Particularly in the sales business, an improvement in the observable skill with which a thing is done will have an equally observable impact on the personal and corporate outcome. Huthwaite's Director of Sales David Freedman explains.
Scientists, engineers, medics, lawyers, doctors, accountants and their professional brethren have spent many years training to become experts in their field. but do they understand their own role in creating customer value?
What makes the simple day-to-day task of dealing with other people so full of traps and obstacles that turn a straightforward conversation into a tedious, confused or downright argumentative one?
One of the more surprising findings from Huthwaite’s original observational research was the fact that skilled negotiators expressed their feelings more than the average negotiators. Dr Janet Curran tells us more.
Dr Janet Curran introduces us to one of the most interesting behaviours that was identified during the original observational research. In Huthwaite we call this behaviour an “Irritator”.
The word “empathy” is one that gets bandied about a lot these days, with the focus on emotional intelligence and needing to “understand” customers.
Meetings – by which we mean interactions of just about any kind, and of any length or degree of informality – can fail for a number of reasons.
The advent and growth of new technologies and business processes create challenges that sales organisations have to address, which inevitably means the role of sales people has to change.
Being able to negotiate effectively is becoming increasingly important for all organisations and departments.
Negotiation is a topic that is guaranteed to raise emotions. What is the best way to deal with emotions in negotiations?