Carl Eidson | Wilson Learning Worldwide Inc.
 

Carl Eidson

Carl Eidson Carl Eidson

Carl Eidson Ph. D., Vice President of Business Development, Wilson Learning Corporation. Dr. Eidson leads and coaches a virtual team of over 100 independent distributors stretching from Toronto to Buenos Aires. To influence and impact results remotely, he leverages innovative communication technologies and virtual leadership skills to create systems for sales-force development, marketing campaigns and client-centred promotional events. With a doctorate in Industrial and Organisational Psychology, he has co-authored articles on selecting top talent published in scholarly journals including Journal of Applied Psychology, Human Performance, International Journal of Selection and Assessment and Journal of Business and Psychology. Eidson is a frequent speaker on human performance improvement research and practices at professional conferences.

Written By Carl Eidson

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Blog:  Q: Hire salespeople and train them to be scientists - or hire scientists and train them 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. Узнать больше

Blog:  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. Узнать больше

Article:  Three winning strategies for prospecting: Right prospects, right message, right attitude

If your organisation is like a lot of sales organisations, 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. Узнать больше

Blog:  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? Узнать больше

Article:  Virtual survival guide: Top ten 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 cultures. Узнать больше

Blog:  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). Узнать больше

Blog:  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?" Узнать больше

Article:  Восемь советов для выживания команды в новой экономике

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. Узнать больше

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