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By Michael Leimbach, PhD


这并不是因为这些公司不清楚管理人员这个角色的价值。有一项销售高管委员会的调查显示,在被问到什么是提高销售业绩最重要的因素时,有 88% 的销售高管会回答:“让销售经理更有效地发挥领导作用。 ”同时,超过 50% 的高管表示,他们公司并没有让销售经理做好有效领导团队的准备。就销售经理对业绩的潜在影响而言,这些公司实际上只得到了较低的销售培训投资回报率、疲软的销售生产力和较高的周转成本,这样等于白白浪费公司的资金。


Since what individuals find meaningful varies greatly from person to person, managers can be most effective when they understand sources of individual motivation and customize recognition and rewards accordingly.

Michael Leimbach, PhD

Michael Leimbach, PhD, is a globally recognized expert in instructional design and leadership development. As Vice President of Global Research and Development for Wilson Learning Worldwide Inc., he has worked with numerous Global 1000 organizations in Australia, England, Germany, Japan, South Korea, Taiwan, and throughout the United States. Over more than 30 years, Dr. Leimbach had developed Wilson Learning’s diagnostic, learning, and performance improvement capabilities, published over 100 professional articles, coauthored four books, been Editor-in-Chief for the highly acclaimed ADHR research journal, and is a frequent speaker at national and global conferences. He also serves on the ISO Technical Committee (TC232) on Quality Standards for Learning Service Providers and on the University of Minnesota College of Education and Human Development Dean’s Advisory Board.