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How are you feeling today? Talent leaders know that emotional intelligence (EI) is a contributor to professional success. Awareness of one’s own emotions and the emotions of others is essential to managing feelings and relationships in a productive and empathetic way.Yet many sales leaders focus on building their team’s hard skills and neglect emotional intelligence or “soft skills.” Emotional intelligence matters for every field—especially sales. When sales professionals understand and act on emotions appropriately, they can connect and communicate more effectively with their colleagues and customers.This ability has a significant impact on job satisfaction and sales performance. Find out why emotional intelligence is essential for sales professionals today and how to develop this critical skill.The Importance of Emotional Intelligence in Sales Having a great product is no longer a guarantee of a successful sales career. Today’s sales professionals need to position themselves as strategic advisors—resources to help solve their customers’ business problems. This is known as “consultative selling.”A consultative sales professional puts the buyer’s needs ahead of their own. Instead of leading with a sales pitch, sellers discuss options, provide insights, and guide buyers.Emotionally intelligent sales professionals are well suited for consultative selling because they’re aware of their own strengths and weaknesses, able to adapt to the emotional states of others, and proficient at building rapport and maintaining strong connections.5 Ways Emotional Intelligence Affects Sales PerformanceThere are five categories: self-awareness, self-regulation, social skills, empathy, and motivation. Each of these contributes to the success of highly emotionally intelligent sales professionals.1. Self-Aware Sales Professionals Manage Their Emotional StatesSelf-aware sellers can identify and understand their emotions and the impact they have on others. They can manage their mood, are less likely to clash with others, and recover from rejection faster than sellers who don’t recognize or manage feelings. 2. Self-Regulated Sales Professionals Control Their ImpulsesSelf-regulated salespeople don’t bring negative emotions—anxiety, discomfort, or irritation—to sales conversations. They adapt their behavior to the needs of their job and can motivate themselves over the long term. 3. Socially Skilled Sales Professionals Make Meaningful Connections Sales professionals with strong social skills make meaningful connections, build rapport easily, and maintain relationships over time. They know how to “read a room” and adjust their own behavior to get the outcomes they desire. 4. Empathetic Sales Professionals Understand Others’ EmotionsEmpathetic sales professionals identify other people’s emotions—and are good at adapting to fit the situation. Empathy helps sellers understand customer needs, goals, and pain points so they can address them most effectively.5. Motivated Sales Professionals Work to Achieve Their GoalsMotivated sales professionals get more done in a day and seek out training to improve their skills. They pursue promising leads and follow up on opportunities more assertively than less-motivated peers. They embrace coaching that helps them reach their goals.Developing an Emotionally Intelligent Sales Team Emotional intelligence can be developed to improve sales team performance and harmony. Look for these five building blocks of emotional intelligence when hiring and developing sales professionals:Self-Awareness: Do they seem able to recognize their own emotions and tendencies? Emotional Regulation: How do they describe handling stressful or challenging situations?Social Skills: Do they make eye contact? Do they pick up on social and non-verbal cues? Empathy: Can they see things from another perspective? Do they actively listen?Motivational Skills: Do they have techniques or habits to keep themselves energized? You can help your sales professionals increase their emotional intelligence and perform to their maximum potential with an emotional quotient (EQ) assessment. Assessments help team members gain self-awareness, reveal strengths and gaps, and help talent professionals develop low-competency areas. Consider the level of emotional intelligence within your sales organization. Are there customer satisfaction issues, personal conflicts, or tensions? It may be time to assess the team’s ability to understand and apply the power of their own emotions to improve sales performance and satisfaction.Want to learn more about emotional intelligence and sales training? Visit The Brooks Group blog for expert advice.

Emotional Intelligence: Why It’s Essential for Today’s Sales Professionals

We know why employees leave. Billions are spent each year on reports, whitepapers, and top-level strategies all to better understand phenomenon like the great resignation or quiet quitting. But the truth is this: we should be asking the opposite.What makes employees stay? And more than that, what makes some companies so attractive that employees stay with them for decades?What Makes Employees StayGone are the days when an employee would stay with one company for the best part of their career. Today, the average is just under three years for employees in the 25–34 age bracket.According to research by the Work Institute, 22 percent of resignations are due to a lack of opportunities for growth, promotion, achievement, or training. This trend is only growing with new opportunities to work remotely and higher employee turnover than ever before.What’s clear is that the next generation of employees want to know that the work they do has a meaningful impact. They want real opportunities for development. And they want to feel that they can grow in their role. So, what sets organizations with high employee retention apart?1. Never finding yourself stuckTop organizations understand that career stagnation is a surefire way to lose talented employees. They foster an environment where advancement is fully supported, and moving into different teams or departments is seen as an advantage, not a taboo.It’s not all about promotions, though. By investing in ongoing training and development programs, these companies ensure that employees are always on a path to enrichment. Ultimately, the outcome is a workforce that’s supported, motivated, and always evolving.2. Having an open dialogue about developmentWe now know that 33 percent of employees quit within the first 90 days. This critical point comes down to frustration and mismatches between the expectations of a given role—and the reality. But not every organization sees this 90-day spike. Organizations that start conversations early around job satisfaction, development, and feedback retain talent even in cases where there’s been a rocky first start.When companies talk early and often about performance and development opportunities, HR are in the loop on situational changes, goals, and aspirations, so they (and the employee) always know where they’re going next.3. Getting real recognition for your workWhen did you last get acknowledged for a job well done? Recognition is a powerful motivator. Employees who feel appreciated for their contributions are more likely to stay committed. When employees are recognized as individuals, not just as cogs in a machine, we see them take on new challenges, innovate, and invest their energy in the company’s success.But beyond this, recognition builds trust and allows employees to take on new responsibilities, empowering them to grow in their role rather than placing a limit on potential. Trust and recognition are a fundamental part of the company culture in organizations where employees stay the longest.Why Investing in Talent Pays Off in the Long TermInvesting in your employees is a long-term strategy to strengthen your organization. The cost of high turnover—recruitment, training, lost productivity—far outweighs the expense of developing the talent you already have.Companies that focus on employee growth benefit from the accumulated knowledge, experience, and loyalty of long-term employees, leading to a stronger organization. So, the next time you are asked how you can reduce employee churn, ask yourself the opposite. What can we all do to help employees stay?

What Would Make You Stay With a Company for 10 Years?

In my 17 years in training and workforce development, I’ve witnessed a significant transformation that parallels the technological convergence we’ve seen in mobile phones. Mobile phones began as single-use devices for voice communication, evolved to include text messaging, QWERTY keyboards, touch screens, and now host apps for nearly every conceivable need. Technologists predicted this convergence years before it became a reality, fundamentally changing user habits, creating new expectations, and facilitating our always-on, always-connected, ever-changing world.Today, the majority of the workforce was born into this digital world, yet our training methodologies have not kept pace with evolving user expectations. The pressure on learning and skill development functions is no longer annual or fixed; it’s dynamic. Products, goods, and services we train on are moving targets, and with the mobility of the modern workforce, so are our learners. Like their phones, employees expect an always-on, always-connected experience. They no longer want to navigate multiple platforms for training, communication, conferences, performance tracking, and rewards.This convergence in expectations necessitates a shift in mindset. We are no longer just trainers; we must adopt the mindset of marketers, connecting our strategies from training to communication to rewards and recognition into one cohesive, connected learning journey.The Era of Dynamic LearningThe traditional model of static, periodic training sessions is becoming obsolete. Organizations must move toward a dynamic learning model, where continuous skill development and talent nurturing are integral parts of the employee experience. This shift is driven by several factors:Accelerated Product Life Cycles: As product life cycles shorten, training must keep pace with rapid changes in technology, customer preferences, and market demands. Employees need immediate access to the latest information and skills to remain competitive and effective.Remote and Global Workforce: The rise of remote work and global teams demands flexible and accessible training solutions. Employees must be able to learn anytime, anywhere, on any device, ensuring that learning fits into their daily routines.Hyper Personalized Learning: Just as users personalize their smartphone apps to fit their lifestyles, employees now expect personalized learning paths that cater to their skills, roles, and career aspirations. Adaptive AI learning technologies and data-driven insights enable the creation of tailored experiences that meet individual needs.Integrating Training, Communication, and RecognitionTo meet these new expectations, training programs must be integrated with communication and recognition strategies, creating a unified learning ecosystem. Here’s how organizations can achieve this:Unified Platforms: Implement integrated platforms that provide a one-stop shop for learning, communication, and performance management. These platforms should offer a user-friendly interface, accessible via mobile devices, ensuring that employees can easily access all resources.Continuous Feedback Loops: Foster a culture of continuous feedback, where employees receive real-time insights into their performance and development. This approach encourages ongoing improvement and helps employees feel valued and recognized for their contributions.Cross-Functional Collaboration: Encourage collaboration between training, HR, marketing, product, and IT teams to develop cohesive strategies that align with business goals. This cross-functional approach ensures that all aspects of the employee experience are interconnected and reinforce each other.The Marketer MindsetAdopting a marketer mindset means viewing training as a holistic journey rather than a series of isolated events. It requires understanding the employee experience from end to end and crafting narratives and connected strategies that resonate with learners. Here are key elements of this approach:Storytelling: Use storytelling techniques to create engaging learning experiences that captivate employees’ attention and foster emotional connections. Compelling narratives make training content more memorable and relatable.Gamification and Rewards: Incorporate gamification elements and rewards to motivate and engage employees. Leaderboards, badges, and point systems can drive healthy competition and encourage active participation.Data-Driven Insights: Leverage unified data analytics to gain insights into learning behaviors and preferences. These insights enable organizations to continuously refine and optimize their training programs to better meet employees’ needs.Campaign-Based Learning: Develop modularity in your learning content architecture to create ongoing continuous learning campaigns. These campaigns can adapt based on market dynamics and conversion data, ensuring that learning remains relevant and effective.Embracing the FutureThe convergence of talent and skill development is not just a trend; it’s a necessity in today’s fast-paced, digital world. By adopting a holistic, integrated approach to training, communication, and recognition, organizations can create a connected learning journey that meets the expectations of the modern workforce. This shift requires a marketer mindset, where learning is personalized, dynamic, and seamlessly integrated into the employee experience, ensuring that organizations remain agile, competitive, and ready for the future.

Beyond Training: Creating a Connected Learning Journey

In managing our own development, talent developers are faced not only with the challenge of continuous learning, but also the need to have that learning recognized by stakeholders in their careers (employers, human resources departments, and clients, for example). A great way to accomplish this is by earning credentials these stakeholders will recognize. In this edition, we’ll lay the foundation for this dynamic, examine three types of credentials, and explore the ups and downs of pursuing each one.Credential as a ProxyA credential is issued by some authoritative body, attesting the credential holder’s knowledge and skills in a particular area. As a proxy, it speaks on behalf of the credential holder—a degree listed on one’s résumé, for example, or a certificate from a training program entered into one’s LinkedIn page. It says something about you.Social Capital TheorySociologist Pierre Bourdieu suggested we can examine social dynamics as an exchange of capital—you get something, and you give something. When pursuing a credential, you offer two forms of capital: your money and your learning effort. In return, you receive two forms of capital: an education (or other learning experience) and a credential. The rest of this article focuses on the latter, the credential.Types of Credentials and the Social Capital ExchangedWe’ll examine three forms of credentials professionals typically pursue, as well as the capital exchanged to get them. These are: certificates, certifications, and degrees.Certificates. These typically are the simplest to obtain (and the least expensive). Certificates can be awarded by almost anyone—typically schools, businesses, and professional organizations. They can be as short as a few hours or last several weeks or even months. There are no controls over who issues what certificates, so it’s up to each stakeholder to assess their value and meaning. You might not want to put that safety training certificate you got from your employer on your résumé, but you would certainly include that executive leadership training certificate you received from Harvard!In terms of capital exchange, certificates are usually the easiest to earn and the least expensive as well. However, they can sometimes be brief and may not say a lot to people evaluating the holder.Certifications. These differ from certificates in meaningful ways. First, they’re typically awarded by either governmental agencies or professional associations. Second, they tend to be much more widely recognized in professional circles. (They can even be mandatory. You can’t practice law without a law license, for example.) Typically, a certification will require a certain amount of professional experience and the passing of an examination, adhering to a code of ethics and continuing education to maintain the credential. In talent development, our professional body, the Association for Talent Development, offers two levels of certification: the Associate Professional in Talent Development (APTD®) and the Certified Professional in Talent Development (CPTD®). Achieving either of these attests to the holder’s experience and their knowledge (demonstrated by passing a certification examination).When thinking about capital exchange, certifications often offer the best “bang for the buck.” Many relevant certifications can be obtained inexpensively and can have a great impact on one’s career, both in terms of learning and recognition.Degrees. Degrees are offered exclusively by colleges and universities. They require one or more years of focused study. Whether it’s a bachelor’s degree to round out your education, a master’s degree to get advanced training, or a doctorate to become a professional who does research, earning a degree—especially one related to your profession—can be an extremely valuable credential to hold.Keep in mind, however, that earning a degree is both time-consuming and can cost tens of thousands of dollars—a huge investment no matter how you look at it. But the capital you receive—advanced training and almost universal recognition—can be a career-booster—or career-changer!ConclusionEarning a credential—whether it’s a certificate, certification, or a degree—can enhance your career tremendously. But keep in mind your own developmental and career goals, as well as the time, effort, and expense involved. Balance this with your other commitments and priorities and you’ll make the best choice for your career—now and into the future.

Developing the Developer – Credentials Edition

Today’s economy is … challenging. On top of that, some organizations are still adapting to the changes caused by the COVID-19 pandemic, like distributed teams, remote meetings, and hybrid offices. The need for strong leaders is more significant than ever in light of those obstacles.Strong leadership skills are essential for managers to build and lead engaged, innovative teams prepared to handle today’s challenges. And the key to being a strong leader might be different from what you think. In an ELB Learning webinar, Kristie DeLoreto, SVP, Client Solutions, and Laura Doerr, VP, Operations at ELB Learning, demonstrated why empathy matters in leadership.Empathy in leadership is the ability to relate to and connect with people to inspire and empower their lives. However, it’s important for leaders to understand the difference between empathy and sympathy. “It’s a very gray line,” said DeLoreto. “I think you either kind of understand it, or you need to practice to get better at being more empathetic or knowing the difference between those two.”Lack of Empathy vs. EmpathyYou may have worked in environments where the first second somebody has performance problems at work, the automatic response is to say, “You’re out.”That is an example of a lack of empathy. Unfortunately, this can be fairly standard in our business world. Someone walks into your office and says, “Your numbers have been down for the third quarter in a row. You have to pick up your numbers. Otherwise, I can’t guarantee what the future will look like.”How inspired is that person going to be at work the next day? On the flip side, here’s the empathetic approach.Someone walks into your office and says, “Your numbers are down for the third quarter in a row. Are you okay? I’m worried about you. What’s going on?”We all have performance issues. Maybe someone’s kid is sick. Maybe they’re having problems in their marriage. We don’t know what’s going on in their lives, which will affect their performance at work. Empathy means being concerned about the human being, not just their output. Most people don’t want to be bad performers; they want to do a good job. Leaders must remember this.Exercising empathy can help leaders build teams, hire employees, and work with clients.Building teams. According to a 2022 Gallup report, employee engagement has dropped over the last several years to 32 percent, and 17 percent of employees are actively disengaged. Recognizing and respecting your employees’ emotions—even the negative ones—is a powerful way to connect with them. Empathy lays the groundwork for mature leadership and connecting with your workers as people.Hiring employees. Empathy is also important in the hiring process. It gives insight into another person’s motivations and helps you judge whether a candidate is right for a position. “If you look at your candidate with empathy, you can see the person and the human they are. And if they’re going to bring that to the table and bring those right skills and the right fit culturally, and all those other pieces just by thinking about that,” said DeLoreto. Working with clients. By employing empathy in your conversations with clients or subject matter experts, you can better understand their pain points and get on the same page. Having an open, thoughtful, empathetic conversation—especially with difficult clients—where you align and get on the same page will improve your relationship. In addition, empathy allows you to understand how another person is likely to behave, which can be powerful in negotiations.Why Leadership Training Can HelpDuring the webinar, DeLoreto polled the audience, asking who had worked for a leader who lacked empathy at any point in their career. The response was a resounding 95 percent “YES.”Effective leadership training needs to include soft skills training such as empathy. While there will always be a demand for training on hard skills, at ELB Learning, we’re seeing more and more clients come to us for manager and leadership development.

Most Important Skill for Leaders Is Empathy—Here’s Why

For L&D professionals, understanding the link between workplace relationships and mental health is crucial.

Repairing Relationships, Restoring Mental Health: A Guide for Learning and Development Professionals

Let’s look at three key strategies for improving learning experiences with learner-centered design.

3 Ways to Put Your Learners at the Heart of Learning Design

Soft skill learning needs to be a part of every career development plan for every employee in your organization. 

The Value of Soft Skills Learning

In an increasingly complex world, resilience is more essential than ever, especially for government workers. It's often misunderstood as merely "powering through" tough times, but it's much more than that. True resilience is the capacity to thrive amid adversity, drawing strength from difficult experiences and emerging stronger. With the current landscape marked by political uncertainty, misinformation, and global unrest, understanding and cultivating resilience is crucial. Here, we explore seven key insights into building resilience, both individually and within government organizations, and how it can serve as a strategic advantage in public service.1. Controlling Our Perception of the WorldIn an era of misinformation, managing perceptions is crucial for government workers. While external events are uncontrollable, we can control our responses by critically assessing information and seeking diverse perspectives. This balanced approach helps navigate challenges, maintaining public trust and integrity.2. The Right Stuff to Practice ResilienceTraits like perseverance, adaptability, and a commitment to public service are key for resilience in government workers. Recognizing and nurturing these traits helps navigate uncertainties, such as policy changes and public scrutiny. Resilience, developed over time, prepares for future challenges and ensures effective governance.3. Resilience as a Team EffortResilience is not just individual; it's a collective effort, especially in the public sector. Organizations should cultivate a culture of mutual support and collaboration. By working together, teams can better navigate crises, strengthening public sector performance.4. The Role of Leaders in Bridging Individual and Organizational ResilienceLeaders play a pivotal role in aligning individual strengths with organizational goals, fostering open communication and continuous learning. They set the tone for handling challenges and setbacks, creating a resilient culture. This leadership style, focusing on leading oneself, others, and circumstances, is crucial in public service.5. The Importance of RelationshipsStrong relationships are vital for resilience, providing essential support during difficult times. Building connections with colleagues and the community offers practical and emotional support, helping government employees cope with stress and maintain a positive outlook.6. Organizational Support for ResilienceOrganizations must invest in employees' well-being, providing mental health support, flexible work arrangements, and professional development. When employees feel valued and supported, they are more likely to engage fully, enhancing the organization's resilience and benefiting the public.7. Resilience as a Strategic Advantage in Public ServiceResilience is a strategic advantage, enabling government organizations to handle disruptions and seize new opportunities. Whether navigating policy changes or adapting to societal shifts, resilience helps maintain momentum and strengthens public trust, driving long-term success.ConclusionResilience is a foundational element crucial for government workers. It is an ongoing journey involving individual and collective efforts. By focusing on how we perceive challenges, leveraging our innate strengths, fostering supportive relationships, and creating a resilient organizational culture, government leaders can navigate adversity more effectively. Resilience is not just about surviving tough times; it's about thriving through them and using them as opportunities for growth to unleash your potential and cultivate success in public service.

Building Resilience: Thriving in Public Service Challenges

In today’s rapidly changing world, the way we learn has evolved significantly. Today’s learners expect their learning experiences to be integrated into their daily work, personalized, and supported by technology. Here are the key expectations and trends shaping the future of learning: People-Centric LearningModern learning focuses on individual needs, combining personalized digital and in-person formats embedded in daily workflows. While managers and HR support development, learners take primary responsibility for their growth.Learning in the Flow of WorkWith 65 percent of workers noting changes in job-required skills, learning must be seamlessly integrated into the workflow. Microlearning opportunities replace traditional course catalogs, ensuring continuous, accessible, and directly applicable learning.Technology-Driven LearningLearners expect user-friendly, intuitive, and engaging digital tools with gamification and social learning elements. Learning Experience Platforms (LXPs) offer personalized learning journeys, making learning a social, on-the-job event with artificial intelligence (AI)-driven recommendations.Data-Driven Insights for Personalized TrainingData collection and analysis are crucial for understanding learners' needs and tracking progress. Identifying skills gaps and providing personalized training suggestions align learning activities with career goals and organizational needs.Cultivating a Learning CultureA company culture characterized by openness, trust, and flexibility is vital. Recognizing informal learning and encouraging experimentation can enhance innovation and individual growth. Management support and targeted interventions are crucial. These evolving expectations highlight the need for organizations to adapt their L&D strategies. By focusing on personalized, integrated, and technology-supported learning experiences, organizations can ensure continuous growth and maintain a competitive edge in today’s dynamic business environment.What Do Organizations Need Regarding L&D?Organizations must adapt to the new normal to stay competitive for top talent, as 66 percent of respondents in Deloitte’s survey struggle with constantly changing skill requirements. Here are the key points organizations need to consider for effective learning and development (L&D):Strategic L&D OrientationOrganizations need a strong, long-term L&D orientation to handle short-term pressures and adapt quickly to new ways of working. Long-term investment in L&D now can better position businesses for future recovery and growth.Effective L&D Delivery ModelOrganizations must reconstruct L&D to foster adaptability, emphasizing digital and analytical skills among L&D teams. This includes virtual facilitation and online content curation.Learning Technology InfrastructureUse a learning technology ecosystem approach rather than an LMS-centric one to provide continuous, personalized learning experiences. This includes enabling informal learning, automating reporting, and improving content quality.Culture of Continuous LearningEstablish a culture that emphasizes continuous and lifelong learning, engaging employees in building an agile, customer-centric, and innovative culture. By addressing these areas, organizations can ensure their L&D strategies are aligned with modern demands, fostering a culture of continuous improvement and adaptability.Editor's note: This blog post has been adapted from Short on Skills? Rethink Your Learning Approach, authored by Christoph Hieber, Anna Hundstorfer, Belinda Spoerk, and Greta Liesenklas.

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