Huthwaite research suggests that most people, in most places, get the skill of negotiation wrong, most of the time. This is both costly and avoidable.
How global technology firm Medtronic overcame increased competitive pressure and closer spend scrutiny within hospitals to achieve standout.
Chinese leaders rate themselves as highly effective in leading a younger generation
Published in China Economic Review
The Global Leadership Forecast – the largest study of its kind – recently found that only 19% of Chinese leaders reported they were ‘very prepared’ to create an optimal workplace where employees deliver their very best. Furthermore, the report, published
Is there a lack of sales methodology in the manufacturing industry? If that's the case, there's a huge opportunity for those with a more process driven approach.
How to address skills gaps when your people are spread around the globe. Aggreko plc share their strategy
After a recent global restructuring, Aggreko had identified some opportunities for future growth. The time was right to implement a change programme that would lead them towards greater stability and more business with greater profit margins.
Behaviour change is tricky. We need to work on culture. The language, skills and behaviours we seek to implement will need to be in tune with the environment in which we want to see the change in behaviour implemented.
Fujitsu tell us why IT excellence alone wasn’t enough to build on their success and that “adding value” required high order sales skills as well.
The reasons organisations consider a Key Account Management training implementation is because they see it as a way of increasing revenue, protecting against competitor activity and customer churn. But does it?
There is real evidence that investment in Coaching does improve performance results. However effective coaching requires time, proper investment, and specialist coaching skills. In a two part article Robin shares some of the difficulties and problems which can hinder effective coaching.
King, who is retiring from EY after 35 years with the firm, first came into contact with SPIN® as a training tool in the late 1980s and has been a keen advocate of the Huthwaite International approach ever since.