The Wilson Learning workshops listed below are located around the world and are open to the public. Availability may be limited and schedules are subject to change, so please contact the regional or country office for costs and more details. Additional opportunities for open attendance may be available though not published here. Please call or e-mail us for more information or to set up a seminar for your organization.

Wilson Learning hosts webinars on a variety of Human Performance Improvement topics. Our current list of webinars is provided below.

Training Industry, the leading research and information resource for corporate learning leaders, prepares the Training Industry Top 20 report on critical sectors of the corporate training marketplace to better inform professionals about the best and most innovative providers of training services and technologies

According to Selling Power publisher and founder Gerhard Gschwandtner, sales training is more important than ever. The economy has shifted significantly due to inflation, COVID19, the war in the Ukraine, shortages in supply and the emergence of new learning technologies.

Training Industry, the leading research and information resource for corporate learning leaders, prepares the Training Industry Top 20 report on critical sectors of the corporate training marketplace to better inform professionals about the best and most innovative providers of training services and technologies.

• Silver Stevie Winner for Leadership Training Practice of the Year
• Silver Stevie Winner for Best Use of Thought Leadership in Business Development
• Bronze Stevie Winner for Sales Training Practice of the Year

The Stevie Awards for Sales & Customer Service are the world’s top honors for customer service, contact center, business development, and sales professionals. The Stevie Awards organizes eight of the world’s leading business awards programs, including the prestigious American Business Awards® and International Business Awards®.

More than 2,300 nominations from organizations of all sizes and in virtually every industry, in 51 nations, were considered in this year’s competition. Winners were determined by the average scores of more than 150 professionals worldwide on eight specialized judging committees. Entries were considered in more than 90 categories for customer service and contact center achievements, more than 60 categories for sales and business development achievements, and categories to recognize new products and services, solution providers, and organizations’ and individuals’ response to the COVID-19 pandemic. New categories this year honor excellence in thought leadership in customer service and sales.

Training Industry, the leading research and information resource for corporate learning leaders, prepares the Training Industry Top 20 report on critical sectors of the corporate training marketplace to better inform professionals about the best and most innovative providers of training services and technologies.

If your organization is like a lot of sales organizations, you may have intensified prospecting efforts lately as old customers downsized, cut spending, and in some cases, switched to other suppliers. The problem is that prospecting is often time-consuming, costly, wasteful, and hard on the morale of the sales team.

One of the greatest challenges leaders face is preventing their employees from feeling stuck or paralyzed in the current situation. Leaders need to shift their own energy to help people move forward in the context of opportunity, even while times are tough. This energy shift won’t happen automatically; rather, leaders must make a conscious, intentional shift.

What is the most powerful interpersonal skill leaders should have? The answer is Social Styles Versatility. Employees don’t leave companies, they leave managers! Equip your leaders and teams with Versatility skills—address complex challenges, reduce conflict, and build more collaborative relationships throughout the organization.

94% of executives surveyed indicate they want salespeople to engage them in a business impact discussion, yet only 19% of salespeople are effective in this regard. Customers increasingly expect selling organizations to use and sell to value. Read how sales organizations can drive greater results by developing an approach to selling that aligns your offering to the business value it creates for your customers.

“We are very proud of our second award from HREC because it helps to showcase our capabilities across the sales training industry,” said Lindsay Niu, Head of Sales for Wilson Learning Greater China. “This acknowledgement serves as the best reward from our long-term relationships with the customers we serve and demonstrates our position in the market.”

Personal power is the single biggest “make-or-break” factor in human performance—the factor that ultimately determines success. Beliefs are the fuel of our behavior, and there are four common beliefs that cause most of our negative feelings. In this article, we'll explore how to challenge these beliefs in order to unleash personal power.

Training Industry, the leading research and information resource for corporate learning leaders, prepares the Training Industry Top 20 report on critical sectors of the corporate training marketplace to better inform professionals about the best and most innovative providers of training services and technologies.

Training Industry, the leading research and information resource for corporate learning leaders, prepares the Training Industry Top 20 report on critical sectors of the corporate training marketplace to better inform professionals about the best and most innovative providers of training services and technologies.

To be successful today, salespeople need to engage customers in the solution they are offering, whether presenting virtually or face-to-face. Getting and keeping a customer engaged over a virtual meeting platform, such as Zoom or Microsoft Teams, can be challenging—the last thing a salesperson wants to see is customers glancing at their phones, multitasking, or checking out completely. Salespeople need to understand how to capture the audience’s attention and engage them in action.

“We are very proud of this award from HREC because it shows our capabilities across China in the sales training industry,” says Lindsay Niu, Head of Sales for Wilson Learning Greater China. “This award turns out to be the best feedback from our long-term relationships with the customers we serve.”

• Silver Stevie Winner for Sales Training Practice of the Year
• Silver Stevie Winner for Business Development Achievement of the Year—Services Industries (for its new 360-degree feedback instrument Effectiveness Insights 360: Leaders)

We are at an interesting crossroad in history. Over the past year, the COVID-19 pandemic, combined with a decade-long trend of more dispersed work teams, created a critical challenge to team performance. The ability for teams to meet face-to-face is no longer the norm, let alone a possibility, for most.

Effective leadership development is critical, especially now. We surveyed more than 500 L&D professionals about their leadership efforts for developing the next generation of leaders. Read the results of this research study conducted by Training magazine and Wilson Learning Worldwide.

How do leaders drive organizational growth and performance? The biggest challenge for many leaders, especially mid-level leaders, is to shift their mindset from “getting the work done through people” to “getting the work done with people in a way that builds their ability to do it themselves.” This requires an empowered and engaged workforce. Discover what L&D can do to help leaders shift their mindset to better drive organizational growth.

To address this crucial role of connecting talent development to an organization’s complex growth strategies, L&D must strategically go beyond the need expressed by one person, one department, or one executive and help to define what the business truly needs. Let’s explore three key principles that point the way to becoming a trusted L&D adviser.

Improving the alignment of the core functional elements, the go-to-market strategy, and the customer experience is the ultimate objective of sales enablement. Accomplishing this triple alignment requires coordination across multiple functions, including Learning and Development. Read more about what executives are demanding from today's L&D professionals.

Senior business leaders increasingly see shortages of skills as a major impediment to executing their business strategies. To handle these oncoming performance gaps the L&D role must move out of the training silo and into the strategic conversation. Discover 3 strategies to help maximize the value of L&D's business role within the organization.

Effective leadership development is critical, especially now. We surveyed more than 500 L&D professionals about their leadership efforts for developing the next generation of leaders. Read the results of this research study conducted by Training magazine and Wilson Learning Worldwide.

For the third year, Training magazine and Wilson Learning teamed up to conduct a leadership development survey. More than 700 respondents shared their insights for effective leadership. Discover specific key actions your organization can implement to prepare the next generation of leaders. Download your Illustrated e-book now and review the survey findings!

Written by Tom Roth, COO of Wilson Learning Worldwide, and Dr. Steve Buchholz, a leader in the field of leadership and change management, Unplugged focuses on what happens to employees who lose their way amidst change, becoming disconnected from their purpose, direction, meaning, and value. This must-read book examines how to restore lost energy and the critical role leaders play in doing so.

For nearly 55 years, Wilson Learning has been equipping sales professionals with the capability, tools, and approaches to advance the success of sales professionals around the globe.

• Gold Stevie Winner for Leadership or Management Training Practice of the Year: Developing Vital Sales Leaders
• Bronze Stevie Winner for Sales Training Practice of the Year: Enduring, Strategic Sales Effectiveness Partnerships with Global Organizations

Given the current realities, resilient sales leaders need to mindfully pause and emerge with a proven process to foster innovation, opportunity, and success. In this article, we’ll consider the likelihood of your sales organization surviving or thriving during these challenging times based on what you tell yourself about chance, how you deal with and refocus dispersed energy, and how you lead through change.

Sales methodology is about the human behind the sales persona and, when executed well, quickly becomes a force multiplier. In this article, we'll explore sales methodology from the salesperson's point of view, and see how an effective sales methodology can help salespeople define and execute sales strategy in order to build a healthy pipeline and improve win rates.

A trusted advisor is a coveted position that provides greater business value to customers and to selling organizations. Achieving it means going beyond what is necessary and expected and taking the time to ensure you are advancing the customer’s business, every time. In this article, we'll explore the three key principles that point the way to becoming a trusted advisor.

This is the third installment in Wilson Learning’s “Here’s a Thought About . . .” leadership development series. These brief explorations look at challenges faced by L&D professionals and offer thoughts, trends, and tips for preparing well-equipped leaders to lead organizations forward from a new workplace.

One of the top challenges of sales leaders is the "inability to communicate value differentiation." To find out what really matters, salespeople need to acquire the perspective of multiple stakeholders, not just make one or two calls. Read this article to learn how to identify the customer's idea of value and the competitive landscape in order to build your sales strategy and position yourself to win.

As salespeople struggle to access and engage customers in this new environment, the topic of virtual selling has understandably received a lot of attention. Check out the infographic below to discover the realities behind the common myths of virtual selling that we’ve heard from our customers.

Salespeople are told they should “call high, wide, and deep”—and really focus on the C-suite. But is that always the best approach? With buying processes becoming increasingly complex, we’ve provided insight into the 3 steps needed to shape buying decisions. Read this article to arm your sales team with the information required in order to deploy the influence strategies needed to win.

Salespeople’s drive to win is key to their success—but their drive combined with a challenging environment can cause them to pursue any deal at any cost, which means they invest time and resources on improbable and unprofitable deals. In this article, we'll discuss the evidence-based approach that leads salespeople and managers toward high-probability and high-profitability opportunities.

As companies search for more productive and more cost effective ways of getting work accomplished, there has been an explosion of virtual work and project teams. As a result, it has become imperative for people to learn how to work together across boundaries of space, time, and yes, cultures.

We all experience situations at work where conflict arises, potentially putting relationships at risk. The key to resolving such conflicts is to be hard on the problem while being soft on the people involved. Let me share an example that illustrates the value of this stance.

The most successful salespeople know how to identify a good prospect. Instead of playing a numbers game, they ask, "Which companies are most likely to be good for us?" By knowing their ideal customer, salespeople can make earlier go/no-go decisions and invest their time in a smaller group of companies most likely to offer good business opportunities.

As a sales leader, you probably debrief sales calls, review sales campaigns, analyze prospecting activity, and ride along on certain customer calls to observe or assist. No doubt you have noticed that each salesperson has some customers and prospects that they easily connect with, and others that they don't.

This is the second installment in Wilson Learning’s “Here’s a Thought About . . .” leadership development series. These brief explorations look at challenges faced by L&D professionals and offer thoughts, trends, and tips for preparing well-equipped leaders to lead organizations forward from a new workplace.

This is the first intallment in Wilson Learning’s “Here’s a Thought About . . .” leadership development series. These brief explorations look at challenges faced by L&D professionals and offer thoughts, trends, and tips for preparing well-equipped leaders to lead organizations forward from a new workplace.

With only 50% of leaders feeling well equipped to lead their organizations in the future, the next crisis your organization may face is a crisis of leadership. In this blog, we'll discuss what qualifies as a leader who is well equipped for an uncertain future and how organizations should approach this leadership development.

As salespeople continue to adapt to the current environment, it's easy to think, "everything has changed." While this may seem true, what hasn't changed are the rock-solid principles of the Counselor Approach to selling. In this article, we'll examine how success for your organization comes from recognizing what has changed and what has not.

While selling virtually may be different, introducing all new core selling skills to your sales professionals may not be the answer. Here are three common myths debunked to show why it's important to take a half step back from launching a new virtual selling program in order to reinforce and carry forward the best of what you already have in place.

Given the current realities, resilient leaders need to mindfully pause and emerge with a proven process to foster innovation, opportunity, and success. In this article, we’ll consider the likelihood of your organization surviving or thriving during these challenging times based on what you tell yourself about chance, how you deal with and refocus dispersed energy, and how you lead through change.

Organizations are taking actions to reduce the impact of the coronavirus and COVID-19 on their business. Restricting travel and canceling large gatherings, including training programs, are common reactions.

But that doesn’t mean you have to stop training people; you can move the training to the virtual training environment, ensuring your workforce remains healthy while still accomplishing your business goals.

For the second year, Training magazine and Wilson Learning teamed up to conduct a leadership development survey. More than 500 respondents shared their insights for effective leadership. Discover specific key actions your organization can implement to prepare the next generation of leaders.

We live in challenging times, with change all around us. How resilient is your organization with leading and working in these challenging times? For organizations to grow, they must be resilient. Leaders must not only help their employees build resiliency, but also grow their own resiliency. Discover a three-step process for leading in times of change.

According to research, only 18% of managers demonstrate a high level of talent for managing others, proving there is a need to equip them with the skills required to lead effectively. Discover the 5 essential leadership practices needed to garner employee fulfillment, and in turn drive sustainable performance.

What is the most powerful interpersonal skill you can have? The answer is Social Styles Versatility. By equipping your teams with Versatility skills enables them to address complex challenges, reduce conflict, and build more collaborative relationships throughout the organization.

To choreograph the competitive dance that happens in every selling situation, you first need to understand why people are out on the dance floor in the first place. That sits squarely in understanding what the customer values.

Truly effective leaders understand that the best way to drive and sustain individual and organizational performance over time is to ensure all employers, regardless of age, are committed, are fully engaged, and find meaning in their work. What are your leaders doing to create an environment that promotes performance with fulfillment?

How can I determine a Strong Suspect from a Good Prospect? People buy for their own reason, not yours and therefore, experienced salespeople know that there needs to be evidence of obvious mutual benefit in a potential sales relationship. When salespeople make the link between what the customer needs and what you have to offer, it becomes easier for salespeople to invest their time into only targeting the strongest prospects.

So how important is it that we best equip new leaders with a secure footing as they begin their career in management? Consider the tremendous influence on organizational success this population of front-line managers has as they are closest to the workforce.

The salesperson in this example was sure he knew what the printing manager was looking for—she frequently told him how much she prized his company's quality, reliability and service. What he didn't know was that the buying committee included several finance people and a key user who were very concerned about price, rather than all the extra service the salesperson emphasized in his proposal.

Executive leadership has two roles: evolving the future and honoring the past. The new interview with Tom Roth, COO at Wilson Learning Worldwide, provides insights for today’s executive leader as they balance promoting change that moves the organization forward while protecting and holding on to the enduring tenets of the organization, such as the mission, values, and culture.

In a market fraught with uncertainty, many companies have focused on cutting expenses and increasing productivity and efficiency as a way to stem market share losses and reverse downward sales trends. This often means downsizing and reorganizing to reduce labor costs, eliminate redundancy, and better target scarce resources. In the process, offices have been closed, divisions and departments merged, employees dispersed, and leaders challenged to manage wider spans of control . . .

Upon meeting people, we make countless conclusions about what they are thinking and feeling, and make predictions about what they will do or say next. However, when interacting cross-culturally, these conclusions can often be misleading and the assumptions we make can be wrong, sometimes with drastic effect.

New leadership article, Leadership as the Catalytic Force Behind Workforce Reengagement examines the factors that lead to workforce disengagement and provides critical leadership insights for reengaging the workforce. This article explores what influences an employee’s decision to engage and leadership best practices to create a culture of high engagement.

• Gold Stevie Winner for Leadership or Management Training Practice of the Year
• Silver Stevie Winner for Sales Training Practice of the Year
• Silver Stevie Winner for Sales Training Product of the Year—Wilson Learning’s Negotiating to Yes: Improving Profits, Strengthening Relationships

Wilson Learning Worldwide announced today it has won three Stevie^® Awards at the 11th annual Stevie Awards for Sales & Customer Service.

• Gold Stevie Winner for Leadership or Management Training Practice of the Year
• Gold Stevie Winner for Sales Training Product of the Year—Wilson Learning’s Coaching the Counselor Salesperson
• Bronze Stevie Winner for Sales Training Practice of the Year

Wilson Learning was presented with a Silver Stevie® Award in the Sales Training Practice of the Year category in the ninth annual Stevie Awards for Sales & Customer Service on Friday, Feb. 27 in Las Vegas, Nev.

Wilson Learning Worldwide announced today it is the winner of a Silver Stevie^® Award in the Leadership or Skill Development Solution Provider of the Year category in the second annual Stevie Awards for Great Employers.

“By 2020 customer experience will overtake prices and product as the key brand differentiator” according to the Customers 2020 report. Developing a branded customer experience that enhances the perceived value of doing business with your company is critical to customer loyalty. Check out the infographic and see that “The Numbers Don’t Lie.”

How has your organization responded to falling consumer demand and slower sales in the current economic climate? If yours is like most, you've probably experienced a variety of cost cutting measures; layoffs, downsizing, restructuring and reorganization, and hiring and pay freezes. While these kinds of changes have been necessary for survival, they can wreak havoc on overall performance in unexpected ways.

For the second year, Training magazine and Wilson Learning teamed up to conduct a leadership development survey. More than 500 respondents shared their insights for effective leadership. Discover specific key actions your organization can implement to prepare the next generation of leaders.

Identifying the "right" prospects to target is only part of the sales prospecting battle. The key to gaining access is to present the right message to the right person. But to achieve access the salesperson needs to create a relevant message that is compelling to their target prospect’s business. If a salesperson can’t uncover your customer’s problems and needs they don’t stand a chance at selling them a solution.

New technology is changing the buying process. In the past, customers had little information about providers available to them and it was difficult to make direct product comparisons. Today, customers have multiple resources with which to identify, screen, and select vendors without contacting them and often reject sellers before the seller even knows they have been screened out. In fact, an American Marketing Association report indicates that 80% of customers find sellers before sellers find the customer. This is a significant change in how buyers buy and requires an equally significant change in how sellers sell.

You know the feeling . . . Low enthusiasm, low energy, not a lot of motivation. You’re tired out and feeling oppressed by "making do with less" for way too long. Chances are your employees are feeling this way too, stretched too thin and tired of putting out extra energy to cover work that used to be done by employees who are now gone.

It happens all the time: The top salesperson gets promoted to sales manager. The organization soon discovers, however, that the skills and perspectives that made this person a top salesperson are not contributing to success as a sales manager, and may in fact be detrimental to the sales role.

What would a 29% increase in top-line salesforce performance mean to your organization? Our research shows that when sales managers have the right skills, the single action of coaching has the greatest impact on the performance of your salesforce.

We reviewed literature from the past several years in search of rigorous studies that compared the impact of training seminars alone to training plus different forms of manager coaching. Overall, we found that if organizations fully prepared their managers by providing them with (a) the same training that their employees received and (b) training in an effective coaching process, the organization could increase the effectiveness of their learning transfer by more than 40%.

Training events on their own aren’t enough to ensure lasting performance improvement, but what can you do? Elevate any learning effort from program to performance improvement initiative with these six best practices.

Global Learning Services company, Wilson Learning Worldwide today announce their participation at the United Kingdom National Sales Conference - Successful Selling Exhibition, an established event for sales and sales management professionals, held this year at the Ricoh Arena, Coventry on Thursday 16th October.

We all know that a seminar alone is not likely to result in significant changes in job performance, and much has been written about different techniques for ensuring that skills transfer into organizational performance improvement. However, while many have promoted specific activities to support the transfer of learning, there has been little research comparing the actual impact of these different techniques.

As the saying goes, pop culture often imitates life. In today’s media-driven culture it seems you cannot have a reality show without a largely tell-assertive cast. Television executives are well aware that Expressives and Drivers in back-up mode equal good ratings.

Wilson Learning Worldwide announced today that it was selected by TrainingIndustry.com as a 2015 Top 20 Workforce Development Company. Wilson Learning develops flexible learning solutions that are aligned to business objectives and designed to deliver sustained, measurable results.

Wilson Learning Worldwide announced today that it was selected by TrainingIndustry.com as one of the 2015 Top 20 Sales Training Companies. Wilson Learning is a global provider of Human Performance Improvement solutions.

Wilson Learning Worldwide announced today that it revised and updated its Negotiating to Yes course to equip sales professionals with the skills they need to negotiate in today’s complex, global environment.

Allego, the leading mobile video sales learning platform, and Wilson Learning, a global leader in sales and leadership effectiveness solutions for the Global 2000, Fortune 500 and emerging organizations worldwide, today announced a strategic partnership that will enable customers of both companies to access a far wider range of continuous learning solutions. Under the partnership, Wilson Learning will make Allego’s platform available to customers and prospects seeking an automated, mobile-first approach to their sales learning capabilities, while Allego will offer its users a gateway to Wilson Learning’s extensive portfolio of learning solutions.

Today, mid-level leaders deal with increased complexity. But what makes them truly effective? To succeed at mid-level leadership, L&D need their leaders to be a Purpose-Centered Leaders which then guides what they do as a leader. Learn how to develop resilient and courageous leaders who have the ability to effectively contribute to the success of others.

Selling water to a thirsty person should be easy, right? Not so fast. Salespeople often miss the big opportunity because they fail to expand the conversation beyond making the simple sale. Many times customers need more than a simple answer to an immediate problem—they need a way out of the desert.

Research indicates most organizations face serious gaps in leadership talent with exiting baby boomers. Preparing new leaders with the skills, mindset, and knowledge transfer is critical. Find out what it will take, what it will look like, and where to begin with developing your next generation of leaders.

Wilson Learning, a global provider of sales and leadership development solutions, announced today that it has been selected as one of the 2014 Top 20 Training Companies that excel in helping sales leaders improve the performance of their sales teams. The list appears in the July issue of Selling Power magazine, which will be mailed to subscribers in the first week of July.

Wilson Learning, an award-winning sales, leadership, and workforce development company, announces the launch of their exciting new website: WilsonLearning.com.

Wilson Learning Worldwide, an award winning global learning services company, today formally announces the establishment of a new partnership with Capacent, Iceland.

Wilson Learning Worldwide’s EMEA Headquarters today announce their official launch of new, region-specific webpages, residing on the company’s global umbrella website - WilsonLearning.com.

Wilson Learning Worldwide won a coveted Brandon Hall Group Technology Bronze award for excellence in the Best Advance in Unique Sales Enablement Technology category. This award recognized Wilson Learning, a global provider of Human Performance Improvement solutions, for its innovative Learning Transfer System. By using a push-pull approach, Wilson Learning’s Learning Transfer System takes program participants through a continuous learning process to ensure more of what is learned is reflected and used on the job. The system includes reinforcement tools, a sales enablement portal, micro-learning modules, manager involvement tools, and an impact evaluation.

Wilson Learning Worldwide – Top providers of sales, leadership and workforce development solutions - invite delegates to visit stand 345 at the Learning and Skills Exhibition, Olympia, London on 28th and 29th January 2015, to discuss how they can help improve performance within your organisation this year.

Wilson Learning Worldwide announced today that it was selected by TrainingIndustry.com as one of the 2015 Top 20 Leadership Training Companies. Wilson Learning is a global provider of Human Performance Improvement solutions.

Global learning services provider, Wilson Learning Worldwide, today announce its new status as a Recognised Training Provider for the Institute of Leadership and Management (ILM).

In 1965, Larry Wilson created Wilson Learning with the notion that people should strive for performance with fulfillment. A half century later, his legacy and values remain at the heart of our business and within our clients’ organizations as a great testament to the resilience of this guiding belief.

Wilson Learning, a global provider of sales and leadership development solutions, announced today that it has been selected as one of the 2015 Top 20 Training Companies that excel in helping sales leaders improve the performance of their sales teams. The list appears in the August issue of Selling Power magazine, which will be mailed to subscribers in the first week of July.

Wilson Learning Poland, business partner of award winning training provider Wilson Learning Worldwide, today announce its attendance at the HR Solutions conference in Warsaw, Poland, on Tuesday 22nd September.

Global Learning Services and Human Performance Improvement provider, Wilson Learning Worldwide, today announce their attendance at the World of Learning Conference and Exhibition for the second consecutive year.

Wilson Learning Worldwide announced today that it was selected by TrainingIndustry.com as one of the 2016 Top 20 Leadership Training Companies. For 50 years, Wilson Learning has been equipping leaders with the capability, tools, and knowledge to engage employees, execute strategy, and achieve business results.

Wilson Learning Worldwide announced today that it was selected by TrainingIndustry.com as one of the 2016 Top 20 Sales Training Companies. Wilson Learning is a global provider of Human Performance Improvement solutions.

Wilson Learning was presented with a Silver Stevie^® Award in the Sales Training Practice of the Year category in the tenth annual Stevie Awards for Sales & Customer Service on March 5 in Las Vegas, Nev.

Wilson Learning, a global provider of sales and leadership development solutions, announced today that it has been selected as one of the Top 20 Sales Training Companies that excel in helping sales leaders improve the performance of their sales teams. The list appears in the June issue of Selling Power magazine, which will be mailed to subscribers in the first week of June.

Wilson Learning Worldwide announced today that it was selected by TrainingIndustry.com as a 2016 Top 20 Workforce Development Company. Wilson Learning develops flexible learning solutions that are aligned to business objectives and designed to deliver sustained, measurable results.

Wilson Learning Worldwide announced today that it was selected by TrainingIndustry.com as one of the 2017 Top 20 Leadership Training Companies. For more than 50 years, Wilson Learning has been equipping leaders with the capability, tools, and knowledge to engage employees, execute strategy, and achieve business results.

Wilson Learning Worldwide announced today that it was selected by TrainingIndustry.com as one of the 2017 Top 20 Sales Training Companies. For more than 50 years, Wilson Learning has been equipping sales professionals with the capability, tools, and approaches to advance the success of sales professionals around the globe.

Wilson Learning Worldwide announced today that it was selected by Selling Power as one of the 2017 Top 20 Sales Training Companies. For more than 50 years, Wilson Learning has equipped salespeople, sales leaders, and sales enablement and support professionals with strategies, tools, and approaches to advance sales performance and achieve business results.

Training magazine, together with Wilson Learning, has published an exclusive study that examines what some high-performing learning & development organizations are doing differently—and better—to prepare their newest group of leaders to successfully navigate a shifting and increasingly sophisticated business environment. Their research underscores what L&D professionals already know: Creating a capable talent pool able to transition into the leadership roles being vacated by retiring Baby Boomers is vital to the success of any company. The study reinforces the belief that instructor-led training and on-the-job training have a higher rate of effectiveness over virtual and mobile training methods.

Studies show that buying executives desperately want salespeople to engage in business impact discussions, but find few ready and able to do so.

Wilson Learning Asia, Pty Ltd and Expert Consulting Korea announced a landmark distribution relationship today that enhances Wilson Learning’s reach in the Asia Pacific, while significantly expanding Expert Consulting’s capability to deliver comprehensive learning services in Korea. This new relationship is expected to spark innovation and boost market presence by maximizing joint marketing efforts and resources at both companies while driving scale and efficiency in the respective supply chains.

Wilson Learning Worldwide announced today the addition of N2N HR Solutions (N2NHR) as an Authorized Distributor based in Wyandotte, OK. This milestone distribution relationship opens three new markets for Wilson Learning with a targeted focus on 1) tribal-owned businesses across Indian Country; 2) government organizations with contracts designated for minority-owned businesses, and 3) mid-sized private sector companies in Oklahoma, Kansas, Missouri, and Arkansas.

For more than 40 years, Wilson Learning has been in the leadership development business. The company’s experience working with all levels of an organization has afforded them a wide lens into the upper-level staffing shortage being created by massive amounts of retiring workers. Wilson Learning’s latest article, “Solving Your Leadership Gap: Tips for Developing New Leaders,” highlights the problem behind the problem for the reported 94 percent of organizations that are unprepared to replace exiting Baby Boomers. The crisis isn’t just the mushrooming leadership gap—it’s how to effectively train (and retain) the talent being promoted to these vacated leadership positions. Too often, new leaders are being consumed by the pressures of their new responsibilities, spinning into a cycle of micromanaging, alienating those they lead, and overworking themselves in the process.

Wilson Learning Worldwide announced today that it was selected by TrainingIndustry.com as one of the 2018 Top 20 Leadership Training Companies. For more than 50 years, Wilson Learning has been equipping leaders with the capability, tools, and knowledge to engage employees, execute strategy, and achieve business results.

Harvard Law School’s Harvard Program on Negotiation recently came out with their list of Top 10 Negotiation Failures for 2013. What can this list of Top 10 Negotiation Failures tell us about the value of Principled Negotiation and Wilson Learning’s NTY program?

Over the years, my travels have often taken me to India. Some of the most fascinating experiences I’ve encountered while there have occurred at the Indian markets, including one particular experience at the Dilli Haat market in the central part of Delhi.

What does work is to combine the most critical components required for learning into a comprehensive, extended learning system. Such a system lays a foundation for the learner, establishes the why and the how for learning and provides application support to make sure newly acquired skills and knowledge are used on the job.

More than 85 percent of sales opportunities involve multiple decision-makers, most salespeople are ill-prepared to sell to decision-making teams. The ability to effectively deal with multiple decision-makers can mean the difference between success and failure in your sales numbers. Read how the key to success involves mastering three sales skills.

It is well documented that people who understand differences in communication preferences, and learn to adapt their own communications to make others more comfortable, are more effective leaders. This skill is called Versatility, and it is the core of Wilson Learning's Social Style capability. But how does that actually work?

The dilemma for many leaders is that employees have been through—and continue to go through—so much change and upheaval that they are questioning whether they have the energy to engage in helping to drive the organization forward. To be successful, it’s imperative that leaders create a culture of new energy and excitement—engagement—within the organization.

The traditional “us vs. them” approach to negotiating has passed. Today's sophisticated buyers want sophisticated selling. Your future clients demand collaborative conversations, fair outcomes, and a process that ensures their needs and interests are met. To meet this new standard, your salespeople must possess the confidence and the negotiation skills to succeed. How prepared is your team?

What growth strategy is your sales organization pursuing as the economy begins to show signs of recovery? As the business climate improves, so do the opportunities for shifting from survival to growth mode.

It seems there are two types of disgruntled people in our current economy: those who don't have jobs and those who do. Why? Because for each person who has left an organization, the ones left behind are working harder, feeling overworked and underappreciated, and often being underpaid.

What makes a learning project global and successful? From the start, it's important to set a context of global awareness and effectiveness.

The most critical global developments for businesses include the increase in economic activity in emerging markets, the free flow of information across the globe, and increasingly global labor markets.

In today's economy, sales leaders face a dilemma: Customers still able to invest in new solutions are also demanding discounts and other concessions. At the same time, selling organizations are under great pressure to deliver both sales numbers and profitability to meet their own company's expectations.

What if your salespeople could expand your offering and create a highly differentiated solution that represents unexpected business value to your customer, and is hard for the competition to replicate because it is unique to the customer? The very thought may hit you like a triple shot of espresso!

A compelling conversation under the title “Sales Enablement” is unfolding among thought leaders in sales and marketing. The initial emphasis on sales enablement grew out of what Harvard Business Review calls “the notoriously fraught relationship between sales and marketing.” As companies sought solutions to better align sales and marketing to drive better revenue results, people started to talk about how other functions could and should also be better approached and aligned in order to enable sales. Yet, as with any exciting evolution, there is a lot of buzz but not necessarily a great deal of clarity as to what it means. So what exactly is sales enablement, why does it matter to your business, and what are the keys to doing it well?

Would you ask the best violinist in the orchestra to take over conducting without any preparation to be a conductor? Probably not. And if you did, you wouldn't have very high expectations for the orchestra's performance. Yet this is exactly what most organizations do. They promote high-performing salespeople into management roles without preparing them to be confident and competent in the critical areas of coaching, motivating, and developing their people.

How does a done deal come undone? Your rep had a good relationship with a great contact, the right solution to meet the customer's needs, and strong buying signals right up to the last. Then came the dreaded call: "Thank you for the proposal, but we've decided to go with someone else." So, what happened? Could this loss have been prevented?

94% of executives say that it is important that salespeople engage executives in a business impact discussion. Yet, only 19% of them say that salespeople do that effectively. Gain insights to help your salespeople engage decision makers more credibly.

A recent conversation with a VP of Sales highlighted the frustrations of many sales professionals in this weak economy. "How do we gain the attention of customers when they are being flooded with calls from so many sales reps?" he asked. "How do we differentiate ourselves enough that they want to talk to us and not feel they are getting the same story they hear from every other company?"

In a challenging economic climate, you may be finding that prospective customers are strongly focused on down-sizing and cost cutting rather than on expanding their business or acquiring the latest new product features. Companies that may have been in growth mode last year are putting projects on hold, reducing capital budgets, and paying renewed attention to cash management.

With shifting consumer demands, disruptive new technologies, and unpredictable financial dynamics, today's organizations have to be more agile and work faster to adapt if they want to thrive in the new economy. While senior leaders need to always be looking forward, anticipating trends and making decisions just ahead of the curve, the unit of the organization responsible for flawlessly executing these complex, ever-changing strategies is the team.

As a sales leader, you also may have noticed how much easier it is for salespeople to connect with some physicians than others. Sometimes the same approach that was successful in one case was completely ineffective in another. And some established relationships end up being downright difficult — fraught with tension and frequent communications issues and misunderstandings for reasons that are hard to understand.

To avoid the pitfalls of competing on price, salespeople are often told they need to "sell the value." Another strategy is to "value-add," by offering the customer extra services or product features without charge. While these strategies can be effective short-term, neither of these approaches produces a sustainable advantage.

Sellers as well as buyers are taking stock of priorities as the economy continues to show weakness across most industries. As a result, most sales organizations are pursuing new business—which often means taking advantage of competitors' complacency or mistakes in providing service to customers.

Everyone wants to make the sale in this challenging economy, and it's hard to resist the temptation to cut the margin, reduce the price, or give away "value adds" the customer really should pay for. Of course, everyone is being squeezed. Customers are pressured to control costs and limit spending, and salespeople feel they are forced to compete on price.

There was a time when a salesperson could fulfill a unified role as a vendor, trusted advisor, and challenger. But today's hypercompetitive market requires the salesperson to play two distinct yet complementary roles—that of Consultant to the customer and Strategist to both the customer and his or her own organization.

If you think your salespeople can control the way buyers buy — think again. The old adage that "people love to buy, but hate to be sold" has changed to "people know how to buy, and won't be sold to." But, that doesn't mean it's time to fire your salesforce. With a little insight into today's buying process, salespeople can understand how customers buy and dramatically increase their sales results.

To sustain success through good times and bad takes more than good products and marketing and finances—these are necessary but not sufficient. To pull these elements together and outperform the competition year after year requires great leadership.

Things are looking up. Businesses are starting to grow again, and new opportunities are cropping up slowly but surely. Many companies are adding staff carefully, building the resources necessary to manage this new activity. New business calls for organizations to change their approach and their attitudes around engagement.

It's a sinking feeling . . . the low battery icon is glowing and you know it's a warning that your mobile device is running out of capacity to deliver on its full performance unless you plug in and re-charge. Stay with me on this analogy for a minute . . . as leaders, we have asked our followers to do more with less. Now, with the economy improving, there seems to be a need for relief—some leadership re-engagement strategies to re-charge employee discretionary energy and create higher engagement.

Managers play a pivotal role in the transfer of learning and helping to drive performance results. But how can we best leverage busy managers' involvement in maximizing learning transfer? We've honed it down to three practical yet effective tips.

If you ask a busy learning professional about learning transfer, you'll likely hear two things: First, it's very important; second, it's very hard. So what is it about the process that makes learning transfer so challenging?

This study examined the impact of learning transfer activities on the effectiveness of "Global Effectiveness," a learning program designed to teach skills to effectively communicate and build cross-cultural relationships. The study compared skill usage and performance impact between two groups, one group received only skill training (training only group) and the other received the skill training plus activities designed to support the transfer of learning to job performance (training plus transfer group).

Be careful; it is easy to be drawn into accepting the role of Romeo, but if you do, you know how it ends! How do you move out of the expected roles of customer and vendor with well-defined roles and expectations to a side-by-side dialog that supports your customer’s expectation of value?

“Thanks for the $25.” Learn how you can use "self talk" to get past the negativity of sales rejection, and create a positive approach that achieves results.

In many industries, it is a given that salespeople need business consultant skills to be effective. However, little has been done to try to define the level of consultant skills required. Some consider strategic-level discovery skills the definition of consultant skill. For others, understanding core operational strategy is required and, for others, the ability to conduct an executive-level sales call is the heart of being a consultative salesperson.

Wilson Learning holds events centered around specific business issues, research and trends, or industries. Wilson Learning also participates in various trade shows and conferences. Below is our current list of scheduled events, speaking engagements, and trade shows.

By Michael Leimbach, Ph.D., Vice President of Global Research and Development, Wilson Learning Worldwide Inc.

By Michael Leimbach, Ph.D., Vice President of Global Research and Development, Wilson Learning Worldwide

By Wendy Mack, former Director, Consulting Services, Wilson Learning Corporation

By Carl Eidson, Ph.D., Vice President, Business Development, Wilson Learning Corporation

By Michael Leimbach, Ph.D., Vice President of Global Research and Development, Wilson Learning Worldwide, and Carl Eidson, Ph.D., Vice President, Business Development, Wilson Learning Corporation

By Michael Leimbach, Ph.D., Vice President of Global Research and Development, Wilson Learning Worldwide, and Barb Taruscio, Senior Consultant, Wilson Learning Corporation

By Michael Leimbach, Ph.D., Vice President of Global Research and Development, Wilson Learning Worldwide Inc.

By Tom Roth, Chief Operating Officer, Wilson Learning Worldwide Inc.

By Tom Roth, Chief Operating Officer, Wilson Learning Worldwide Inc.

By David Yesford, Senior Vice President, Wilson Learning Worldwide Inc.

By Tom Roth, Chief Operating Officer, and Michael Leimbach, Ph.D., Vice President of Global Research and Development, Wilson Learning Worldwide Inc.

By Tom Roth, Chief Operating Officer, Wilson Learning Worldwide Inc.

By David Yesford, Senior Vice President, Wilson Learning Worldwide Inc.

By Wendy Mack, former Director, Consulting Services, Wilson Learning Corporation

For many organizations, salespeople need to be effective business consultants, experts who can deal with complex systems issues, and can help facilitate change in their clients' organizations.

Now, more than ever, organizations need to engage employees. Rapid market change, disruptive technologies, and opportunities available to your key talent have forced organizations to reexamine the connections between business performance, leadership, and employee satisfaction.

Global provider of Human Performance Improvement Solutions, Wilson Learning Worldwide, are excited to announce their participation as exhibitors and expert speakers, at this year’s largest and most comprehensive Learning and Development event. The World of Learning Conference and Exhibition (NEC Birmingham, 30th September - 1st October 2014) is an established and reputable event that brings together Learning and Development professionals from across the UK, Europe and worldwide on an annual basis.

Global Learning Services and Human Performance Improvement provider, Wilson Learning Worldwide, announce their participation at this year’s Training and Development Show in Dubai. As well as being exhibitors at two separate stands this year - number 110 and 485 - Wilson Learning are very excited to also be the Platinum Sponsor of the event for the third year running.

Wilson Learning was presented with a Bronze Stevie® Award in the Sales Training Practice of the Year category in the eighth annual Stevie Awards for Sales & Customer Service last night.

Wilson Learning India Pvt Ltd, part of Wilson Learning Worldwide, a worldwide provider of Human Performance Improvement solutions, today announced that it has appointed Vivek Chandramohan as the new Managing Director, effective November 11, 2013.

Wilson Learning FZ LLC, the local office of Wilson Learning Worldwide, a global provider of Human Performance Improvement solutions, today announces their sponsorship of the Training and Development Show, Dubai International Convention Centre, on 10th and 11th December 2013.

Wilson Learning FZ LLC, the local office of Wilson Learning Worldwide, a global provider of Human Performance Improvement solutions, today announces that it has won the SME100 Award, issued by Dubai Government, for the second time in a row.

Wilson Learning, a global provider of Human Performance Improvement solutions, announced today that it has been selected as one of the 2013 Top 20 Training Companies, a list published by Selling Power magazine. The list appears in the Summer (July/Aug./Sept.) issue of Selling Power, which will be mailed to subscribers in the second week of August.

As an early pioneer in reimagining the role of the salesperson, Larry Wilson revolutionized the way people sell. Back in 1965, Mr. Wilson, a highly successful salesperson, believed that selling did not require a manipulative or adversarial approach; instead, he showed how a counselor approach to meeting customer needs produced more effective results. At the time, this was a groundbreaking concept that created a new generation of salespeople who recognized the value of establishing relationships based on trust and win-win problem solving.

Wilson Learning Worldwide announces today that it has been selected by TrainingIndustry.com as a 2013 Top 20 Sales Training Company. Wilson Learning is a global provider of Human Performance Improvement solutions for sales and service, leadership and workforce development. Wilson Learning is one of only nine organizations that have been named to the Top 20 Sales Training Companies' list for all five years.

Wilson Learning Worldwide announces today that it was selected by TrainingIndustry.com as a 2013 Top 20 Leadership Training Company. Wilson Learning is a global provider of Human Performance Improvement solutions.

As organizations begin to hire and onboard new talent, it is easy for managers to make the mistake of spending all their time bringing new hires up to speed and redirecting those who are off track. This is a classic mistake that often leads to neglect of those high performers who appear on the surface to be highly engaged and self-motivated. The problem lies in the energy continuum where, at one end, those with low engagement underperform and “rust out” as they wait and see what is expected. At the other end of the energy continuum are the highly motivated team members who work so hard they are at risk for burnout, yet no one is checking in on them – or worse, managers are delegating even more to them without engaging them.

In conversations with clients about the impact of the current economic downturn, I keep hearing one concern everyone seems to share: "how can we help our people manage the strain of all the budget cuts, layoffs, and reorganizations?"

A few days ago I posted this question on a LinkedIn discussion group focused on sales effectiveness in the chemical industry, a market segment that employs many scientists and technical experts as part of the sales force. While this discussion was focused on sales in the chemical industry, the same issues apply across many industries including laboratory equipment, high tech systems, aerospace, alternative energy, and more.

Salespeople love to win, but hate to lose. And sales management applauds this drive, and wants to help salespeople win, but win the right business. The key is, the hot pursuit of a win can backfire if salespeople are going after deals that aren’t profitable.

Over the years I’ve heard from many sales leaders who have been frustrated by efforts to get their salespeople to call wider and higher in their accounts. Although we all have a strong belief that there are opportunities outside the safe "green zone" of familiar contacts, many salespeople are particularly intimidated by trying to get appointments with executives.

We posted a blog in 2009 titled Leading by Remote Control in which we discussed the challenges of leading a remote team. Several readers commented that they found the title troublesome since it conjured up images of a leader controlling others or purposely pushing others’ buttons. These critiques had good merit. After all, engagement research tells us that employees don’t want to be controlled. And clinical psychology research tells us we all have buttons, yet none of us wants them to be pushed by others. With all of this criticism, does the Leading by Remote Control title have any legitimacy?

Operating in today’s business world is like living in the land of "Re" — something is always changing and mostly it is "re-something": re-organizing, re-structuring, re-shaping, re-framing, re-aligning, re-engineering, and so on. People have to constantly deal with the message "we’re changing again." As such, change has become a constant part of our work lives and a normal function of every leader’s role.

Change is something that affects everyone in today’s world, whether we like it or not. No matter what profession we’re in, our daily activities are influenced and driven by technology, differing customer demands, employee performance, and economic ups and downs.

An American and an Indian are rushing to an 11:00 meeting. Just outside the meeting place, each runs into a dear friend they have not seen in 5 years. What happens? You will laugh, but culturally, the American will quickly say hello, say they are late for a meeting, and as they rush for the door, tell the old friend that they will email them to connect. The Indian, on the other hand, will stop and invite the friend to sit down for a cup of coffee. Who is “rude” in this situation? Strikes me that your answer as you are reading this is influenced by your culture.

Many of our clients tell us that they are interested in virtual learning and want to understand how to ensure the success of a virtual learning initiative. We discuss with them the various factors that affect the virtual learning environment—great design, the right technology, etc. But in recent conversations with some of our most successful facilitators, I was reminded of just how critical their role is in a virtual learning environment.

Clients are asking a lot of questions about virtual learning these days, and it’s not surprising. There are so many ways that virtual learning makes sense. Instead of bringing people to a common location for training, why not bring the training to them? Instead of paying a big travel bill and disrupting work schedules, why not integrate the learning right into the work environment? Why isn’t everybody doing it more often?

In the past few months, I have had the privilege of attending two of our industry’s leading professional conferences: American Society for Training & Development (ASTD) and the Society for Pharmaceutical and Biotech Trainers (SPBT).

Many of our clients who start utilizing mobile learning are quickly confronted with the issue of whether to implement it as a mobile app or via mobile web. The decision can have broad implications for accessibility, cost, quality, and maintenance of a mobile learning strategy.

Training 2012 Conference & Expo speaker Carl Eidson answers the question, "What can we do to make training stick?"

Recent research has indicated that a large majority of managers understand the importance of employee engagement to achieving business results. Yet, further research over the last few years shows that the number of employees who report being fully engaged is decreasing to dangerously low levels. Why is this?