Google Ad #1 - desktop - 728x90

Google Ad #3 - desktop - 728x90

Google Ad #1 - mobile - 300x200

Google Ad #3 - mobile - 300x200

ATD_Half_Page

Googel Ad #1 - Side Bar - Content pages

ATD Footer Logo

Nick Rini, a Sciolytix co-founder, leads the company's sales and marketing organizations and has extensive leadership experience in revenue development, sales forensics, sales effectiveness, and marketing. As a three-time tech startup CEO, Nick has delivered strong results for investors and customers alike. His tenure in tech includes sales leadership positions with private and publicly traded companies such as Candle Corporation (IBM), and Citadel, Inc. (Intel), and he is a Smithsonian-Computerworld Innovation Laureate.

Nick Rini

Elevate your game by taking the time to develop impactful sales coaching sessions and help your top performers continue their success and reach new goals.

What Tiger Woods and Your Top Sales Reps Have in Common

By incorporating the right coaching and feedback, it is possible to flatten the Ebbinghaus Curve and create training that reinforces learning.

The Most Abused Statistics in Corporate Training

Nick Passarelli is the chief compliance officer of LGO Group. He joined LGO in July 2018. He is creating a compliance program around LGO’s electronic platforms, which offer trading to institutional clients in virtual currencies (bitcoin) and digital assets. Prior to joining LGO, he was the CCO of Dealerweb for over nine years. He oversaw Dealerweb’s regulatory functions and compliance with various SEC, FINRA, MSRB, and NFA rules. Dealerweb owns and operates an SEC Registered Alternative Trading System (ATS), providing execution services for market participants that range from electronic to voice trading across 15 asset classes. He was also CCO of Kellogg Partners, managing all the firm’s compliance initiatives.Nick holds a BA from St. John's University and an MBA from the Zicklin School of Business at Baruch College. He also holds the Series 4, 7, 9, 10, 24, 63, and 99 securities licenses.

Nick Passarelli

The article focuses on ways in which consulting firm Braxton uses and measures electronic learning (e-learning) for development of its employees. Seeking to build on its initial experiment with e-learning to augment its e-business training initiative, Braxton's chief learning officer Nick van Dam, who helped devise that initiative, sought funding for e-learning infrastructure to extend and institutionalize Braxton's use of digital learning. That meant lobbying C-level executives for the needed funding. The bulk of its content is provided by SkillSoft Corp. through a 10 million dollar, five-year contract that allows Braxton employees virtually unlimited access to SkillSoft's online course library, whose topics span information technology, business skills, and executive education.

Enterprise ELearning

Conflict Prevention Week Offers Ways to Create More Success and Satisfaction in Your Relationships.Carlsbad, CA — January 26, 2012 – Just in time for Valentine's Day, Conflict Prevention Week will feature webinars and activities focused on preventing and managing conflict in your relationships. The event is sponsored by the new book Have a Nice Conflict, and will feature a number of special book offers during the week of February 6th, 2012.Among the prominent speakers taking part in Conflict Prevention Week are globally recognized leadership expert, Michael Maccoby, internationally recognized authority on employee engagement, Beverly Kaye, and best-selling email etiquette author Mike Song. Each day will also feature a 30-minute exploration of each of the 5 Keys to Having a Nice Conflict – skills discovered by the characters in the book.The Five Keys to Having a Nice ConflictPoorly managed conflict takes a toll on our time, money, health, and happiness. However, we can learn to have a nice conflict—the type of conflict that consistently leads to greater productivity, stronger relationships, and leaves everyone involved feeling good about themselves.1. Anticipate: Anticipating conflict starts with having a better understanding of the people you're dealing with and how their view of a situation might differ from your own. When you respect a person's unique vantage point, you're better equipped to steer clear of their conflict triggers.2. Prevent: Preventing conflict is about the deliberate, appropriate use of behaviors in your relationships. If you know a person who highly values trust and fairness, you can prevent conflict with him/her by not using words or actions that threaten those values.3. Identify: There are three basic approaches in conflict: rising to the challenge (assert), cautiously withdrawing (analyze), or wanting to keep the peace (accommodate). When you are able to spot these approaches in yourself and others, you are empowered to handle conflict situations more productively.4. Manage: Managing conflict involves creating conditions that enable others to manage themselves out of the emotional state of conflict. But it's also important to manage yourself out. Managing yourself in conflict can be as easy as taking some time to see things differently.5. Resolve: To create movement toward resolution, we need to show the other person a path back to feeling good and valued. When people feel good about themselves, they are less likely to feel threatened and are free to move toward resolution.Written in the form of a novel, Have a Nice Conflict follows one man's fight to save his relationships and rescue his sinking career. Sales manager John Doyle would consider his career a success—he's his company's top salesman, and his take-charge attitude gets the job done. But when he is passed over for promotion—again—after losing two employees, who cite his abrasive style as their reason for leaving, John is forced to reassess how he approaches his relationships. With the help of Mac, an expert in the art of Relationship Awareness Theory, John learns the three stages of conflict, and how he reacts in each. Once he recognizes his own values and conflict trigger points, as well those of other people, John becomes able to better navigate terse situations, express his points in a way that resonates for other people, and even prevent conflict altogether.Have a Nice Conflict can be found at all major bookstores and online booksellers with special offers and events available February 6 – 10, 2012 as part of Conflict Prevention Week. Visit www.haveaniceconflict.com/preventionweek for more details.

HAVE A NICE CONFLICT BEFORE VALENTINE'S DAY

The sales landscape has changed dramatically over the past decade, and continues to evolve at a break-neck pace. Customers are no longer local—they can be found and serviced anywhere on the planet. Every aspect of business—from product design and development to marketing to delivery and customer support—is reliant on technology. As a result of these and other factors, today’s business problems are complex and require strategic solutions. Sales success in today’s marketplace requires a new and “modern” approach to keep pace with the fast and furious changes. Understanding the root causes of today’s modern business reality is the first step in building a successful sales management approach. Customers have changed Today’s buyers can be new to the business or seasoned veterans. Regardless of their business experience, today’s customers are more connected and better skilled than ever before. Customers are quick to spot and reject rehearsed sales tactics and one size fits all solutions that won’t address their complex business problems. Marketplace and tools have changed Technology has enabled organizations to reach customers in every corner of the planet which has exponentially expanded the marketplace. Tools such as smart phones, social media, new applications and a wealth of instantly available information has changed the way business functions and the way decisions are made. Sales teams must adapt quickly to keep pace Today’s successful sales teams need to be more equipped to help customers identify and clarify problems and establish strategic solutions. This requires a vast and dynamic skill set to solve business problems. Sales teams need to leverage new technologies and be more connected to reach customers and prospects where they live, where they read, and where they search for information. Simply sending people to training is not a solution. Sales teams need coaching, techniques to remove barriers, and the ability to collaborate with others to draw on the many skills needed to create solutions. Helping upskill sales teams to know how to ask the right questions to understand the problem and how to orchestrate a solution that adds value is the role of the sales manager. So how can sales managers up their game in order to lead their teams? Simple! Learn from the experience of other successful sales leaders! Some areas sales managers need to excel in building strong performing teams is strengthening pipeline management, managing and selling globally, doing more informed hiring, making an impact developing sales people, and managing the fires, while keeping relationships intact. Leading and managing global and virtual teams Teams are becoming more globally dispersed. As a result, their managers require a different focus and a different skill set than managing local and co-located teams. Choosing global team members wisely is a must for a high-performing team. There are a number of factors to consider when choosing your team members. One key trait is whether or not the personal values of team members align with the company’s values. Skills and performance can be coached and tracked; values are lived and cannot be taught so it’s paramount that these align. It’s also important that team members have a very high level of autonomy and the ability to work through issues independently as much as possible. With any team, but in particular with virtual teams, managers need to know how to foster informal communication and collaboration among the team members who can’t simply walk down the hall to collaborate. Fortunately, there are a number of communication mediums that enable communication and idea sharing. The challenge is in knowing when a phone call or email will be effective and when another method is needed to keep team members on track and engaged. Developing a schedule and guidelines that establishes regular communications is a good place to start. Being available and knowing when a team member needs help also is critical. Managing the sales team pipeline Managing the pipeline and producing an accurate sales forecast has always been a challenge even though many forecasting models have been developed. Consider the case of a global commercial bank solution provider that started a specific process to help align their sales pipeline with their sales process. By gathering some data up front, it was understood how teams were communicating with each other about where the customer was in the decision process, what rules were being used to move customers from one stage another, and how managers were adding value throughout the process. Based on the data, a forecasting model was developed which helped sales reps be clear about where customers are in the process and the milestones to move them along in the pipeline. This provided clarity in discussions with sales leaders who knew what role they could play to move the opportunity forward. Practicing this model and refining the process led to better metrics and ultimately shortened the sales cycle. Years ago when I was a sales manager, it was expected that each manager spend face-to-face time with each team member each month. Our work load was arranged to accommodate that aspect. We thought we were very busy and it was sometimes difficult to get it done. Now, with managers managing more data, larger teams and span of control, and more complex sales it is VERY difficult to properly develop the individuals on the sales team. To understand what their needs are and aid in getting them the development they need, when they need it, becomes a constant battle of priorities.This post is based on content explored in the new ASTD Press release, The Art of Modern Sales Management, which covers everything you need to know to be a top sales manager! Sales management has changed dramatically in the past decade. With increasing globalization and many companies adding more virtual workers, the task of managing these diverse sales teams has become increasingly complicated. In a connected and evolving world it is hard to offer a definitive guide, but this book strives to sketch out a blueprint for managing performance in a changing sales landscape.Each chapter is written by a sales professional and thought leader, many with experience as both a salesperson and as a sales manager. Learn from their experience and utilize the action plans at the end of each chapter to grow into a better leader for your team, whether they are down the hall or across the world.

How Can Leveraging Sales Management Lead to Success in a Dynamic Marketplace?

May 2018 - ATD Links

“Training requests” as a fix for anything and everything are a consistent thorn-in-the-paw for all learning and development departments. Learning professionals know the challenge of misguided training requests can be remedied. As natural problem solvers and creative thinkers, we have produced a glut of books, articles, and instructional design systems. We are informed, armed, and ready to address erroneous training requests. We explain to the misguided requester the proper place and application for training, how training can help, and when it cannot. However, are there times when we should just acquiesce? Is there a justification for accepting a “training request” that is not training at all?Let’s look at an example: Vice President Jan requests that all 500 staff members attend a training on the organization’s core values. VP Jan would like this to happen in the next 45 days.Requests like this, coming from high up in the organizational chain, can give a person nightmares. Before drafting a response, formulate a series of questions to help with analysis and don’t forget to include an ego and bias check. The questions will differ based on your role in the organization and who is making the request.One consideration should never change – the impact of your decision should never put the department’s strategic goals at risk. If you don’t have strategic goals for your department, stop reading and start writing. As Lewis Carroll wrote, “If you don’t know where you are going, any road will get you there.”Here are some starter questions to consider when you are presented with this challenge.Is it possible to form a rational, achievable goal out of the request? That last thing you want is to set yourself up for failure, or more accurately, have no measure for success. It is best to set the “measure for success” to something akin to “Facilitate 5 Core Value sessions before August 1.” Keep it specific and time-bound, very much like a SMART goal. The learning professional in you may think the request is a waste of time or fret learning objectives. We will ignore that voice for now.Are there resources available to devote to the request? Realistically, despite the advantages the forthcoming questions may uncover, it is not worth running your team or yourself into the ground. Do not divert resources from critical projects or day-to-day tasks that are necessary for the department to function.What is the short-term impact, both positive and negative, to the target audience and the organization? Try to put yourself in your audience’s shoes. Will you feel demoralized or disengaged as a result? Will the organization lose a large amount of staff hours if the request involves classroom hours?Will accepting the request set an irreversible, bad precedent for future requests? Even in the circumstances where the requester understands that the request is not “training” and promises this will be the last time, you know it will not be. Construct a response for future requests like this one and determine its feasibility.Imagine this request came from someone you admire or a close friend, how would you respond? Especially in the case of repeat offenders, it is easy to allow a gut reaction of dislike to taint clear thinking. Remember, fairness and justice are concepts only employed on people who are not your friends. If there were ever a time to consider fairness, it’s now.Are there political gains to be made by accepting the request—gains that will advance your department’s strategic goals? “Political will” is the motivation to use political skills to self-empower. A smart balance of doing for others and doing for you can lead to a position of influence. Do not confuse political will with being manipulative or conniving. Helping others can result in help for you and your department in achieving its strategic goals.“Training requests” as a fix for everything are a burden. Yet service to our organizations is top priority. Referring back to the example of VP Jan—maybe Jan is making this request because of a commitment to the board of directors that all staff will attend a special core values training session. Conducting a discussion and training session on the organization’s core values could be accomplished with minimal resources if planned smartly. The sessions could serve as an engagement boost to staff and garner positive reviews for your facilitators. Moreover, a can-do attitude and willingness to help the organization will not go unnoticed by VP Jan, who happens to be in a real position of influence.Taking the time to evaluate the short- and long-term impact of a misguided training request can benefit your organization, your department, and you.Have you ever given in to a misguided training request? What were the results? Share your thoughts and experiences in the Comments, below.© 2018 ATD, Alexandria, VA. All rights reserved.

Dealing With Misguided Training Requests

Nick discusses the concept of a learning record store and how to look at achievements and scores. He also covers a quick case study on FDA's food safety training initiative.

xAPI For Dummies (Part III): Tracking Learning Through an LRS

During a recent ATD online course, Essentials of Brain-Based Learning, the instructor, Margie Meacham, shared ideas for brain-aware activities that support engagement, retention, and application. The large group divided into small breakouts to delve further into how these activities, such as flash cards, graphic organizers, and videos, are actually used in their respective organizations. Back in the large group discussion for sharing excellent practices, one participant mentioned a technique that had not been discussed: concept posters. Concept posters are a staple for ATD Forum labs and sessions at the ATD International Conference and Exposition. Generally, they are customized and adapted for both the theme and the approach. They were also used during the 2014 ATD Forum Fall Lab at Cochlear in Centennial, Colorado, where the theme was The Suite Spot: Developing Agile and Innovative Leadership. Sample concept posters are provided based on this session. The purpose of a concept poster, a human-centered design method, is to concisely and visually convey the essence of a concept, idea, or point of view for the purpose of gaining support for implementation. It can serve as part of a business case to move an organization from the current state to a future state because it is a visual pitch story. The tool graphically conveys a compelling point of view; thereby, promoting a shared vision within a group. Additionally, concept posters help groups obtain buy-in from decision makers and provide a roadmap for moving forward. Developing Concept Posters Because the brain processes images faster than words, you can convey ideas much more succinctly in this graphical manner. The active physical engagement (doing) of the participants also contributes to neural connections. When facilitating the development of a concept poster, set the context by demonstrating how the concept poster can distill of a lot of information into its core essence by using a compelling graphic and a few words. The primary rules for a concept poster include being self-explanatory and visual. Using a blank large sheet of paper, the facilitator can sketch a quick outline of where elements might appear on the poster or show an example. Some of the components might include the following: title for initiativetagline for initiativeprimary stakeholderskey featuresprimary goalstimeline for implementationbenefits of the initiativesketch or diagram the idea. Easel size paper is ideal for sharing and communicating with others. While a concept poster can be either an individual or small group activity, it can be completed in 15-30 minutes. Once completed, feedback on how others understood and received the message is extremely valuable. In some Forum labs we have added a formal process for reviewing and feedback. Having other participants use questions to get further clarity can be meaningful and helpful. For this feedback process we place the posters on the wall and let another group use a “check list” and discussion to assess the poster for clarity and meaning. Here are some resources to assist with developing a concept poster. Like all new activities, sometimes it is more effect to “just do it” and not introduce it as a “concept poster method for the human-centered design toolkit.”Resources Innovating for People: Handbook of Human-Centered Design Methods. LUMA, 2012. “Concept Poster Session” by Gamestorming Blog.“Inside the Learning Brain” by Nick Van Dam. T+D, April 2013. “Tool: Business Design Concept Poster” by Noise Between Stations Blog. “Speed of Processing in the Human Visual System” by S. Thorpe, D. Fize, and C. Marlot. Nature, 1996, Volume 381. Effectiveness of Visual Language, Wharton School of Business Infographic.

Search Results For "Nick Rini"

Compare Courses