
Sales: listening, a measured lever rather than a slogan
Active listening is a commonplace of sales training. Studies nonetheless link it to trust and outcomes, under precise conditions.
Ticino is shaped by links with both Zurich and Milan, a large cross-border workforce and family-owned SMEs. These articles discuss communication, conflict management and leadership in Italian-speaking Switzerland, based on cited research and practical advice for Lugano and Ticino companies.
187 articles on leadership, management and soft skills in the canton of Tessin.
Our training in the canton of Tessin
Active listening is a commonplace of sales training. Studies nonetheless link it to trust and outcomes, under precise conditions.

Beyond tools, exchange quality and boundary work are associated with project success, with important methodological limits.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Single context; replicate locally before generalising.

Raw observations from field engagements in Lugano — what complex management says, unfiltered, about an organisation's health.

An operational 90-day plan to anchor complex management in a team or committee based in Lugano.

Experiential synthesis: what works, what no longer works, and what is never said publicly about complex management in Lugano.

Four weak signals redrawing the practice of complex management in Lugano this year.

Three approaches to complex management compared in the field — costs, durations, observed results from Lugano.

Cultural and economic reading of complex management seen from Lugano — local specifics and transferable lessons.

An anonymised engagement with a team based in Lugano — starting point, programme deployed, six-month results.

Concrete levers to advance complex management in Lugano — proven methods, real cases, common mistakes.

Language models can state falsehoods confidently. Trust research shows how to account for this from the design stage.

Displaying an unfelt emotion does not have the same effects as trying to feel it. Research separates the two strategies.

Observers judge a speaker within seconds, and these judgements align with longer evaluations. A classic study, to read with care.

Raw observations from field engagements in Lugano — what executive leadership says, unfiltered, about an organisation's health.

An operational 90-day plan to anchor executive leadership in a team or committee based in Lugano.

Martin Hoegl et Hans Georg Gemuenden (2001, Organization Science)

Experiential synthesis: what works, what no longer works, and what is never said publicly about executive leadership in Lugano.

Four weak signals redrawing the practice of executive leadership in Lugano this year.

Three approaches to executive leadership compared in the field — costs, durations, observed results from Lugano.

Cultural and economic reading of executive leadership seen from Lugano — local specifics and transferable lessons.

An anonymised engagement with a team based in Lugano — starting point, programme deployed, six-month results.
Cities: Lugano, Bellinzona, Locarno, Mendrisio. Sectors: private banking, cross-border work, tourism and family SMEs.