When I first saw the number, I laughed it off as someone on our Operations team making a simple mistake. There is no way that only 58% of all the enrolled participants are actually showing up for their leadership training.

But upon further review, the number wasn't a mistake. Over the last three years, we have seen a steady decline in attendance from 67%, to 61%, to 58%.

Ten years ago, very few people would dare not show up for a leadership training program. Being selected was considered a privilege and a visible sign that the company was willing to invest in your career. Today, too many employees view training as something closer to a punishment.

Another meeting. Another day away from the work. Another eight hours of emails piling up while someone teaches you a leadership model you may or may not ever use.

I have been in the leadership development and business acumen training business for a long time.

Long enough to remember when “web-based training” was going to change everything.

Then came eLearning. Cloud-based learning. Mobile learning. Virtual classrooms. Hybrid learning. Microlearning.

Every few years, something new would revolutionize corporate training. And most of the time, it didn't. It changed how we delivered the training, but it didn't fundamentally change what happened during the training.

The classroom became a browser. The workbook became a PDF. The instructor became a video. The breakout room became a virtual breakout room.

But the underlying model remained remarkably similar: give people content, teach them a framework, let them practice it, discuss what they learned, and hope they remember enough to use it six months later.

AI is different, and I think it is going to fundamentally break that model.

There is an old saying in business that bad news doesn't get better with age.

I would add something to that:

Bad news usually gets more expensive with age.

In today's volatile business environment, that may be more true than ever.

Organizations are more matrixed. Teams are dispersed around the world. Employees report into multiple functions. Supply chains are interconnected. Decisions that used to happen around a conference table now happen across time zones, Teams calls, emails, Slack messages, dashboards, and project management systems.

We have more ways to communicate than ever before.

And yet, somehow, critical problems still don't get escalated.

It is easy to blame “big bad pharma” for everything that is wrong with healthcare. It is worth remembering that prescription drugs represent only one piece of the total healthcare-cost equation.

To many, it is just as easy to blame the doctors, nurses, technicians, administrators, and thousands of other employees working inside large healthcare systems.

Healthcare is expensive. It is complicated. There are egos, inefficiencies, mistakes, long waits, confusing bills, aging facilities, staffing shortages, and dozens of other things that make healthcare providers easy targets for criticism.

Until you need them. Then it becomes a very different story. I recently had the opportunity, although “opportunity” probably isn't the word I would have chosen,  to experience the healthcare system from the other side. And it caused me to rethink something I have been teaching for decades.

 Short, AI-powered business simulations that prepare teams for real customer conversations. 

The modern customer has fundamentally changed the way they buy and behave, forever changing the sales process.

The new customer no longer needs sales professionals to explain product specifications, compare features, or provide information that can be found in seconds with an AI assistant. Before the first meeting ever takes place, customers have already researched your company, evaluated your competitors, read analyst reports, explored your competitors' websites, and formed opinions about the solutions available to them.

What they cannot easily find is someone who understands their business.

Someone who appreciates the financial pressures they face, the strategic initiatives consuming their leadership team's attention, the operational challenges limiting growth, and the difficult trade-offs they make every day.

That is why the definition of a great salesperson is changing.

The most successful commercial professionals are no longer simply product experts. They are business advisors. They create value by helping customers solve business problems, not by explaining product features.

The question for commercial leaders is straightforward: