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Peter Pipe

Peter Ostrow is the VP/Group Director and principal analyst for Sales Effectiveness at the Aberdeen Group, a leading provider of fact-based research focused on the global technology-driven value chain. Peter has been focused on sales and marketing best practices for 25 years, beginning with a long-time stint at advertising firm JWG Associates. As JWG’s third employee, he participated in every aspect of the company’s sales growth, from $1M to $135M, until its acquisition by Monster Worldwide’s TMP AdComms division. At TMP, Ostrow deployed additional CRM, pipeline management, lead generation and competitive intelligence practices as VP, Global Sales Administration. He then spent five years as VP of Business Development with MarketOne International, a global provider of lead lifecycle management services to technology sales and marketing executives. At Aberdeen, Peter oversees research consumed by end-users in Marketing, Sales and Service management roles. He also leads the Sales Effectiveness practice, covering the technology, service and consulting enablers that enterprise sales forces deploy to become best-in-class organizations. His research is widely publicized and covers topics such as sales training, sales intelligence, CRM/SFA, sales performance management and integrating technologies around customer acquisition and retention.

Peter Ostow

June 2014 - TD Magazine

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Accomplish Two for One With Action Learning

December 2012 - TD Magazine

When Developing Leaders, Don’t Blame Training!

Billions of dollars are spent on leadership development, and yet, our leaders are not ready for today’s challenges. Research increasingly shows that most programs are failing.Read our whitepaper to explore the research and how to fix your leadership program. Leadership Development for Long-Term ChangeWhat makes a leader? Psychologist and leadership expert Daniel Goleman has researched this for decades. His answer is emotional intelligence. The need for it is greater than ever in today's complex global world. Linear thinking and command and control were successful after the industrial revolution, but people now expect fluid leadership styles along with synergistic intuition.And these things can’t be taught. They have to be experienced, because to develop these traits, we need to tap into the limbic system. This area of the brain that deals with feelings, impulses, and desires is essentially the connection to emotional intelligence.As Goleman mentions in his HBR article “What Makes a Leader,” the “limbic system learns best through motivation, extended practice, and feedback.”Despite this, most leadership programs try to teach in ways that appeal to the prefrontal cortex, or in other words, the logical part of the brain. This makes little difference to leaders because we need to target the emotional brain, which requires a different approach. Successful leadership development programs need the following:Stories – By being exposed to international projects and assignments as well as various coaches, mentors, and stakeholders, leaders don’t just listen to different viewpoints. They also question their own mental models to start fine-tuning their leadership identities.Learning challenges – Without facing tough experiences in life, we never learn. So, we all need challenging projects and even so-called difficult people to grow. Making sense of it all – As we touched on in our blog on the comfort food of learning, vertical development allows leaders to change. Book clubs and group coaching are great examples because they provide multiple ideas whilst giving leaders the confidence to try things out in their day-to-day. Who Ate Our Culture?Management and leadership guru Peter Drucker famously said, “culture eats strategy for breakfast.” But who or what eats culture?We are our environments and vice versa. As such, we need both a learning culture and a safe environment that encourages individuals to challenge their biases and to come together for a common goal.However, most organizations promote individuals and support hierarchical career development rather than focusing on teams. As a result, self-interest takes over and your culture is devoured by the needs of a few elite individuals.As this paper on leadership development further explains, not only do most leadership development programs neglect the team, but they also often ignore politics.No one wants politics, but if we don’t talk about the issues and dangers, how can we hope to make leaders aware of the delicate balance between self-interest and the common good?To nurture the best culture for your organization, ensure:Cohort learning – As previously explained in “How to Stop Failing at Leadership Development,” learning should involve the community. Groups that co-learn, for example, book clubs, develop a common language and way of behaving that inspires them to support each other.Inclusivity – Everyone can be a leader within their remit. In fact, the more people you develop, including low performers, the more you transform your culture and reduce politics.Measurability – Development programs are increasingly being measured with, for instance, the Kirkpatrick model. The Dupont Bradley Curve also gives you a useful framework to check in on culture. Make Your Transition to Modern Leadership DevelopmentDeveloping leaders, or any adult, is hard because it means we have to appeal to the emotional part of the brain. The one that’s wrapped in mystery and instinct.Nevertheless, book clubs are a powerful way to open up that mystery. They leverage the wisdom of groups and stories such that people can self-reflect and practice in-situ.Furthermore, a book club or group coaching session promotes social connectivity and co-responsibility that encourage people to grow into new perspectives and ways of being. As a result, you rewire some neural networks and you set the stage for long-term change.Don’t miss our whitepaper for all the details. 

How to Fix Leadership Development Programs for Actual Results

Modern sales training has a gap. Not a knowledge gap, but a performance one.Salespeople today aren’t just pitching products. They’re navigating complex conversations, adapting in real time, and building trust with increasingly discerning buyers. And while most training programs focus on delivering information, knowing what to say isn’t the same as knowing how to say it—or when, or why.That kind of readiness only comes from active practice. That’s where role play comes in.Research Shows Role Play Is EffectiveRole play is one of the most effective ways to prepare reps for high-stakes conversations. It gives them space to try, miss, adjust, and improve, but without risking deals. Reps can test out messaging, practice objection handling, and sharpen their instincts in a low-pressure environment.The data backs it up. Retention from active practice like role play averages around 75 percent, compared to just 5 percent for lecture-style learning. Sellers who regularly role play have been shown to close more deals—research shows by as much as 20 to 45 percent.The impact is quantifiable. Organizations implementing structured role play programs report ramp time reductions of two to four weeks. For a team of 25 new reps, each generating $40,000 monthly when fully productive, accelerating readiness by just three weeks translates to $750,000 in additional revenue—before accounting for improved win rates and retention.Despite all this clear data, many sales enablement programs treat it as an optional add-on. Why?The Challenge in Scaling Role PlayScaling role play isn’t easy. Coordinating live sessions across time zones takes time. Informal practice often lacks structure or useful feedback. Plus, many frontline managers aren’t trained as effective coaches. Without a way to track participation or outcomes, it’s hard to prove impact—or even know what’s working.So, despite being one of the most effective training strategies, role play often goes underused, replaced by easier but less effective alternatives.How to Incorporate Role Play Into Your Sales Enablement TrainingThe teams getting the most from role play are building it into their overall training flow. Some are using simulations for solo practice. Others are embedding structured peer exercises into onboarding and coaching. The common thread is consistency—making role play part of the culture, not just a one-off activity.This approach doesn’t just improve rep performance—it also gives managers and enablement leaders better insight into skills, progress, and where to focus coaching efforts.Interested in building your overall training and facilitation skills? ATD’s Training & Facilitation Certificate covers all aspects of the training cycle. Tips for Getting StartedIf you’re looking to implement or improve role play, start simple. Here are a few tips to keep it effective and repeatable:Make it specific. Each role play should have a defined scenario, goal, and skill focus, like objection handling or pricing conversations.Keep it short. A 5- to 10-minute exchange is often enough to surface skill gaps and generate useful feedback.Pair strategically. Match newer reps with more experienced ones to build confidence and enable peer coaching.Provide a feedback framework. Teach reps how to give constructive, focused feedback to their peers. Use prompts like: What worked well? Where did they lose momentum? What would you try instead?Debrief as a group. Encourage reps to share what they learned to the wider group after the session. This helps reinforce takeaways and normalize growth through practice.Use AI tools to extend learning. Let reps practice with AI-powered simulations before and after live role play. It helps them warm up, get unstuck on common challenges, and reinforce learning through repetition.Track outcomes. Build in ways to measure participation, improvement, and skill adoption over time. This helps refine training and connects the dots between practice and pipeline impact.Involve managers early. Equip frontline managers with role play guides or rubrics so they can reinforce the same standards in coaching conversations. Their participation sends a clear message: this isn’t extra work—it’s core to performance.Build it into the rhythm. Tie role play to weekly team meetings or coaching sessions. When it becomes a habit—not an event—reps show up better prepared and more willing to improve.The more consistent the effort, the more measurable the return. Reps don’t need dozens of sessions they need regular opportunities to apply what they’re learning and reflect on what’s working.For more strategies about implementing role play that drives real outcomes, download the full guide here. 

Why Role Play Delivers 75% Retention (Vs. 5% From Lectures) 

Burnout is pervasive in today’s professional world, particularly among leaders. In fact, DDI’s research reveals that 72 percent of leaders report feeling used up at the end of every day, with rates even higher among women and minorities. It’s no wonder given the relentless demands they face—balancing packed schedules, coaching teams, executing initiatives, and shaping strategy—all on top of personal responsibilities.Given these pressures, HR professionals cannot afford to ignore burnout. Its long-term effects can be damaging for your leaders and organization: retention drops, quality of work declines, and for leaders, physical and mental health can suffer.The good news is that burnout isn’t inevitable. By providing the right environment and tools, HR can play a critical role in supporting leaders and preventing burnout.Ahead, we’ll explore three important ways you can prevent leader burnout: cultivating psychological safety, providing personalized training and support, and developing a strong leader pipeline.Build a Culture of Psychological SafetyTo create a resilient workplace, begin with culture. An organization’s culture profoundly influences how people behave and feel about their work.Protecting leaders from burnout requires cultivating an environment where they (and their teams) feel empowered to give candid feedback, collaborate effectively, and voice dissenting opinions without fear of retaliation. These behaviors thrive in a culture defined by psychological safety, empathy, transparency, and ethical integrity. Between deadlines and high-stakes presentations, occasional stress is unavoidable. However, when organizations lead with empathy, they see higher employee engagement and productivity, and lower rates of burnout.HR should establish and maintain workplace norms that encourage psychological safety and empathetic leadership.Strategies for HR to foster a psychologically safe culture include: Consistently champion and reinforce organizational values.Model vulnerability and transparency from leadership. Implement processes for safe escalation of concerns. Hold all employees accountable for ethical standards. Celebrate actions that reflect the desired culture. Provide Personalized Development for LeadersDeveloping capable leaders is another powerful way to prevent burnout. The key? Start by assessing each leader's strengths and growth areas to focus on development needs.Today’s leaders can’t wait for comprehensive 360-degree assessments that only appear every few years. They need immediate, objective feedback on exactly what to continue doing and where to adjust to support their development. One-size-fits-all training that doesn’t target specific needs only contributes to their time crunch and burnout risk. With real-time assessment results, HR can provide highly relevant, targeted development, giving leaders tools and a safe environment to practice their skills ahead of challenging situations.DDI’s research has identified seven critical skill areas that are associated with lower rates of burnout: Empathy Coaching and Delegation Influence Leading Change Leading Virtual Teams Driving Inclusion Developing Future Talent HR is uniquely positioned to help leaders address skill gaps to not only improve their capabilities but also reduce burnout risk. Finally, consider incorporating peer learning into your development program. While leadership can be isolating, bringing together leaders who face similar challenges helps build empathy, strengthen networks, and encourage mutual learning and coaching for shared growth.Develop the Pipeline of Emerging LeadersA plan to protect leaders from burnout wouldn’t be complete without designing a strategy to cultivate future leaders within the organization.As experienced leaders become overburdened, HR can ease their workload by building a robust pipeline of emerging talent. Nurturing future leaders not only provides growth opportunities that retain top performers but also ensures a steady supply of skilled leaders who can step in and share the responsibilities. Try these strategies to strengthen your leadership pipeline: Leverage a strategic, data-driven approach to identifying high potentials.Identify and develop high-potential talent at all levels.Focus on leadership potential—not just performance—by carefully observing critical skills like interpersonal skills, coaching, and building trust. Roll out development initiatives to nurture emerging leaders, including formal training, stretch assignments, and coaching.ConclusionHR's role in preventing leader burnout extends beyond crisis management. By fostering psychological safety, offering tailored development, and cultivating a strong talent pipeline, HR can proactively build a sustainable, high-performing workplace where leaders truly thrive.For more on preventing leader burnout, visit our blog, Understanding Burnout Culture: 10 Ways Leaders Can Reduce Workplace Stress, and discover how leaders can fight burnout at work.

3 Keys for Preventing Leader Burnout

Ben Betts is chief product officer for Learning Pool, the current Learning Technologies Company of the Year. His role at Learning Pool is to define and develop the next generation of workplace digital learning platforms, with a focus on Learning Experience Platforms and the Learning Analytics space.Previous to Learning Pool, Ben helped to build HT2 Labs from humble beginnings into a globally recognised innovator in workplace digital learning. Ben's expertise is based in research, having previously completed his PhD researching the impact of gamification on adult social learning, Ben has authored and contributed chapters for many books, has two peer-reviewed academic papers and has presented at conferences around the world, including TEDx.

Ben Betts

John Hackston is an Oxford-based, chartered psychologist as well as a respected thought leader and researcher at The Myers-Briggs Company. He is a frequent commentator on the effects of personality type on work and life, and has authored numerous studies, published papers in peer-reviewed journals, presented at conferences for organizations such as The British Association for Psychological Type, and has written on various type-related subjects in top outlets such as Harvard Business Review. 

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