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Winston Churchill once wrote: ‘It is a good thing for an uneducated man to read books of quotations.’ An educated man would, no doubt, remember that passage from his reading of Churchill's My early life. I culled it from a dictionary of quotations.

WHILE WATCHING ON TELEVISION RECENTLY the impeccably‐organized funeral procession of Sir Winston Churchill pass through streets well‐known to me during my ten years' residence in London shortly after the turn of the century, I could not help regretting that so little of the memorable proceedings had been assigned by the organizers to anything pertaining to Scotland. It came as a relief, therefore, to hear the wild notes of the bagpipes blown on the wind during the embarkation of the flag‐draped coffin at Tower Pier. I find that this reaction has been shared by other Scottish listeners.

Bill Gates, who feels that with respect to Windows and CDROMs, he overestimated in the short‐run, and underestimated in the long‐run, would probably expect Broadband Network Technology (BNT) to arrive in less than a decade. No matter when BNT arrives, there is a fundamental question that has to be raised and answered, which is the theme of this chapter: the UTILIZATION of the exploding multimedia content of the Information Superskyway. How will people USE 1,000 times the current content, arriving 1,000 times as fast? We discuss nine imperative issues of utilization. (1) Use of Content on the Information Superskyway. More than 20 years before IT became a household word, the US National Science Foundation issued a Request for Proposal entitled: “Systems Approach to Evaluate the Use of Science and Technology Information in the Electronic Alternative to Paper‐based Communication.” The same approach is germane toward the use of the entire IT content today. (2) Use of IT Data in Corporate Decision‐Making. In 1972, IBM headquarters removed the computer consoles placed next to the desk of senior executives because the computers were hardly used in two years. How can nonuse be avoided? (3) Networks obsoleting skills, structure. The fusion of computers and communications empowers all the workers to form, dissolve, and re‐form networks based on their relative competitiveness. With the ability to source globally, virtual corporations can be formed, dissolved, and re‐formed based on their competitiveness and credibility. (4) Significant resource commitment to unproven technology. With the very survival of Great Britain at stake, the non‐specialist Churchill had to lay all the technology eggs in the single basket called the “radar,” trusting that “the promises made by our scientists for the still unproven radar would be kept.” It would remain unproven for four years yet. (5) Sensitivity of significant resource commitment to technology forecast. Far more tenuous than the “promises for radar” was Einstein's opinion that nuclear‐energy could be released. Roosevelt launched the atomic bomb project on that opinion. Had he sought a second opinion from an eminent physicist like Niels Bohr, he would have questioned Einstein's opinion as scientific arm‐waving. (6) Sensitivity of significant resource commitment to technology‐generated market forecast. Churchill's reliance on Lindemann for technology advice is echoed in IBM CEO Watson's reliance on Birkenstock. In 1948, the latter encouraged the former to stand up against Watson, Sr. and abandon punch cards for magnetic tape. In 1956, he persuaded Watson, Jr. to negotiate with Texas Instruments to cut down the price of IC to $1.50, making it economically feasible to use IC in System/360. (7) Protection of Primogeniture of Ideas on the Internet. In order not to inhibit the inventor from collaborative interactions, the paternity of seminal ideas has to be unambiguously established when interactive exchanges are instantaneous, as on the Internet. (8) Inter‐disciplinary (synergistic) linguistics. The prerequisite to any inter‐disciplinary communication is the ability of each to understand one language in addition to one's own discipline. A truly inter‐disciplinary language would enable those in different disciplines to communicate with everyone else, enabling synergy to be generated. (8) Putting the Content in the Context. The explosion of instantaneous data racing thousand times as fast as at present is sand without substance, unless the symbols written in sand are given substance by the context of the decision‐maker. The data should be ordered and processed to answer questions of the type: Must I expand the external boundaries; if so, in which direction? Must I expand the internal boundaries; if so, in which direction?

The purpose of the study is to confirm a conceptualised framework regarding organizational and environmental indicators of sales performance on sellers in a business-to-business environment. The study is based on the meta-analyses of sales performance by Churchill et al. (1985) and Verbeke et al. (2011).

A research instrument was used to establish whether three categories that were positioned into a framework of six dimensions can be perceived as valid and reliable. These categories related to organization and environmental indicators of sales performance. A wide variety of organization that are representative of different sectors and organizational sizes were included in the study. These industries and sectors are representative of the commercial sector of Norway.

A six-dimensional framework of organizational and environmental indicators was tested with success in the study. The different dimensions encompass a focus on the external environment, market orientation (internal environment), teamwork (internal environment), positive behavioral feedback (supervisory leadership), transformational leadership (supervisory leadership) and positive feedback (supervisory leadership).

A foundation is provided to structure the assessment of sales performance in business-to-business settings through the development of a business-to-business framework of organisational and environmental indicators in sales performance. In addition, a foundation for further studies on sales performance is delivered. Therefore, the study secures a practical orientation to organise and structure the process of business-to-business environmental and organisational planning through verified categories of organisational and environmental indicators, divided into six categories.

Analyses the applications received by the Winston Churchill Trust for the “Disaster” category in the 1992 Travelling Fellowship Competition. A total of 232 valid and viable applications was received from police (60), fire (48), ambulance (24), medical interests (18), emergency planning officers (15) and miscellaneous (67) groups. Each group is analysed for age, sex, location, proposed research interest, and destination. The applications revealed extensive interest in the wide range of problems now known to exist in the field of natural and man‐made hazards and disasters. The Trustees selected 12 applications for the award of a Travelling Fellowship.

This paper is based on actual teaching experience and aims to demonstrate the value of using historic role models, events, visits, and story telling to help students retain leadership concepts.

Examples from leadership programs based on Abraham Lincoln, Winston Churchill, Dwight D. Eisenhower, Clara Barton, and Fredrick Douglass, illustrate how powerful stories and site visits drive home key concepts and ensure the message stays with the audience over time.

Colorful stories not only make learning interesting, they drive home key concepts in a way that is easy to grasp and twice as likely to be retained. Programs based on historic role models gain added poignancy by being held in historic sites, near museums, battlefields, and historic homes. Add a visit by a reenactor, and participants find themselves drawn into the case study emotionally, as they “re‐live” historic events and discover the relevance to the contemporary workplace and its challenges. These tools of “active learning” demonstrate how individuals who experience a lesson have greater understanding of the material presented, longer‐term recall, and greater problem‐solving skills than is the norm with traditional, passive learning.

While some organizations balk at the cost of “field trips” for training, others recognize the long‐term benefits of engaging participants in active (vs passive) learning. Teaching through historical analogy should be encouraged for its longer‐term lesson retention.

At a time when organizations are increasing the use of “distance learning” or computer‐based training, it is important to evaluate the use of off‐site programs in terms of learning retention – particularly in the field of leadership development, an area of critical need in many organizations.

The aim of this paper is to highlight key themes and issues relating to the recovery phase of disaster. Particular emphasis is given to psychosocial and community dimensions and the lessons identified by and for those working in recovery‐related programmes. The paper starts with a review of the research undertaken as a result of two Winston Churchill Memorial Trust fellowships, and is followed by a discussion of the meaning and application of recovery in relation to emergency management.

Both Churchill projects shared the common aim of seeking to understand the meaning of psychosocial recovery following disaster from the perspective of those directly involved in community‐based activities. A snowball sampling approach enabled further contacts to develop beyond initial interviewees identified. The following themes informed the topics explored and questions asked: comparative experiences of community impacts of disasters and approaches to psychosocial support strategies; post‐disaster activities that supported the wellbeing of people and communities following major emergencies (and those which did not work so well); and lessons and implications for future post‐disaster recovery agendas.

The purpose and key principles of psychosocial recovery are highlighted, including the importance of focusing on people, facilitating community engagement and addressing organizational and personal resilience among recovery personnel. The need to plan for and address psychosocial recovery as part of an integrated and holistic approach to emergency management is a key message in this paper and, it is argued, is of relevance to all involved in dealing with disasters: “if there is an emergency to respond to, there is something to recover from”, as Kate Brady wrote in 2010 in Best Practice Psychosocial Recovery following Emergencies.

Further research might build on the themes identified here and draw further comparisons across other case studies in terms of the meaning of recovery and what “success” might mean in terms of recovery programmes. In the UK, a longitudinal perspective might also offer researchers opportunity to examine the experiences and lessons associated with psychosocial recovery across those communities affected by the decade of disasters in the 1980s, soon approaching their 30th anniversaries.

Based on primary research, the article reinforces and illustrates key themes and principles in the field of disaster recovery. It focusses on the psychosocial dimension, an aspect sometimes neglected in disaster management. Its messages are of value to both researchers and practitioners within the field of emergency management.

In today’s rapidly changing sales environment, successful salespeople must acquire skills that give them a competitive advantage. Emotional intelligence (EI), defined as perceiving, interpreting, and reacting to one’s own and others’ emotions, is offered as one critical skill that will allow salespeople to guide their behavior and think in ways that can enhance their sales performance. In this paper, we review emotional intelligence and discuss how it is related to existing theories of sales performance. Research propositions are then developed based on the Walker, Churchill, and Ford (1977) sales performance model. Strategies for sales practitioners are proposed, and additional opportunities for future research are identified.