’ll have a sharper, faster, read than others on how sales … Continue reading

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Joe Galvin, EVP, leads the Miller Heiman Research Institute. It provides research-based thought leadership to the Miller Heiman customer community on B2B sales performance. In this interview, Joe offers his perspectives on how auto-analytics enable more effective sales coaching. Joe … Continue reading

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Perfect Practice offers 42 rules for getting better at getting better. Written by 3 educators, it offers insights on the importance of feedback in improving effective execution in the ‘flow of the work’. Many of their key findings highlight the … Continue reading

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In a recent article, John Hagel of Deloitte’s Center for the Edge notes that the empowered employee is coming, it’s inevitable, and asks: is the world ready? As companies increasingly struggle to compete for leading talent, he sees savvy firms … Continue reading

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In Flat Army, Dan Pontefract outlines his take on why it’s important, today, for firms to become connected and engaged. In his view, it’s time to connect the dots between leadership, engagement, learning, technology, and collaboration as a path to … Continue reading

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With complex problems, like uncertain revenue results from a sales team, choosing the most effective path to better performance can be really hard. Proving, afterwards, that you chose wisely can be even harder. In their forthcoming book – Decisive – … Continue reading

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In AntiFragile, Nassim Taleb explains what firms can do to lower their risks of catastrophic events, despite prevailing complexities and uncertainties. He describes such firms as the opposite of ‘fragile’ … ergo, Antifragile. They’re firms that thrive on uncertainty by … Continue reading

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