While many marveled at the rapid rate of change in early 2020, the sustained emphasis on digital transformation continues to shape the ways in which enterprises approach today’s business challenges.
What started out as a dream to fly led to one of today’s most common forms of travel: the airplane. While overcoming business obstacles can often feel like defying gravity, the Wright brothers actually did – quite literally – as they made the first successful airplane flight in history in 1903.
Once, in Japan, I was out with a customer who asked me an innocent question (after a few beers):
While developing personal and team adaptability, integrators should also examine how their processes either build or drain resilience.
By Anne Fray, Sr. Accounting Analyst at Solutions360
In Part 1 of this discussion, Operational Planning Turns Strategy into Execution, I made the assertion that the primary failure of most operating plans is a disconnect between the qualitative description of what we want to accomplish, and the quantitative results.
There came a point in my 40+ year professional sales career when I stopped whining about how “I can’t sell labor for that” due to burdened internal costs. This happened once I understood the need to create a response to the dreaded customer objection,
Emotional intelligence is a must-have soft skill for leaders, and it’s not hard to spot the ones who possess it. People are drawn to high-EQ leaders. It’s apparent in the ways they interact with colleagues. You can even hear high emotional intelligence in the words they use every day.
In Part 1 of this series, Closing the Loop with Client Surveys, we concluded that the main purpose of a client survey is to help integrators maintain customer relationships.