It’s probably an understatement to say that so many aspects of the workplace have changed in the past few years. We’ve seen the ‘expectations pendulum’ dramatically swing – in everything from employees’ relationship to the workplace, to how they think about their wellbeing, and even more fundamentally than this, how work and life actually intersect.

Sales managers, let’s be honest… it’s hard to watch a salesperson that seems to be flailing in shallow water when they are on a prospect or client call. However, if you take a step back, you realize they are probably going to find their feet and be able to stand up and be fine.

(By Pat Bryson) I was on a market visit with one of my stations a few weeks ago. We were discussing how to sell a sports team whose games we carry. Traditional sponsorship offered the choice of day games or night games. Take your pick or buy both. There are many more night games than day games. Which one would you buy?

Discovery meetings are a vital tool for uncovering new business opportunities. In these conversations, sales managers and sellers have a unique chance to learn about potential clients, understand their challenges, and present solutions tailored to their needs. The key to an effective discovery meeting lies in the ability to ask thoughtful questions, actively listen, and establish genuine rapport.

A recent discussion with a group of late millennial professionals led to some important insights about what the next generation wants to learn from their current leaders and what workplace experience they’re seeking. The group was remarkable in that they were all born in 1996, the last year of the millennial generation and have had life experiences that span major hallmarks of their generation and those of Gen Z.

Out of the mouths of babes. It’s an expression used when someone young or inexperienced says something surprising for its wisdom. Wisdom like this, the idiom implies, is usually the stuff of those who’ve been around a long time, weathered the storms, climbed the hills and hierarchies. “Leader” is the word we often use to describe them. Age and seniority can be helpful, yet these have far less to do with actual wisdom and impact than two more potent and often overlooked factors: exposure and asking questions.

If you are a sales leader or sales manager, you struggle to get everything done. You want to work with your team, but you often find yourself being pulled into meetings and conversations that have no ability to help you reach your sales targets. It can be difficult to decide what gets your attention and what doesn’t deserve your time.

So I didn’t. The truth is, avoiding that hard decision and others like it cost me time, opportunity and cycles of unnecessary rumination and distraction. I learned that procrastinating a hard decision is actually a decision in and of itself. It also typically comes with a cost. Understandably, many of us hesitate when the stakes are high instead of being decisive. Or, in the words of Paul Epstein, a sports executive turned bestselling author and keynote speaker: We play defense when they should be playing offense.

Before my first undercover assignment, I was sent back to the Behavioral Science Unit at the FBI Academy for a series of psychological tests to determine my level of self-awareness. I was disappointed because I expected to learn how to scissor-kick in high heels to take down a guy twice my size. At least, that’s how movies portray it. Alas, not for the first time did I learn that movies are entertainment with a tenuous grasp on reality.

There is a sweet spot, however difficult to find, between analysis paralysis and “plunge-in bias.” Here’s how CEOs can withstand uncertainty and make their way through complex challenges sustainably. Complexity is the unsung nemesis of 2023 for CEOs. No matter the industry, economic uncertainty, wild supply chains, and the throes of digital transformation are making businesses more complex than ever before.

Every leader wants control of their team. They want them to do the right thing, in the right way, at the right time. Many leaders lack a set of strategies that would allow the better results they want. In the worst case, they use force. In the best case, they use inspiration. What follows here is a list of positive strategies leaders can use to have greater control, without harming their results or creating a toxic environment.

The world of work is filled with challenging moments, unexpected events and unanticipated reactions. Learning to lead yourself first is critical for survival and seizing any possibility of success in these stressful moments. One of today’s essential skills is developing a personal system for keeping control of the logical thinking part of your brain when your body’s natural reaction is to rip away this control in a flood of chemicals. Get this right, and you’re at your best when many are at their worst. Get it wrong, and you’ll set an example for those around you — just not the type of example you want.

Strategic thinking with most sales leaders seems to be focused on, “How are we going to finish the month?” For front line sales managers it seems to be limited to, “Did you hit your prospecting goals for today, what is your plan to do hit it tomorrow?” The intensity of focus on what we are doing to achieve our goals today blinds us to the fact that things are changing at a rate we have never experienced.

This Nano Tool for Leaders from Wharton Executive Education offers techniques for developing an “awe mindset” for greater creativity, improved collaboration, and better decision-making. Nano Tools for Leaders® — a collaboration between Wharton Executive Education and Wharton’s Center for Leadership and Change Management — are fast, effective tools that you can learn and start using in less than 15 minutes, with the potential to significantly impact your success.

Early in my career, I worked in a company led by an inspiring and emotionally intelligent CEO. He often said, “If you love what you’re doing, you never have to work again.” I loved that idea. Most of us hate work. It’s a four-letter word. Hard work is why I left our family farm. Whenever a job began to feel like work, I quit. Fortunately, that’s only been a few times in my career. I’ve put decades of long hours into my career without really working.