Articles that bridge the gap between what the research says and what it means for the managers doing the work — written by Dr. Shelly from nearly three decades at that intersection.
The traits most managers hire for are not the ones the evidence supports. A close look at what the research actually shows about identifying high-potential B2B sales talent — and what it means for how you structure your hiring process.
Research on skill transfer and deliberate practice has clear implications for how sales managers should structure coaching — and why most current approaches fall short of developing durable capability.
Reframing the weekly pipeline review through the lens of organisational learning — how the best managers use it to develop judgment and adaptive thinking, not just track numbers.
Coachability is widely cited as a predictor of sales success, but rarely defined with precision. This article examines what the research actually means by it — and how to assess it reliably.
Decades of research on feedback, motivation, and performance management have direct implications for how sales managers should approach underperformance conversations — and why most avoid them too long.
Inaccurate forecasts are rarely a data problem. They are a culture and incentive problem — and the research on organisational behaviour offers a clear framework for addressing them.
Dr. Shelly's doctoral research investigated B2B salespeople as innovative leaders within the laboratory supply chain — examining judgment, problem-solving, and customer value creation in knowledge-intensive environments.
