The Importance of Exit Interviews: a way to maintain excellence, by Sharon-Drew Morgen

When I started up my tech company in the UK in 1983, I wanted a company that served both clients and staff with kindness, honesty and authenticity, a bit of fun, and lots of learning. I set about hiring employees that would support those values. They became the glue that held us all together.

My first job was to serve my employees so they could then serve our clients. After all, these folks would be the touch point between the people who would buy my product and the company. My employees were my first customers.

EMPLOYEE CARE

To ensure employees remained creative, loyal, and engaged, especially those in the field and who I didn’t regularly see, I called each of the 48 techies monthly to check in and held monthly meetups at a pub (Darts was my Waterloo. I think one needs to be British to win.); weekly, I sat down with the 8 managers, the receptionist (who knew EVERYTHING) and my secretary (ditto) to catch up. And my door was always open.

To keep managers inspired, I gave them an all-expense paid week off a year (besides their annual holiday) to take any course of their choosing (not work-specific). And when I noticed them lagging from working too many intense hours (it was hard to get them to take vacations!) I sent them home for a few days for some ‘mental health’ time after calling their wives (in those days in the UK, men worked, women did childcare) to keep them ‘in bed’ for a while. I even sent meals from a local restaurant. I took care of them with the same thoughtfulness and care I did my clients.

We did well. In just under 4 years, we had a $5,000,000 gross income – with no computers, no web, no email, no urls, no online anything. Just me, a phone, in-person meetings, and my wonderful team who kept clients happy and called me when they heard of a lead within the client’s workplace.

I’m certain our success came from my team: much of our growth came from happy clients giving us repeat business and referrals. We doubled our business every year. That was 40 years ago, and the company is still in business.

In the 5 years I ran the company only one person left, due to a cross-country move. I learned afterwards that most of my folks had been approached by competitors and offered double the salary, but they wouldn’t leave due to the respect and hands-on care I gave them. Plus, they found it great fun to watch me attempt to play darts every month.

HAS IT CHANGED TOO MUCH?

It seems to be different now. Money seems to be an overriding criterion and people don’t seem to matter.

A client recently told me of a colleague – a long-standing sales team member and good producer – who quit due to the disrespect she felt from her manager and COO.

I asked if she’d explained her reasons at her exit interview so the company could fix their internal issues and stop others from quitting also. Seems she was just asked to complete a survey and was not given an exit interview. And, according to my client, he and several team members are looking for jobs due to the disrespect rampant in the company.

Seems the company has no criteria around improvement, obviously committed to maintaining the status quo.

Have times changed and people have become a commodity? Currently only 50% of companies offer an exit interview, while 75% offer a survey. That leads me to wonder how many companies don’t achieve their potential due to unhappy employees or disrespectful management. I can’t understand why they’d prefer to go through the time and expense to rehire and train new employees than fix the problems that caused them.

EXIT INTERVIEWS

Obviously, exit interviews that ask hard questions (“Is there something we’re doing as a company that should be improved? That, if fixed, would have enabled you to stay?”) would offer meaningful insights that could illuminate underlying problems in the culture, employee satisfaction, and the employee lifecycle. But that’s not happening as often as it should.

I’d like to offer a few Facilitative Questions™ to help companies currently not offering exit interviews reconsider their employee practices in hopes they’ll be more aware of their responsibility around serving employees well. After all, they’ve spent time and money hiring and training folks to represent them. Might as well keep them and simultaneously run a respectful company.

• What would you need to know or believe differently to be willing to add respect, communication and servant leadership to the skills necessary for management – and include these values in hiring practices?
• How will you know if your managers have the skills to enable employees to thrive, be creative, and feel good about working for you? And how do you ensure they’re supervised around these skills?
• What practices must you put in place to

o  Have continual checks on management skills to ensure employee happiness?

o  Offer management training programs to ensure respect, collaboration, communication, and kindness are part of their daily practice?

o  Put required exit interviews in place led by HR professionals?

o  Develop hiring practices that sort for managers who put employee respect and growth as necessary skills?

• What supervision practices must you maintain to ensure management provides respect, acceptance, and communication with all employees?

I would like to think that employees aren’t considered a commodity, or that companies aren’t above self-examination or willingness to improve. Do your company a favor: make employee retention, satisfaction, respect, and creativity part of your company identity. And commit to doing exit interviews to discover your weaknesses so you can improve your bottom line.

_________________________    

Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen February 16th, 2026

Posted In: News

It’s Never About the Money: a case study on facilitating (buying) decisions

After having several conversations with a new prospect and his team in 2015 we all decided to move forward and get them trained in Buying Facilitation® so they could not only close more/faster but use the telephone for the initial prospecting, risk management, and team assembly.

I sent a contract to Joe including the agreed-upon dates and the team’s requirements. I then received an email from him saying he needed to put the program on hold for six months so his new hires could prove their value and start earning money – very different from our agreement. I called him.

“I’m confused. How can your new hires start earning money if they won’t get their training for several months? And how can they prove their value selling the mainstream way when you want them to learn to first facilitate the Buy Side (Buying Facilitation®)?”

WHO IS THE BUYER?

My prospect said that the COO (Frank) called him in when my contract came over his desk saying that if they were going to spend ‘that kind of money’ on sales training they had better have a team in place that had earned it.

Joe was both angry and embarrassed: he had thought he was the decision maker given it was his own budget, the team had agreed to the training, and his boss hadn’t exhibited any interest in sales training before this. He felt his boss didn’t trust him.

What appeared to be a ‘closed’ sale had just become a money objection from a “C” level executive who had no idea who I was, what I was offering, or how to put a value on it, and he was overriding his own Sales Director and the entire sales team. And money seemed to be his only criteria.

But I knew that money is rarely the real objection. I had to find out what was going on and see if I could facilitate the COO to a different decision.

Joe and I put our heads together and decided to have Frank call me to discuss it. We believed that if I could lead Frank through the Buying Facilitation® Method and he could experience it personally, he’d be able to decide for himself.

Sample and Purchase

I knew I’d have to handle both money and phone objections as Frank believed no business could be handled on the phone. I also had to walk an interesting line: not only was Frank superseding Joe’s authority and disrespecting him, his discomfort came from faulty assumptions: I wasn’t delivering ‘sales training’.

CASE STUDY: THERE ARE NO REAL MONEY OBJECTIONS

Below is a transcript of the actual call that employs Buying Facilitation®. It includes commentary on the specific tools I use to help Frank examine, and possibly expand, his own criteria; notice his own incongruences; trust me and trust Joe; and give the green light to the training.

As you read this, note: Buying Facilitation® uses a different set of tools than standard for sales: Meta Listening, Facilitative Questions™, Presumptive Summaries, and the sequence of unconscious decision making and change. It offers no information or pitch; and has a different goal – to facilitate people through their unconscious to their own answers.

Sellers often forget they have nothing to sell if someone has nothing to buy. And since the risk of change is one of the main factors in a buying decision, Buying Facilitation® facilitates people through their hidden risk factors as well as helps them discover their unconscious values and criteria and self-identify as buyers.

As per arrangement, Frank called. His voice was tough, crisp, and in charge.

Frank: I understand you’ve been speaking with Joe and the team about doing some training. I’m OK with that [So why are we having this conversation?]. He’s got his own budget, but with so many new folks, it’ll have to wait until they prove themselves. And if you want to have a discussion with me about it, you’ll have to come here to visit us (A three-hour drive each way.). It would probably be a good idea for us to meet anyway. I’m curious to meet someone who charges that much for a training program. [He obviously has no idea that Buying Facilitation® is original IP and I’m the inventor.]

SDM: Gosh, I hate to drive. Hmmm. How ‘bout if we meet halfway – we’ll each drive one and one half hours?

F: You want ME to drive?? [It’s ok for ME to drive??]

SDM; Oh. You hate to drive also [This puts us on equal footing,]. Hmmm. I have an idea. Since neither of us want to drive, how ‘bout if we spend a few moments on the phone and see where we stand. We might end up hating each other and there won’t be any need for either of us to drive.

F: Sounds reasonable. [I just helped him overcome his objections to using the phone AND his insistence I drive to him. He’s also ceding some control.]

SDM: I hear you are having thoughts about my prices. [I’m now taking over the conversation and starting the Buying Facilitation® process.]

F: Well, they are higher than I’ve ever heard of for sales training. But of course, if we end up getting fair value for it, it would be worth it. [But he objected before he knew that. Obviously money isn’t the issue! And he’s begun trying to sell the idea to himself. Not to mention I’m not running a sales training program.]

SDM: Given you don’t know who I am, what your folks would learn, what about my original model might be worth more than conventional training, or how to know upfront if you’d get value from it, you must be uncomfortable. [Presumptive Summary that names his objections and throws in a bit of information he wasn’t aware of.]

F: Not uncomfortable, exactly, because I trust Joe’s decision making [Really?]. But you’re correct. I’m not happy spending that kind of money for something I believe I can get cheaper. [Good for him. He’s put his cards on the table. But he assumes he understands what I’m offering without considering the possibility that maybe he doesn’t.]

SDM: So how would you know that Buying Facilitation® – the model I’ve developed that facilitates the Buy Side decision-making and will be teaching [Words chosen carefully to build in my presumed contract] Joe’s folks – offers a new set of skills that would actually give you the type of ROI that you’re seeking? [Facilitative Question™]

F: I wouldn’t. I’d just have to take Joe’s word for it. [But he already didn’t, so that’s not the real answer. He’s showing no curiosity or interest in understanding what I’m offering and doesn’t offer any opening to change his opinion. Holding his cards very close to his chest. But I’m still in control of the call.]

SDM: I wonder if there is a way that you could learn enough about Buying Facilitation® to give you comfort, get you to recognize its value, and see if it’s the sort of Model that would get your numbers up to where you want them to be. [That’s all the pitch I need.]

F: I suppose I should know something about the Model. Is there something you can send me so I can learn about it? [He’s now doing business on the phone AND being curious! Not to mention he didn’t ask me – the inventor, who is on the phone with him! – to explain anything!] Obviously if Joe is willing to use his entire training budget to bring you in, it must have value and it would probably be good for me to learn about it. [Note it took only minutes to get here.] What else would you suggest I do? [He’s trusting me! But I must take care to continue helping his decision-making process and avoid saying anything that would bias him. If I pitch now his brain will compare his initial – faulty – assumptions against what I say, and the work I’ve done so far in this conversation to enable his personal discovery would be wasted and I’d have lost the job.]

SDM: I can send you some essays, and Joe has a copy of my book you can read. I understand that before we move forward, you’ll need to figure out what my value is. [I’ve moved the conversation from ‘trusting Joe’ to the real issue: why would he be willing to pay a lot for something he perceived he could get cheaper?] How would you know that my program is worth what I’m charging?

F: I probably wouldn’t know until after the program.

SDM: Then it becomes like a Bungee jump – you won’t know if it’s going to work until after you’ve jumped. And then it’s too late.

We all laughed.

SDM: So, what would you need to know about Buying Facilitation® that would help you understand that it would give your people a new set of tools to double their numbers as you’ve required? [A small pitch that offers reasons working with me would avoid risk. Notice I’m still not trying to sell him as he still doesn’t know what he wants to buy and he’s not aware that I’m the inventor and trainer. Most inventors don’t train their inventions personally.]

F: You’re saying that it’s a different model from sales? That’s interesting. [I hadn’t said that, but my Facilitative Question™ implied it.] I guess if we kept using the same selling model we’d keep getting the same results. [He’s selling himself now.] Different from sales, and yet it will close more. Hmm. Will I be able understand the Model from what I’m going to read? [I was dying to give a pitch somewhere in here, but Frank never asked me to explain anything. All of his learning criteria were based on reading something, not hearing something.]

SDM: Correct. Just to sum this up: you’d like to understand the Model and how it’s different from sales, how it will give you the results you require, and who I am.

F: You’re right. But I bet Joe did his homework already and has this under control. [Seems he’s sold himself and has alleviated his risk.] Besides, it seems the reps want to learn from you. [His level of trust was now pretty high for both me, Joe, and the team. And notice he’s now sold himself… and I’ve given him no pitch!]

SDM: I think we all hope you’re right.

We all laughed again.

SDM: What would need to happen for you to get comfortable enough for us to move forward in the time frame that best suits your company given the revenue increases you’re seeking for next year? [Notice I keep facilitating him toward his own unconscious decision making so his fears of risk are alleviated. And I’m not biasing his response – he can still respond that he wants to read the material and meet me before going forward.]

F: Tell you what. I’ll read whatever you send me. An article would be great. If it’s as good as I assume it must be for Joe to go out on a limb like this, given that he’s had to do some hard thinking to figure out how to meet the objectives I’ve given him, and that the team is excited to learn from you, I’ll give Joe a tacit agreement to move forward. [It seems I’ve proven myself, and the money objection is gone. Note: he still doesn’t know what Buying Facilitation® is, what the values is, or who I am! And I haven’t sold a thing, although I’ll pitch when we meet.] But I’d like to call you with questions if you don’t mind. And, when we’re ready to sign the contract, let’s do it over lunch – my treat – and we’ll each drive and meet halfway.

Joe and I burst out laughing. After a moment Frank starting laughing too. Frank had figured out his own solution, sold himself, trusted both me and Joe, used the phone for business, and had no more objections. He even was willing to drive halfway to buy me lunch!

F: I suppose you just used the model on me, right?? You haven’t sold me a thing – no pitch, no presentation. You just helped me decide how to choose you and manage my own objections. [Smart man.]

I hope this is what you’re going to teach my folks as I see how it will shorten the sales cycle and capture folks who don’t think they need to buy anything. Not only did I not want to sign the contract when I began, I didn’t believe it was possible to use the phone for anything more than getting an appointment. Thanks, Sharon-Drew. I’m excited. I can’t wait to meet you. And I can see this model isn’t only for sales, and more of us in the company could learn your model for difficult conversations with each other and with clients.

MONEY OBJECTIONS

Objections happen only when someone’s criteria are being pushed against their will; money objections occur when folks don’t understand value, or as a stop gap to change (i.e. not about money itself). And explaining value by pitching what you believe needs to be pitched, handling objections the way you think they should be handled, or presenting the information you believe needs to be presented, only presents the seller’s biased viewpoint doesn’t help.

When two things appear equal, the only differential is money. When value is understood, money is not the criteria.

Of course, I still needed the sales model, but only later, after he’d already figured out his own criteria. In this conversation, I did several things to help him decide to buy:

• Frank was smart. He figured it out himself as I guided him through his unconscious concerns. I didn’t pitch, present or propose. I didn’t have to handle objections or prove my value. I used the phone to help him make a six-figure decision and didn’t have to meet him in person to do so. All I did was lead him through his own decision criteria to his own best decision.
• Frank’s fear of spending ‘that kind of money’ on something he thought should cost ‘a lot less’ (He was comparing me against traditional sales programs which do, indeed, cost a lot less than bringing in the inventor of original IP) and over-rode his trust in a senior executive;
• Because Frank couldn’t say that he didn’t trust Joe, he used the excuse of money and proven value – but then they’d be using the same sales skills they used when they weren’t getting the success he wanted;
• Frank hated doing business on the phone and didn’t understand why Joe’s team would be learning how to prospect using the phone;
• Frank had no idea who I was and assumed his comparison of the pricing of Buying Facilitation® with sales (different pricing structure), he wouldn’t be able to figure out the program’s value. There was a good chance he wouldn’t have let the training go forward.

If you go back to the conversation, you’ll note I kept enabling Frank to figure out for himself how to choose me and my material. And the sequencing and wording of my Presumptive Summaries and Facilitative Questions™, both enabled by me listening for systems and patterns instead of content, led him to understand that what I was selling would meet his criteria. Plus I’d proven my value as a Partner because I respected him.

This, btw, is the difference between facilitating the Buy Side and sales. I would still have to ‘sell’ Frank my training over lunch, but I wouldn’t need to offer as much content or manage objections.

Also it was a very ‘pushy’ dialogue. The conversation might appear at first glance to be soft, but indeed it was very controlled and relentless: I kept leading him into making the decisions he needed to make and avoided any pitch or contradiction to his objections.

At no point did I defend my price or change it. Note that if I started pitching product and defending price, the conversation wouldn’t have gotten very far. Price wasn’t the issue: it was his discomfort not knowing how to spend ‘that sort of money’ for something that was new to him.

FRANK MADE HIS OWN DECISIONS

In conclusion: as I led Frank through his own issues, he figured it out himself. I didn’t pitch, present or propose. I didn’t have to handle objections or prove my value. I used Buying Facilitation® on the phone to help him make a six figure decision that he was initially opposed to: He had to recognize his own criteria and make a judgment call as to whether or not it was being met.

Remember: Frank’s criteria were not only hidden from me, but initially hidden from him! Even if I understood what was going on it wouldn’t have mattered. HE needed to understand for himself. And he did. And I didn’t sell a thing. All I did was lead him through his own decision criteria to his own best decision.

I believe that before we sell – the Sell Side, based on placing solutions by finding folks with ‘need’ and introducing relevant product details – we must facilitate buyers through to their own best decisions, using their own criteria, and the internal, unique decision criteria that outsiders can never understand – the Buy Side.

Selling doesn’t cause buying. But it’s possible to facilitate prospects through their change management, risk management, buy-in, and unique cultural impediments, we can position our product as their own solution. It’s ethical, based on win-win, truly supportive of a collaborative Partnership, and uses no manipulation or influencing strategies. Ultimately, it trusts that the Buyer will come up with his/her own best answers, and if me and my product fit into the Buyer’s solution, I’ll be chosen.

Would you rather sell? Or have someone buy. If you wish to learn Buying Facilitation®, please contact me: sharondrew@sharondrewmorgen.com

_______________________

Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen January 19th, 2026

Posted In: News

Dignity: the necessary element to ensure happy clients and employees, by Sharon-Drew Morgen

I wonder why I rarely hear the word Dignity used in business. Not only do we each seek to do work and have relationships that encourage and include dignity, we aspire to promote products and have client connections in ways that maintain the self-worth and self-respect of all.

But I’m certain we could all do a lot more to achieve it. Let me share a personal story that first alerted me to the importance of dignity.

In the 1980s I moved to London to start up a tech company and simultaneously started up a non-profit to support folks with the neurological disease my son suffers from (We just had our 40th year anniversary!). The woman I partnered with (Joan) was a long-time sufferer of the illness and had great difficulty opening her eyelids or lifting her neck. But she worked hard to type notes (just a few typos!) to other sufferers sending resources, and setting up ‘meet and greets’ with doctors and medical schools around the UK where we’d travel to share the latest treatment information.

Every Wednesday night Joan and I went to dinner prior to getting down to work. And every Wednesday night I picked up the check, knowing Joan – age 75 at the time and obviously disabled – was living on state assistance. But one Wednesday as I reached for the check, Joan’s hand came down onto mine.

Joan: I’ll pay tonight.

SD: That’s okay. I’m working and have more available cash than you have.

Joan: I said I’ll pay. I may not have money, but I have dignity. Don’t take away my dignity.

I then realized that by always paying I was taking away her agency, her dignity as an equal partner. Seems it wasn’t about the money at all. In fact, my decision to pay for each meal suddenly seemed like a power thing. How many times had I substituted money and power for dignity?

PROMOTING DIGNITY IN THE WORKPLACE

Dignity is a private, personal consideration we each hold that matches our beliefs about who we are; we gravitate toward people who honor it. Through our personal dignity we show up authentically and remove ourselves from people and situations that threaten it.

In our personal lives we observe the dignity of our friends and family. But I am unaware of this term being applied in the workplace with specific actions that will ensure we provide dignity to those we touch. This article discusses how to impart dignity and what to do to achieve it.

As entrepreneurs and business owners we must

• build dignity into our norms, policies, communications and conventions,
• make sure we treat each other, our employees and our clients, with respect at meetings, interactions, emails, etc.,
• act in ways that respect each other’s self-worth,
• minimize the stress our employees feel when being disrespected.

But how do we ‘do’ dignity?

1.    Fair pay: I can’t say this strongly enough. Paying people fairly enables them to feel respected and valued, and take care of their families and their health. Without fair pay, the rest of this article is moot.

2.    A culture of diversity: Diversity is a word thrown around a lot, but what does it really mean? Sure, it means racial and gender diversity in hiring and advancement practices. But what about neurodivergent folks who get ignored because their ideas don’t seem to fit in? What about folks who think or act differently? Each difference expands possibilities and enables a broader range of ideas and promise.

As someone with Asperger’s and highly out-of-the-box ideas, I spent years being ignored and denigrated when in fact my concepts would have prevented many situations, facilitated successful projects without resistance, and closed a lot more sales. How do we create and maintain a culture of real diversity in which everyone’s voice gets appreciated and no one faces indignity?

3.    Transparent communication: Too often management omits making the full data set available, making it impossible to gather the full fact pattern or inspire creativity. Worse, good ideas get dismissed or go unheard and employees end up being disincentivized. The cost is incalculable to companies, employees, and clients: not only does creativity falter, but people lose trust in their employers.

4.    Work-life balance: When we expect our folks to work weekends, long hours, lots of overtime, we take away their dignity as human beings, not to mention their time to destress, think, relax so they can return to work invigorated and creative. We not only harm them, we harm our own productivity and success.

If there’s a frequent problem causing staff to work excessive hours, it becomes a stress/health issue. We need to either hire additional staff or allow the problem a lengthier solution process that doesn’t require employees to regularly give up their private time.

When we exploit our employee’s dignity, we cause folks to go home crying, face sleepless nights, feel disrespected. I know this from the countless interviews I’ve had with unhappy employees: They may not tell us, but their work will fall off and eventually they’ll leave for a job that will respect them.

Sample

PROMOTING DIGNITY WITH CLIENTS

Promoting dignity must extend to clients and customers. Here are a few factors to consider:

1. Communication: Too often we fail to let our clients and customers know if there’s a problem from our end: delivery/time issues; delivering the solutions promised with the same people they’ve become accustomed to. When I ran my tech support company, I checked in with each client for 15 minutes every month. That went a long way to resolving brewing issues. And when some companies find a flaw in their product or service, it’s vital they formally announce the issue and resolution so clients aren’t left in the dark.
2. Value our promises: As per above, our clients and customers must be notified if there are disruptions in service or quality. It’s respectful and maintains the dignity of our promise as suppliers.
3. Respect clients/customers as partners: There are plenty of other providers our clients/customers can go to when/if they feel we’re not respecting them. In other words, no overly long hold times; delivery as promised; follow up to ensure quality as promised; no pushy sales practices.

Remember: without addressing and maintaining our client’s dignity, we wouldn’t even be in business.

DIGNITY IS A PRIMARY BUSINESS PRACTICE

It’s necessary to add dignity as a necessary element for creating and maintaining integrous business practices for our staff and customer base. Here are some Facilitative Questions™ to help you think through any changes you might need to make and inspire compliance:

• How will you know when/if your current business practices need upgrading?
• What criteria will you and your team need to meet to decide on what practices might need improvement?
• What skills/tools will you use to let your clients/customers know of changes or problems, to insure your communication enhances their dignity?
• What skills/tools do you and your team need to learn to ensure you consider Dignity as a standard business practice?

Should you wish to enhance your skill set to include Dignity in your staff training as a soft skill, marketing, promotions, decision making practices and projects, please contact me to discuss: sharondrew@sharondrewmorgen.com

______________

Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.   

Sharon Drew Morgen January 5th, 2026

Posted In: News