Carl Eidson
Carl Eidson博士，Wilson Learning业务发展和经销商网络的副总裁。他领导和辅导着一个由100多家独立分销商组成的虚拟团队，从多伦多延伸到布宜诺斯艾利斯。为了远程影响结果，他利用创新的通信技术和虚拟领导技能为销售能力发展、营销活动和以客户为中心的推广活动创建系统。他拥有工业和组织心理学博士学位，并在《应用心理学杂志》、《绩效表现》、《国际挑选与评估杂志》、《商业与心理学杂志》等学术期刊上发表过关于选拔顶尖人才的论文。他经常在专业会议上发表关于绩效改善的研究和实践的演讲。
Written By Carl Eidson
11 到 18 的 18 
文章: Leveraging Manager Involvement for Learning Transfer: 3 Tips to Pull Learning Through Your Organization—A Blueprint for Success
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. 了解更多
博客: Q: Hire salespeople and train them to be scientists or hire scientists and train to be salespeople? (1 April 2011)
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. 了解更多
博客: Rejuvenating Your Team: Discretionary Energy Lost and Found (14 February 2012)
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. 了解更多
博客: Virtual Leadership: Leading by Remote Control (8 July 2011)
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? 了解更多
文章: Virtual Survival Guide: Top 10 Tips for Remote Work Teams
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. 了解更多
博客: What Are Today's Top Training Priorities? Insights from Industry Leaders (19 July 2010)
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). 了解更多
博客: What Can We Do To Make Training Stick? (24 January 2012)
Training 2012 Conference & Expo speaker Carl Eidson answers the question, "What can we do to make training stick?" 了解更多
文章: 远程领导: 管理者需要知道的六种领导策略
在充满不确定性的市场中，许多公司都专注于削减开支、提高生产率和效率，以此遏制市场份额的损失，扭转销售下降的趋势。这通常意味着裁员和重组，以降低劳动力成本，消除冗余，更好地瞄准稀缺资源。在这个过程中，公司会关闭一些办公室，部门和部门之间会被合并，员工也会被重新分配，领导者们面临着管理更大范围的挑战…… 了解更多
11 到 18 的 18
