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How To Excel As A Salesperson

Eric Jacobson

Steve Weinberg has managed over one thousand sales pros during his career and has spent his life selling and helping others sell better, sell faster, and sell more. It's that good, useful and helpful.

Dunning 123
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Why Leadership Development and Talent Programs Fall Short

N2Growth Blog

There is a cognitive bias trait called the Dunning-Kruger effect. Dunning suggests that deficits in skill and expertise create a two-pronged problem. It basically describes the traits of people who believe they are smarter and more capable than they really are.

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article thumbnail

Why Leadership Development and Talent Programs Fall Short

N2Growth Blog

There is a cognitive bias trait called the Dunning-Kruger effect. Dunning suggests that deficits in skill and expertise create a two-pronged problem. It basically describes the traits of people who believe they are smarter and more capable than they really are.

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Playbook For How To Excel As A Salesperson

Eric Jacobson

Steve Weinberg has managed over one thousand sales pros during his career and has spent his life selling and helping others sell better, sell faster, and sell more. It's that good, useful and helpful.

Dunning 65
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10 Common Thinking Errors Leaders Make

Mark Sanborn

A manager only listens to team members who agree with them, neglecting diverse opinions that could offer a new perspective. A manager ignores potential issues with a new initiative because they don’t want to be the only one questioning it. A manager focuses only on what went wrong in a successfully completed project.

Dunning 102
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Jeffrey M. Stibel: An interview by Bob Morris

First Friday Book Synopsis

He is the Chairman and CEO of The Dun & Bradstreet Credibility Corporation and Chairman of BrainGate, as well as serves on boards for U.S.C., Jeff Stibel writes about the intersection of science, technology and the complex networks that influence people’s lives. Brown, and Tufts University.

Dunning 75
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So you Think You are an Extraodinary Leader

CEO Blog

We then determined how effective a leader’s manager, peers, direct reports, others, and the leader themselves were at predicting the leader’s overall effectiveness. The leader’s manager was the most accurate predicting 32% followed by Direct Reports 29%, Peers 28%, and others at 25%. Kruger, Justin; David Dunning (1999).

Dunning 172