Leadership Development: It's Time To Get It Right

LEADERSHIP DEVELOPMENT: IT’S TIME TO GET IT RIGHT

MICHELLE EGGLESTON SCHWARTZ, CPTM

GREAT LEADERS DON’T EMERGE BY ACCIDENT. THEY ARE DEVELOPED THROUGH INTENTIONAL, WELLDESIGNED TRAINING.

We’ve all seen the headlines: Employee engagement is dropping; burnout is on the rise; and job satisfaction is on a steady decline. The modern workplace faces serious challenges. While these findings might seem disheartening, they also highlight an opportunity for learning and development (L&D) to drive meaningful change and make a lasting impact on their organizations.

L&D is uniquely positioned to address these workplace challenges by fostering growth, engagement and resilience among employees. A key starting point? Leadership development. Research shows that 70% of a team’s engagement is directly influenced by its manager or team leader. With such a profound impact, equipping leaders with the right skills can ripple throughout an organization, improving morale, retention and productivity.

This issue of Training Industry Magazine dives into the pressing need for effective leadership training. Within these pages, you’ll find actionable insights and fresh perspectives on tackling some of the biggest leadership challenges organizations face today. For instance, you’ll learn strategies to combat burnout in management — an increasingly common issue as leaders juggle growing demands and shrinking resources. Other articles explore how promoting internal mobility can help retain top talent and how leaders can inspire confidence in a world increasingly shaped by artificial intelligence.

These stories underscore an essential truth: Great leaders don’t emerge by accident. They are developed through intentional, well-designed training efforts that align with organizational goals and the evolving needs of the workforce. Training programs that focus on fostering adaptability, empathy and communication skills not only empower leaders but also prepare their teams to thrive in a rapidly changing world.

Change doesn’t happen overnight, and improving leadership effectiveness is no exception. However, by committing to ongoing development and prioritizing training across all levels of the organization, businesses can cultivate a workforce that’s ready to meet future challenges head-on.

As you explore this edition, we hope it inspires new ideas and meaningful conversations about the role of L&D in shaping the workplace of tomorrow. By getting leadership development right, we can create workplaces that are not only more productive but also more human. The opportunity is here. Let’s embrace it.

We love hearing from you, so please share your thoughts at editor@ trainingindustry.com

Michelle Eggleston Schwartz, CPTM, is the editor in chief of Training Industry, Inc., and co-host of “The Business of Learning,” the Training Industry podcast. Email Michelle.

YOUR MANAGERS ARE STRUGGLING: FUTURE READINESS STARTS HERE

By Holly Burkett, Ph.D., SPHR

Combat work-related burnout and stress among managers and employees.

DON’T GO! HELP LEADERS DRIVE RETENTION WITH INTERNAL MOBILITY

By Julia C. Phelan, Ph.D.

Foster internal mobility to boost employee retention, career growth and organizational success.

LEADERSHIP IN THE AGE OF AI: INSPIRING CONFIDENCE AND INTEGRATING TECHNOLOGY

By Leah Clark

AI brings intelligence; leaders bring wisdom and context.

FEATURES THOUGHT LEADERS

22 26 30 35 38 40

MOVING BEYOND TRADITIONAL METRICS: 6 WAYS TO CULTIVATE HIGH-IMPACT LEADERS

By Sara Canaday

Measure your success using a more holistic framework.

HELPING LEADERS BECOME BETTER COACHES WITH MANAGERIAL COACHING

By Heide Abelli

Enhance learning and organizational commitment while driving bottom-line benefits.

PREVENTING BURNOUT IN MANAGEMENT: STRATEGIES FOR SUSTAINABLE SUCCESS

By Mickey Fitch-Collins

Address the organizational and interpersonal challenges that cause burnout.

FROM THE EDITOR

By Michelle Eggleston Schwartz, CPTM

LEARNING LEADER SPOTLIGHT

By Stacey Rivers, Ph.D.

L&D CAREERS

By Amy DuVernet, Ph.D., CPTM

SCIENCE OF LEARNING

By Srini Pillay, M.D.

CAREER DEVELOPMENT

By Julie Winkle Giulioni

WHAT’S NEXT IN TECH? By JD Dillon 3 9 11 13 15 51 53 55

DIVERSITY AND INCLUSION

By Dr. Kristal Walker, CPTM

BUILDING LEADERS

By Sam Shriver and Marshall Goldsmith

INFO EXCHANGE

UPSKILLING

By Erica R. Contreras

Growing authentic leaders starts with nurturing self-awareness.

HOW-TO

By Kiara Graham

Best practices for measuring leadership development impact.

STRATEGIES

By Chapin Brinegar, MS, CPTM

The ripple effect: coaching the coaches for optimal impact.

PERSPECTIVES

By Dr. Yogini Joglekar

Learn how leaders are really made.

CASEBOOK

By M. Allen, CPTM

How Chick-fil-A’s Development Days foster community and collaboration.

CLOSING DEALS

By Sarah Gallo, CPTM

Alchemist acquires RAIN Group to boost sales capabilities and expand global reach.

COMPANY NEWS

Review the latest training news from the last quarter.

STAFF ABOUT OUR TEAM

CEO

Ken Taylor ktaylor@trainingindustry.com

EDITOR IN CHIEF

Michelle Eggleston Schwartz meggleston@trainingindustry.com

SENIOR EDITOR

Sarah Gallo sgallo@trainingindustry.com

EDITOR

M. Allen, CPTM mallen@trainingindustry.com

CREATIVE DIRECTOR

Amanda Longo alongo@trainingindustry.com

SENIOR DESIGNER

Mary Lewis mlewis@trainingindustry.com

DESIGNER

Kellie Blackburn kblackburn@trainingindustry.com

DESIGNER

Cassandra Ortiz cortiz@trainingindustry.com

EDITORIAL BOARD

JUDI BADER, CPTM Senior Director of Culture, Learning and Development Willy’s Mexicana Grill

BARBARA JORDAN, CPTM Group Vice President, Global Learning & Development Sims Metal Management

CATHERINE KELLY, MA, BSN, RN, CPTM Director of Learning Programs Brookdale Senior Living

SHIREEN LACKEY, CPTM Senior Management and Program Analyst, Office of Business Process Integration Veterans Benefits Administration

SCOTT NUTTER Principal/Owner Touch & Go Solutions

MATTHEW S. PRAGER, CPTM Executive Training Manager U.S. Government

DESIGNER

Rylee Hartsell rhartsell@trainingindustry.com

DESIGNER

Sha’Meire Jackson sjackson@trainingindustry.com

ADVERTISING SALES sales@trainingindustry.com

MARC RAMOS Chief Learning Officer Cornerstone OnDemand

KELLY RIDER Chief Learning Officer PTC

DR. SYDNEY SAVION Vice Chancellor for People, Culture & Belonging Vanderbilt University

KERRY TROESTER, CPTM Director, North America Sales Training Lenovo

NATASHA MILLER WILLIAMS Head of Diversity & Inclusion Ferrara

KEE MENG YEO Adjunct Professor Grand Valley State University & Davenport University

MISSION

Training Industry Magazine connects learning and development professionals with the resources and solutions needed to more effectively manage the business of learning.

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STACEY RIVERS, PH.D.

THE LEARNING LEADER SPOTLIGHT WITH STACEY RIVERS, PH.D.

In this issue, we are excited to spotlight Stacey Rivers, Ph.D., head of global learning and development for Warner Bros. Discovery. Stacey has been working in learning and development (L&D) for nine years and currently oversees behavioral and tech skills learning for all employees. Her team is responsible for content creation and curation, course delivery, learning ecosystem and infrastructure, and artificial intelligence (AI) learning strategy. She received ATD’s One to Watch Award in 2019 and Career Communications Group’s Woman of Color in STEM Technology All-Star Award and was listed among Women We Admire’s Top 50 Women Leaders in Atlanta 2024.

Read on to learn more about Stacey’s career journey.

Q: HOW DID YOU GET STARTED IN L&D?

A: I spent 15 years in various roles in technology before moving into a tech human capital management role reporting to the chief technology officer. When the company restructured after four years in the human tech capital role, I moved into enterprise L&D and brought the tech projects with me. From there, I continued to focus on L&D for tech and expanded my responsibilities to overseeing content development and delivery for behavioral skills.

Q: WHAT’S YOUR MOST MEMORABLE TRAINING EXPERIENCE, GOOD OR BAD?

A: I conducted a learning event in the form of a study in 2020 during the pandemic. I collected data for how employees were learning outside of formal programs at work. I concluded that L&D should co-create learning with

employees for better engagement and for leaders to understand trends.

Q: WHO WOULD YOU CONSIDER YOUR MOST VALUABLE ROLE MODEL?

A: I don’t just have one role model, and my MVP is an amalgamation of what everyone contributes big or small. I’ve learned that I have a village of supportive people: mentors, managers, my team, colleagues internal and external to the organization, and my family, all contributing to my success.

Q: WHAT ARE THE MOST PRESSING ISSUES ON YOUR PROFESSIONAL PLATE RIGHT NOW?

A: The most pressing issue by far is building artificial intelligence (AI) literacy in a global organization. I love that we are launching AI tools at WBD to help employees become more efficient in their workflow. However, for anyone attempting to do this, there must be a strategic plan for learning, communications, change management and measurement for AI skills growth.

Q: WHAT’S THE MOST CHALLENGING ASPECT OF YOUR JOB?

A: The most challenging part of my job is managing my excitement about launching new models for learning. I balance my time and leverage wellness practices for my team so they can do the same.

Q: WHAT’S THE MOST REWARDING ASPECT OF YOUR JOB?

A: Seeing growth in people and the impact on the business from something you’ve created is

exhilarating! I discovered this feeling when I launched my first learning program in tech and said I could do this role forever. When you find this, you’ve found your purpose.

Q: WHAT’S YOUR PREFERRED TRAINING METHODOLOGY?

A: I prefer a blended model of synchronous + asynchronous. I found that this model motivates people to make progress in learning, because when they know they are in a cohort, there’s an expectation for investing time in the content and sharing knowledge.

Q: HOW DO YOU FIND THE TIME TO CONTINUE YOUR OWN PROFESSIONAL DEVELOPMENT?

A: As the saying goes, “when you do what you love, you will never work a day in your life.” I publish a newsletter on LinkedIn called “Level Up on Learning” where I focus on the intersection of career development, learning and tech.

Q: ANY RECOMMENDATIONS FOR FOLKS OUT THERE: BOOKS, PARTNERS, RESOURCES, ETC.?

A: Besides my own books on Amazon (smile), a colleague introduced me to the book “A Thousand Brains: A New Theory of Intelligence” by Jeff Hawkins. I love to read books with friends so we can chat, share aha moments and have deep conversations about the topic.

Q: “IF SOMEONE WANTS TO FOLLOW IN MY PROFESSIONAL FOOTSTEPS, I’D TELL THEM TO BE SURE TO …”

A: Find meaning in their work, take educated risks, develop their expertise and never stop learning.

L&D CAREERS

AMY DUVERNET, PH.D., CPTM

FROM INDIVIDUAL CONTRIBUTOR TO LEADER: TRANSITIONING INTO L&D LEADERSHIP ROLES

Leadership development is critical in any profession, including in learning and development (L&D). Leadership in L&D shares many similarities with leadership in other functions but also has unique challenges. Certain skills — like strategic planning, team building and business acumen — become even more critical as you move into an L&D leadership role.

UNDERSTANDING THE SHIFT IN RESPONSIBILITIES

Transitioning from an individual contributor to a leadership role requires a significant shift in focus and responsibilities. First, you must shift from task- to strategyfocused as your role shifts from executing training programs to aligning them with long-term business objectives. This transition requires thinking beyond dayto-day execution to create sustainable, long-term impact.

Your responsibilities also shift from managing projects to managing people and resources: You’re now tasked with guiding teams, managing vendors and allocating resources effectively, including subject matter experts (SMEs) from other departments.

DEVELOPING A STRATEGIC MINDSET

Strategic thinking is one of the most critical training manager competencies. Aligning L&D initiatives with organizational goals ensures your efforts address business needs and drive measurable impact. You’ll need to focus on prioritizing efforts that produce the greatest results.

To develop a strategic mindset, start by collaborating with other departments and understanding organizational objectives. When you engage with stakeholders, you’ll gain clarity on their priorities and build alignment. You can also use frameworks like SWOT analysis to structure your approach and track progress.

You’ll also need to develop a deep understanding of the business side of L&D, including the costs and value your team brings. Given L&D’s role as a service department, you’ll need this understanding coupled with influencing and negotiating skills to position yourself as a strategic partner rather than an order-taker.

TEAM BUILDING AND PEOPLE MANAGEMENT

Transitioning from peer to leader can be challenging. Focus on building trust and fostering a collaborative team environment. You’ll need to coach, mentor and motivate team members to grow their skills and confidence, which means you will likely need to work on developing those skills.

Managing resources in L&D also involves coordinating across vendors, internal teams and SMEs. To do so effectively, you’ll need to understand the nuances of these relationships and how they fit together as well as flex your strategic alignment and processoptimizing skills to coordinate work and build relationships.

STEPS TO PREPARE FOR THE NEXT LEVEL

1. Assess Your Competencies: Evaluate your strengths and gaps honestly Create a plan to address areas for growth.

2. Voice Your Intent: Share your leadership aspirations with supervisors and key stakeholders. Practice articulating why you’re ready and seek feedback on how to demonstrate readiness.

3. Promote Yourself: Ensure your work is visible and recognized. Share successes and impact to build your credibility.

4. Seek Mentorship: Learn from leaders in roles you aspire to. Their insights can help you navigate the transition.

5. Volunteer for Leadership Projects: Take on initiatives that showcase your ability to lead and deliver results.

6. Develop Your Skills: Enroll in courses or programs focused on leadership development.

7. Apply: Putting your name in the hat for internal or external positions is an essential step to moving forward.

OVERCOMING COMMON CHALLENGES

Along your way to leadership, you’re likely to encounter some common challenges, including imposter syndrome, prioritization and decision making. It’s natural to feel uncertain in a new role. Combat imposter syndrome by reminding yourself of your achievements and focusing on continuous growth. You may also struggle to balance strategic priorities with operational demands — work on delegating and setting clear priorities. Finally, leadership often requires making decisions without complete information — it’s important to recognize when the cost of indecision is greater than a wrong decision and to stay open to changing your mind when needed.

Transitioning into an L&D leadership role is both challenging and rewarding. By understanding the shift in responsibilities and developing key leadership skills, you can confidently step into that next level.

Amy DuVernet, Ph.D., CPTM, is the director of training and development at Training Industry, Inc., where she oversees all processes related to Training Industry’s courses for training professionals, including program development and evaluation. Email Amy.

LEAD WITH CONFIDENCE AND DRIVE RESULTS IN YOUR TRAINING FUNCTION

Training Industry Courses is committed to empowering learning leaders through a tailored suite of professional development programs. All courses are strategically designed to address the unique needs of training managers so that you can lead the change in the business of learning. View our featured courses for your professional development or explore the full course catalog below.

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SRINI PILLAY, M.D.

LEADING WITH VITALITY: EMPOWERING FATIGUED LEADERS

In 1966, psychiatrist and psychoanalyst Pierre Marty described a new syndrome called essential depression. Unlike major depressive disorder, essential depression is much harder to detect. Externally, everything may appear fine — these individuals are constantly busy and productive — but internally, they are disconnected and grappling with a profound sense of meaninglessness.

In my work with corporations, I’ve found this condition alarmingly common among leaders and their teams. However, addressing it is particularly challenging.

WHY IS VITALITY DRAINED IN LEADERS AND THEIR WORKFORCES? THE SUPERFICIAL REASON

When this question arises in organizations, the typical answers focus on burnout, overwork or rigid hierarchies. The suggested solutions often include taking breaks, exercising regularly, prioritizing tasks and paying more attention to personal health. Yet, despite minor shifts in energy levels, 58% of respondents in one survey reported feeling unfocused or disjointed, noting that a brief nap is not a “viable solution.” Over half (55%) said that no amount of rest helps them regain focus. So, what can leaders do besides attending retreats for reinvigoration or attending programs on building resilience?

THE LEADER’S RESISTANCE: A DEEPER EXAMINATION

Challenges are often attributed to external factors like market conditions or demanding clients, rather than examining internal dynamics. This tendency, rooted in psychological defenses, helps avoid the discomfort of self-reflection.

Leaders and teams unconsciously project blame outward, overlooking internal contributors, such as decision-

making or unclear goals. This creates a passive stance, preventing meaningful growth. Encouraging self-reflection within the organization can break this cycle, fostering accountability, deeper insight and more sustainable solutions.

WHAT MIGHT INNER EXAMINATION REVEAL?

When leaders and teams choose to look inward, they often uncover patterns that reveal a deeper “absence of vitality” beneath their constant action and productivity. These individuals may find their thought processes focused on doing rather than reflecting, resulting in emotional disconnection and a loss of meaning in their work.

Looking inward may reveal:

1. A disconnect between emotions and actions: Leaders may notice that their decisions and behaviors are driven by external demands rather than internal motivations or values.

2. Overreliance on external gratifications: They may find that external achievements or rewards mask deeper feelings of loss, stress or dissatisfaction.

3. Avoidance of deeper reflection: Operational thinking often replaces meaningful emotional engagement, leaving little room for processing stress or unresolved conflicts.

3 ACTIONS TO ADDRESS THESE PATTERNS

1. Foster Emotional Awareness: Help leaders integrate reflection into their routine through mindfulness, journaling or discussions to reconnect actions with emotions. However, emotional awareness alone isn’t enough. Unconscious archetypes like

the “Perfectionist” or “Hero” often drive overwork and stress. Tools like Reulay can uncover these hidden patterns, enabling deeper emotional integration and authentic leadership. Brain science can provide insights into how defense mechanisms are connected to specific brain networks, offering new ways to improve emotional resilience and performance.

2. Cultivate Meaningful Engagement: Provide opportunities for leaders to align with their core values and purpose through workshops or coaching. This bridges the gap between external achievements and internal fulfillment. For example, I facilitate a workshop to help corporate leaders align with their “ideal self.” This exercise helps them stimulate the reward brain and parts of the brain that help them solve complex problems.

3. Shift From Action to Reflection: Encourage intentional pauses in work culture. Techniques like doodling, as discussed in “Tinker Dabble Doodle Try” can help lessen the strain on memory, and reflective practices like after-action reviews help leaders evaluate accomplishments while ensuring alignment with broader goals and well-being.

By taking these steps, organizations can help leaders move beyond a survival mode dominated by external achievements to a more resilient and meaningful engagement with their work and lives.

Dr. Srini Pillay is the CEO of NeuroBusiness Group. He is a Harvard-trained psychiatrist and neuroscientist, on the Consortium for Learning Innovation at McKinsey & Company, and author of “Tinker Dabble Doodle Try.” Srini is also co-founder, chief medical officer and chief learning officer of Reulay. Email Srini.

THINKING INSIDE THE BOX: NAVIGATING THE MOTIVATION-SUPPORT MATRIX

During a recent podcast interview, the host said, “Julie, you’re all about simplifying career development, right?” I responded a bit tentatively, wondering where he was going. Then he asked, “What are the one or two most essential elements required for people to grow in the workplace?” I definitely had an answer for that.

MOTIVATION + SUPPORT

Employees bring the motivation. They must be inspired to own their development and contribute curiosity, initiative and persistence. Leaders bring the support, which involves fostering psychological safety and trust, coaching, co-creating opportunities and offering resources. The podcast host and I explored these qualities independently before it was time to wrap up the interview.

This framework divides the landscape of career development into four quadrants:

• Development Desert: Nothing grows here because employees aren’t motivated and there’s no leadership support for growth.

• Squandered Support: Here, the leadership support that employees crave goes unutilized by those who don’t see career development as a priority.

• Stymied Stagnation: In this quadrant, employees have an appetite for growth but don’t have the support

they need to make it happen. (This is a recipe for turnover).

• Growth Zone: This is the sweet spot where employees, leaders and organizations thrive together as motivation and support levels conspire to ensure meaningful and sustainable growth.

The Growth Zone is where we would like everyone to live. But according to the study from Intoo, “Unlocking Organizational Success by Supporting Employee Growth and Development,” nearly half (46%) of employees say they lack career support from managers. And while motivation is hard to quantify, engagement (which is just 32% in the U.S.) serves as a reasonable proxy.

So, how can we elevate the experience of career development and realize the benefits that come along with it? We need to think inside this “box” to activate greater motivation and more supportive leaders.

Here are a few strategies for guiding employees along the motivation axis:

• Connect development to purpose: Connect development to your employees’ their personal “why.”

• Offer a dose of reality: Share data about the changing workplace, shifting skill requirements and the need for everyone to future-proof their careers.

• Address psychological needs to foster intrinsic motivation: Design communication and programs that satisfy the human need for control, competence and connection.

• Ensure psychological safety: Foster an environment where employees feel safe to share ideas, take risks and learn from mistakes without fear of negative repercussions.

Leaders often move up the support axis when they are supported with strategies like:

• Quantify the costs/benefits: Link important priorities like engagement, development and retention to leadership support.

• Help leaders assess their efforts: Use engagement surveys to offer actionable data.

• Make it easy to reinforce learning: Create simple coaching cues, prompts and tools to remove as many barriers as possible.

• Recognize leaders who support development: Celebrate leaders who enable growth just as you do those who deliver other important business outcomes.

Motivation and support aren’t just variables — they can transform development from chance to choice. So, how will you help leaders and employees think inside this box and move toward the Growth Zone?

Julie Winkle Giulioni is the author of the bestselling books, “Promotions Are SO Yesterday” and “Help Them Grow or Watch Them Go.” Email Julie.

GROWING AUTHENTIC LEADERS: NURTURING SELF-AWARENESS AND MEANINGFUL CONNECTIONS

BY ERICA R. CONTRERAS

Living and working through a global pandemic has changed workers’ outlooks and expectations in the workplace. Over 20 years ago, business schools spotlighted leaders like Jack Welch, who successfully led and grew General Electric (GE) over two decades, but he did so at a cost. He supported a top-down leadership view, preferred strong control and managed with high expectations. While Welch was known for his self-awareness, his authoritarian leadership style would not work successfully in today’s world.

The average American spends over 8,750 hours at work each year, according to the Bureau of Labor Statistics. Therefore, the culture of an organization, especially its approach to leadership, has become a nonnegotiable factor for job candidates seeking new employment. For companies looking to improve employee engagement and job satisfaction, enhance innovation and strengthen collaboration, productivity and performance, adopting an authentic leadership approach is a sound strategy. This plan can work for organizations of all sizes and sectors.

DEFINING AUTHENTIC LEADERSHIP

All these behaviors are consistent in an individual with strong self-awareness. For organizations or individuals who strive to practice authentic leadership, embracing a culture of growing strong self-awareness and prioritizing meaningful connections are essential.

According to “Bankable Leadership: Happy People, Bottom-Line Results, and the Power to Deliver Both” by Dr. Tasha Eurich, 95% of individuals consider themselves self-aware. In reality, 10-15% have self-awareness. Self-awareness is the ability to be in tune with one’s emotions, thoughts, tendencies and actions. A self-aware person can:

WHEN LEADERS INVEST TIME TO LEARN ABOUT THEIR TEAMS, A COMPANY’S CULTURE IMPROVES.

After the Enron and Worldcom scandals in 2003, Bill George defined the authentic leadership theory in his book “Authentic Leadership” as effective leaders with “self-awareness, transparency, balance, and strong sense of morality.” George describes authentic leaders through observable behaviors that include:

• Leading with purpose and passion for the work they do (mission-driven, if a nonprofit).

• Demonstrating behaviors that align with values.

• Being intentional with connectedness in relationships.

• Practicing consistent self-discipline.

• Behaving with compassion.

• Recognize a range of emotions in themselves as they occur.

• Realize their interpretations, preferences and limitations are unique and their own.

• Acknowledge others may not receive their behaviors as intended.

SELF-AWARENESS IN LEADERSHIP

Self-awareness is the foundational skill of emotional intelligence (EQ). The other skills of EQ include selfregulation, practicing empathy and relationship management. Similar to a cognitive intelligence quotient (IQ), there are various assessments that will allow one to measure their overall EQ and specifically a self-awareness level. Unlike an IQ score, EQ can continue to grow with dedicated

SELF-AWARENESS IS IMPORTANT FOR LEADERS BECAUSE IT ALLOWS THEM TO SHOW UP AND LEAD AS THEIR TRUE SELVES, AND TO LIVE WHOLEHEARTEDLY, NO MATTER THE ENVIRONMENT.

practice and intention. This intention also needs to be an organizationwide one if the goal is to transform a company culture.

Improving self-awareness is important for both personal and professional growth. One gains clarity on naming and understanding various emotions as they arise without judgment. This growth includes acceptance and acknowledgment of personal values, strengths and weaknesses.

Additionally, it involves the ability to articulate one’s preferences such as a desire for keeping an organized, structured space and schedule versus being flexible and spontaneous. When one’s preferences are not present, or a pet peeve is present, an individual might become triggered (when an individual experiences an emotional reaction to a situation or person this is known as a trigger). Identifying triggers can help grow self-awareness. The ability to recognize all these aspects are part of the journey to developing strong self-awareness.

Self-awareness is important for leaders because it allows them to show up and lead as their true selves, and to live wholeheartedly, no matter the environment. They will demonstrate transparency, alignment in their values and there is only one version of these individuals. These leaders learn how to adapt, when necessary, without compromising their authenticity. As

they live and work authentically, they create a safe space for others to live authentically. Such leaders openly communicate what motivates them, the uniqueness they bring to an organization or team, their limitations, and when needed, the ability to ask for help. These behaviors require vulnerability and awareness.

Leaders on this journey tend to be more compassionate and resilient in the face of setbacks. This resiliency sends a positive message to others in an organization about making mistakes, especially when learning is a result. Those with higher self-awareness can model healthy behaviors of living authentically, which positively influence teams and entire organizations. A company will transform core values that align with empathy, connections, wellness and agility.

Practicing empathy involves giving grace to others as well as oneself. Those with high self-awareness recognize perfection is an unattainable goal for themselves and others. In this setting, people begin to meet others where they are. These leaders are more likely to share stories of personal failure or imperfections, showing humility — this creates a compassionate environment.

Individuals with higher self-awareness value relationships and seek genuine connections with others, another valuable benefit for organizations. Meaningful relationships in the

workplace can positively affect organizational outcomes. When leaders invest time to learn about their teams, a company’s culture improves. This can include a leader’s practice and commitment to one-on-ones with staff. One leader shared he once took a poll of his staff asking each of them to share their favorite candy choice. He kept each ones’ favorite candy written by their names on a note in the visor of his car. Occasionally on his way to work, when he would stop for gas, he would pick up a favorite candy bar for a specific employee for no special reason. The staff loved it.

Meaningful connections grow when leaders adopt the golden rule: Treat others the way you want to be treated. It takes time and effort. The outcome is a workplace where people feel more seen, appreciated and heard — and thus more willing to speak up and become engaged. It has the opposite effect of those organizations that choose to still lead by fear.

Leaders become self-disciplined in their personal wellness as they improve self-awareness. The glorification of being busy or overworked is no longer present. The improved culture focuses on creating a healthy balance of selfcare and productivity, contributing to a shared mission or purpose. After successful projects, especially when travel and time away from home are involved, leaders can choose to reward teams with wellness time off to rest and recover.

In the nonprofit sector, where some employees serve vulnerable clients, there is the chance of employees experiencing compassion fatigue. This can lead to employee burnout and become a risk for the individual and organization. Leaders can model prioritizing their own self-care and incorporating wellness into team meetings and events to ensure it becomes part of the fabric of an organization.

DEVELOPING SELF-AWARENESS

As companies begin to focus on improving self-awareness, they experience a more agile workplace where flexibility and change become easier to accept and

manage. Leaders start to show others how focusing on things we can control, like our behaviors, is a healthier choice versus wasting energy on uncontrollable factors. This reduces unnecessary anxiety and stress, creating a more comfortable environment.

Here are some specific strategies that people can adopt to make improvements in growing self-awareness:

• Complete a personal values analysis. There is a great list of values included in “Dare to Lead” by Brené Brown.

• Learn more about one’s preferences via a personality assessment such as a Myers Briggs Type Indicator, Discovery Insights or StrengthFinders.

• Journal about one’s day and emotions experienced for reflection.

• Make a list of personal triggers and then ask a significant other or best friend if they agree.

• Seek guidance from a colleague or friend who has high self-awareness.

Studying leaders who are known for their authentic styles is another possibility for an organization or individual seeking to grow selfawareness. These include leaders such as Satya Nadella, CEO of Microsoft, and Marc Benioff, CEO of Salesforce. Reading, sharing and discussing case studies on selfawareness and authentic leadership are other options.

Leaders focused on making meaningful connections in the workplace can incorporate simple, short icebreakers into their team meetings. This will give everyone an opportunity to learn about each other. Free online tools such as polls or surveys are useful in this effort. Team building should be ongoing, not once a year. Showing a genuine interest and improving active listening skills with teams are more ways to build

authentic relationships. When leaders give their employees their undivided attention, it goes a long way.

Adopting an authentic leadership approach will not only attract candidates seeking a new career in a healthy environment, but it will also ensure they stay, make impactful contributions, and grow their careers within an organization. For companies, this leadership style with a focus on self-awareness and meaningful connections can serve as a competitive advantage and differentiator leading to success, recognition and a desirable workplace.

Erica R. Contreras is the chief learning officer at Endeavors, a nonprofit focused on serving the most vulnerable populations, such as those struggling with homelessness and mental health challenges. She loves learning, traveling and dancing, and lives in Houston with her mini golden doodle, Dulce. Email Erica.

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BEST PRACTICES FOR MEASURING LEADERSHIP DEVELOPMENT IMPACT

BY KIARA GRAHAM

Leadership development is a cornerstone of organizational success, fueling resilience, employee engagement and innovation. As businesses invest heavily in nurturing future leaders, the challenge lies in measuring the true value of these efforts. Without meaningful metrics, even the most promising initiatives risk falling short of expectations. This article outlines best practices for evaluating leadership development impact, enriched with real-world examples from Workleap’s evolving approach.

ESTABLISH CLEAR SUCCESS CRITERIA

Success starts with clear, measurable goals. Without them, it’s impossible to assess whether your leadership programs deliver the desired outcomes.

When defining success criteria, keep these essentials in mind:

• Align with business objectives: Your criteria should support larger goals, like improving employee retention or driving organizational agility.

• Be specific: Skip vague targets like “better leadership.” Aim for

measurable outcomes, such as a 20% boost in team engagement scores.

• Stay relevant: Match criteria to your program’s format. For instance, a virtual leadership academy might focus on digital skill-building and engagement rates.

For Workleap’s leadership program, WorkLead, success criteria initially included self-assessed leadership improvements and better team outcomes, tracked through engagement scores. As the program evolved into a continuous learning model, the goals became more dynamic, supporting a culture of growth and adaptability.

SET THE RIGHT KPIS

Key performance indicators (KPIs) are your roadmap for measuring progress and impact. Thoughtful KPIs transform abstract goals into actionable benchmarks.

Examples of impactful KPIs include:

• Completion rates for skill inventories: Measure engagement and selfawareness.

MEASURING LEADERSHIP DEVELOPMENT

IMPACT IS NOT A ONE-TIME TASK BUT AN ONGOING PROCESS OF LEARNING AND REFINEMENT.

• Skill gap reduction metrics: Compare baseline and follow-up assessments.

• On-the-job performance: Evaluate outcomes like project success or timeto-promotion.

• Team engagement scores: Track leader-driven results through pulse surveys.

Common categories for learning KPIs include:

• Behavior change: When employees and leaders embrace behavioral change as a core L&D goal, designing effective training programs and measuring their impact on KPIs becomes significantly easier.

• Performance improvement: To gauge the effectiveness of training, we can measure both behavioral change and performance improvement. Preand post-training assessments can help pinpoint skill gaps and track progress. Clear expectations for both learners and L&D leaders are crucial. By setting the stage for success and emphasizing the connection between learning and business impact, we can motivate participants to apply their new knowledge and skills.

• Learner engagement: Engaged learners are more invested in the organization. By tracking metrics like course completion rates, interaction levels and survey feedback, we can gauge the impact of training on learner engagement. Additionally, monitoring internal promotions and

career advancements can provide insights into the long-term benefits of L&D initiatives.

• Training Requests: By monitoring training requests, L&D teams can gain valuable insights into the organization’s learning needs and foster a culture of continuous improvement. By analyzing the frequency, content, and source of requests, L&D teams can identify skill gaps, prioritize training initiatives, and empower employees to develop the skills they need to succeed.

KPIs should evolve with your business. At Workleap, initial metrics focused on participation and satisfaction. Over time, we shifted to measuring continuous skill application and business results driven by leadership initiatives.

KPIs SHOULD EVOLVE WITH YOUR BUSINESS.

GATHER DATA WITH PRECISION

Effective measurement hinges on robust data collection methods. Here are some proven techniques:

• LMS analytics: Monitor attendance, course completions and feedback.

• Post-session reflections: Gather qualitative insights into participants’ experiences.

• Engagement surveys: Use tools like pulse surveys to track team engagement and leadership impact. For example, Workleap surveys assess things like feedback frequency and leaders’ ability to manage team performance. We also used pulse surveys to gather data on leaders’ perceptions of the company’s

investment in their own growth and development.

• 360-degree feedback: Capture insights from peers, direct reports and supervisors for a well-rounded view of leadership skills.

Initially, Workleap relied on learning management system (LMS) data to evaluate leadership programs. Recognizing the need for deeper insights, we expanded to engagement surveys, offering richer perspectives on how leadership development impacts teams.

OVERCOMING CHALLENGES AND STAYING ADAPTABLE

Measuring leadership development isn’t without hurdles. Common challenges include low engagement, difficulty linking outcomes to interventions and external disruptions like organizational restructuring.

Here’s how to stay ahead:

• Monitor and adapt: Regularly review your data for trends and adjust your program accordingly.

• Stay relevant: Tailor program content to participants’ roles and real-world challenges.

• Close the loop: Create feedback channels to continuously improve and fine-tune your approach.

When organizational changes prompted Workleap to transition from a fixed program to a continuous learning model, we adapted our measurement strategy to focus on sustained engagement and real-world skill application. This flexibility has been key to the program’s success.

CASE STUDY: LEADERSHIP DEVELOPMENT AT WORKLEAP

WorkLead began as a 12-month program aimed at building strategic decisionmaking and engagement skills in emerging leaders. Success was initially measured by participation rates, skill improvement and team engagement.

A turning point came with the program’s evolution into a continuous learning

model, allowing leaders to develop at their own pace. Measurement priorities shifted to sustained engagement and the practical application of skills in dynamic business scenarios so we could measure deepened leadership impact while also reinforcing a culture of continuous learning across the company.

TIPS TO GET STARTED

Here’s are some quick tips to help you get started with measuring your leadership development efforts:

1. Define and revisit success criteria: Align goals with business priorities and adjust them as needed.

2. Mix data types: Combine hard metrics (e.g., skill gap reduction) with qualitative feedback.

3. Automate where possible: Use technology to simplify tracking and reporting.

4. Focus on practical outcomes: Prioritize results that directly improve performance, such as faster decisionmaking or higher engagement.

CONCLUSION

Measuring leadership development impact is not a one-time task but an ongoing process of learning and refinement. Clear goals, thoughtful KPIs, robust data collection and adaptability are critical to demonstrating value and driving continuous improvement.

As Workleap’s experience shows, leadership development programs thrive when measurement becomes a part of the process — not an afterthought. With these best practices, organizations can create programs that not only develop leaders but also deliver lasting results.

Kiara Graham is a talent development expert with over a decade of experience in learning design and change management. As a talent management advisor at Workleap, she helps organizations transform their leadership strategies with innovative HR tech solutions. Email Kiara.

YOUR MANAGERS ARE STRUGGLING

FUTURE READINESS STARTS HERE

BY HOLLY BURKETT, PH.D., SPHR

Managers are the backbone of any organization. They are the critical link between employees and an organization’s culture and they’re a dominant factor in the employee experience, accounting for 70% of the variance in team engagement. Employees depend on managers to set clear objectives, clarify roles and expectations, provide feedback on performance, and coach and guide them to do their best work.

Managers can make or break any learning initiative. They must approve time to learn, reinforce application of learned skills on the job and help track performance improvement. Managers are the lynchpins and key to the quality of everything from onboarding and performance to development and retention. After all, it’s said that employees leave managers, not the organization.

Yet managers are under intense pressure and evidence suggests that it’s only getting worse. According to a report from Top Workplaces, 67% say they struggle with heavy workloads, the demands of managing larger teams, lack of role clarity and the sense of feeling “squeezed” between satisfying senior leaders and taking on the stress of their direct reports. Meetings also create a burden because of the stress of scheduling one-to-one meetings with a higher volume of direct reports.

It’s not surprising, then, that over 50% of managers say they are overwhelmed at work, and 40% of new managers with less than two years of managerial experience are currently looking for new jobs. Managers report the highest rates of burnout across all job grades, with more stress and worse physical well-being and work-life balance than the people they manage. Having stressed and burned-out managers

highlights organizational risks not only to talent pipelines but also to overall productivity, employee satisfaction and business success.

So, how can L&D professionals help organizations buffer the damaging impact of workplace stress and burnout upon managers? Here are key areas to focus upon.

Remove Workload Barriers

Managers have it tough. According to Gartner, the average manager has 51% more responsibilities than they can effectively manage with managerial responsibilities having doubled, post-pandemic, compared to individual contributors.

L&D professionals must help sensitize leaders to the negative impact of heavy workloads upon middle and

frontline managers and help ensure that managers are given the tools they need to succeed without burning out. Organizations like BuzzFeed, Atlassian, Show + Tell and Deloitte use project management tools like Trello, Asana and Teamwork for helping managers track individual tasks and resource management software (like Float) to give an overview of where team members’ attention will be focused for coming weeks, months or quarters. A clear picture of a team’s capacity helps managers distribute and delegate tasks and manage project deliverables more efficiently.

L&D professionals can also help senior leaders address the impact of their behavior upon managers’ workload stress. For instance, “always-on” leadership practices include sending emails after hours, discouraging personal and vacation time off, scheduling back-to-back meetings

with little to no “white space” in between, and increasing demands for higher output while decreasing resource support for completing work.

To reduce burnout, managers must be empowered to set a good example of workload management with their teams. Peter Sena, the CEO and chief creative officer of Digital Surgeons, ensures his team doesn’t feel constant pressure to be online during late evenings or weekends. “We use Slack, and I encourage people to use the ‘do not disturb’ function in the evening,” he says. “It’s helped us become more efficient in how we use email.” He also provides his team with the “freedom and flexibility” to accomplish job tasks and to take regular breaks to manage stress or burnout. “In this industry, it is not uncommon to work well past 8 p.m. and to work every weekend,” he says. “But I wanted to create a more relaxed company culture.”

Reset Role Expectations

Managing isn’t what it used to be. Not only are managers grappling with rapid technological change, flattening hierarchies, agile work and new attitudes about talent, they’re doing it in environments where organizational expectations have not changed with the times. For example, in a Predictive Index and HR Dive survey of 220+ management-level leaders, 86% of respondents said that their views of what makes a successful people leader have changed in the last five years while their organization’s views have not.

L&D professionals can help organizations uncover and address significant areas that tend to impede managers, including:

• Ill-defined responsibilities. More than one-quarter of organizations (26%)

1.

4 WAYS TO HELP MANAGERS COMBAT BURNOUT

Remove Wor kload Bar riers

Provide tools and resources to help managers reduce the stress of overwhelming workloads. Sensitize senior leaders to the impact of their behavior upon workload management.

3.

Retool Leader ship Development

Coach and equip managers to adjust to new roles and demands. Recognize that training requests may be seen as one more demand in a demanding workload.

surveyed said they do not clearly define roles and responsibilities for people leaders.

• Insufficient training opportunities. Inadequate training was cited as a significant challenge to people leaders’ success.

• Unclear success metrics. Up to onethird of organizations surveyed do not have a formal method for measuring the success of people leaders.

2.

Reset Expectations

Ensure expectations of managers evolve with the times. Address “always-on”, “hustle and grind” expectations that increase burnout and thwart managers success.

4.

Ramp Up Recognition

Recognize the unique pressures managers face by being “squeezed” from above and below. Strategic recognition boosts morale, increases discretionary effort, and significantly reduces burnout.

• Overlooked well-being. Only 10% of organizations surveyed prioritized well-being as a key criterion for successful people leadership.

Relying on the same old “command and control” expectations will not equip managers with the skills and resources needed to thrive in today’s more demanding world of work. Not convinced? Consider this. When organizations focus on resetting role expectations, managers are 1.4x more likely to find their job manageable.

SKILLS CAN BUILD EXPERTISE, BUT THEY CAN’T FIX WORKLOADS.

Retool Leadership Development

Managers need help. Amid the push for becoming a skills-first organization, manager effectiveness has rapidly evolved as a strategic priority. Employees who report to effective managers are higher performing, more engaged and less likely to leave. Coaching is a key driver to improving effectiveness and helping managers adjust to new roles and increased demands for modern, more humancentric leadership skills.

Modern leadership focuses on building connections with employees through mentoring, coaching and advocating for career development and growth as opposed to gatekeeping and micromanaging. It includes building inclusive teams, practicing empathy, listening and patience, and proactively recognizing employees’ accomplishments.

At Biogen, senior leaders act as a support network for smaller cohorts of managers in order to model and coach “human-centered” leadership behaviors that inspire trust and psychological safety. Coaching has been shown to have cascading benefits because it not only increases the performance of an individual manager, but it also increases a manager’s ability to impact team performance.

For example, managers who receive coaching are 1.3 times more likely to be engaged and say their stress levels are manageable compared to those who don’t. In addition, Gartner research shows that employees who report to effective manager coaches are 40% more engaged and are 20% more likely to stay at their organizations than those who report to ineffective coaches. To that end, L&D should prioritize coaching and networking when retooling leadership development.

L&D should also teach managers to care for themselves. Companies like Microsoft and Salesforce prioritize leaders’ and employees’ well-being by helping them set boundaries, have difficult discussions, develop “power hours” and “deep thinking” rituals, and leverage wellness resources to effectively rest and recharge.

Ramp Up Recognition

Managers get no respect. They carry the load of supporting increased demands to lead with empathy from a new generation of workers, while receiving little recognition, resource support or empathy for their own well-being.

Managers are often seen as expendable and are frequently treated with disrespect by their own managers. When managers are treated poorly, the dysfunction trickles down through the ranks and overall performance suffers.

Managers have the most substantial influence on an employee’s experience — so a little management recognition goes a long way and has a ripple effect towards boosting morale and increasing job satisfaction throughout all organizational levels. For example, BetterUp research shows that highly resilient managers have more resilient, innovative teams. These teams also function with lower burnout and greater agility.

Strategic recognition practices can also decrease burnout by up to 80% according to OC Tanner. L&D professionals can help organizational leaders do a better job of recognizing managers, seeking their

MANAGERS

ARE

THE

LYNCHPINS AND KEY TO THE QUALITY OF EVERYTHING FROM ONBOARDING AND PERFORMANCE TO DEVELOPMENT AND RETENTION.

input and letting them know that their voice matters.

It Takes A Village

Middle managers are the bridge from strategic vision to operational detail. They are one of your most valuable assets for developing a skills-first, future-proofed talent pipeline. Yet most managers today are stretched thin and facing challenges that go well beyond their comfort, confidence or training. Investing in managers’ development, addressing their unique stressors, and creating a supportive environment for their success is vital to organizaional growth and has a bottom-line impact on overall productivity, performance, engagement and retention.

However, as pivotal as management development may be, skills alone are not enough. Skills can build expertise, but they can’t fix workloads. L&D professionals must remember that, in many cases, training requests are often seen as one more demand amid an unmanageable workload. Studies show that job manageability is actually more

effective than skill proficiency in improving manager effectiveness.

In short, it takes a wide range of cultural levers, with dedicated resources and focused intent from leaders, to combat the negative impacts of work-related burnout and stress upon both managers and employees. The organizations that most effectively tip the scale are those with integrated strategies that create accountability for work-life balance and well-being across all roles and levels. After all, practices promoting a healthy, engaged and thriving workforce aren’t just good for your people, they’re good for business. How are you and your leaders tipping the scale for a more future-proofed, upskilled and thriving pipeline of managers?

Holly Burkett, Ph.D., SPHR, is an accomplished talent builder, coach and change leader who is passionate about helping organizations develop resilient leadership capabilities for improved engagement, performance and wellbeing. Email Holly.

Don’t Go! Help Leaders Drive Retention With Internal Mobility

By Julia C. Phelan, Ph.D.

In recent years, it has been difficult to avoid stories about The Great Resignation. Many companies have experienced high levels of employee turnover, which along with tight job markets has led them to reexamine recruitment and retention strategies. The current labor market conditions serve as an important reminder for companies to reflect on the type of workplace environment they are creating and why employees are leaving in the first place. Research shows that having opportunities to learn and grow is the No. 1 factor employees say defines an “exceptional work environment.” Regardless of industry, data also show that lack of career development and advancement opportunities are neck-andneck with pay as the main reason people decide to leave (or stay at) their jobs.

The reality is that employees want opportunities to learn. Without clear pathways toward professional and personal growth, employees will look for them elsewhere. For example, of the two-thirds of employees who have left a job because of a lack of career growth, 90% would have stayed if they had seen growth opportunities. And, three of the top five factors people consider when pursuing new jobs reflect their desire to stretch, grow and develop new skills.

Do the work to understand what career growth and development mean to your employees and then support them to realize their goals.

The Link Between Internal Mobility and Attrition

The link between attrition and internal mobility is well established: When employees have opportunities to learn, they are less likely to leave. But if employees are going to advance their careers within your organization, they must know about (and actually have) growth opportunities. You might imagine that when looking for a new opportunity, employees would start with their current employer. But that’s not always the case.

For instance, 50% of employees say it is easier to find a new role outside their organization than inside, and many don’t even look. A recent Gartner survey found that only 33% of people looking for a new job in the prior 12 months searched within their organization first, and around one-

half of those surveyed were unaware of internal job openings at their company. If the path forward, upward or laterally is not obvious, employees may think it is easier to leave their position than to find new opportunities within your organization.

How to Improve Your Learning Culture and Impact Internal Mobility

To improve the learning culture in your organization and encourage people to stay, it’s important you dig in and do the work to understand what career growth and development mean to your employees and then support them to realize their goals. Leaders are in a unique position to impact internal mobility by enthusiastically modeling a culture of learning and connecting it directly to each employee’s career aspirations as well as your organizational mission and goals.

To foster a strong learning culture focused on internal mobility, skills development and clear career paths, train leaders on the following strategies:

Get to know team members.

When leaders get to know their team members on a deeper level, it helps foster many of the elements of a positive learning environment, including a sense of belonging, connection to others, and feeling valued and accepted. Talk to employees about their strengths, goals, frustrations and motivations. Ask about the kinds of experiences they are looking for. Understand that people evolve, so it’s important to keep the discussions with employees going for as long as they are part of the team. This signals to employees that their development is important to you, and that they are valued as individuals. It also reinforces their long-term relationship with the company.

Make clear the link between learning, skills development pathways and career growth.

Show your team members obvious paths to advancement and growth. Prioritize learning and talk about upskilling and reskilling and aligning these opportunities to personal aspirations and organizational goals. Share stories of internal mobility. Don’t reserve discussions of development goals for certain milestones (e.g., the end of the onboarding period or the one-year mark).

Instead, engage in proactive conversations with your employees about skills they would like to learn and which career paths or other roles interest them. Retention increases when employees have clear career goals and understand the skills they need to achieve those goals. Clear career paths also incentivize employees to keep contributing at a high level.

Provide resources as well as guidance and support.

Don’t limit learning opportunities to traditional experiences like workshops or online courses. On-thejob apprenticeships and temporary gigs, projects or assignments can help employees grow and build organizational resilience and agility

at the same time. Ensure employees know how to use available learning opportunities meaningfully — simply providing access to a large library of courses isn’t an effective learning strategy. Imagine a teacher handing you a pile of books and saying, “Here you are, now go and learn!”

Development works best when managers help identify the right resources and sequence them to align with an employee’s goals, strengths and needs. Supporting employees as they gain and apply new skills is essential.

Help people conduct their careers in ways that suit them.

One of a leader’s most important responsibilities is to help employees grow in ways that align with their goals and allow them to increase their impact within the organization. Not everyone aspires to climb a traditional, vertical career ladder or move into management. Some may thrive by excelling in their current role, while others may prioritize roles that leave time for personal pursuits.

Growth is not about ambition or promotions — it’s about expanding one’s impact over time, as Kim Scott describes in “Radical Candor.” To support this, talk with your team about their desired growth trajectory and whether it aligns with their current opportunities. These conversations not only help you personalize development plans but also ensure employees don’t feel stuck or limited to vertical advancement. Lateral moves, for example, can help employees build new skills while meeting business needs. By embracing diverse growth paths, you foster a culture where every employee feels supported and empowered to succeed.

Clearly outline and share internal mobility policies and procedures.

Prioritizing continuous learning is an important step in establishing a strong workplace learning culture. Having laid the foundation, one of the most important things leaders can do to impact internal mobility is to encourage and create transparency. Many employees don’t feel encouraged to pursue internal roles and don’t feel they can discuss options with their manager. It should

be crystal clear where employees can find information on job openings and the steps required to reach desired positions or change roles.

Talk to your employees about their future and make sure they know who else within your company is a resource for new opportunities — and encourage them to reach out. And a cautionary note: Don’t be a talent hoarder! Focus on helping your team succeed and advance, even if it means your top performers moving elsewhere to have impact in other roles within the organization.

Don’t be a talent hoarder! Focus on helping your team succeed and advance.

Conclusion

As a training professional, remind leaders in your organization that prioritizing a strong learning culture that supports internal mobility isn’t just a retention strategy: It’s a demonstration of your commitment to the growth of your team and the success of your company. When you invest in understanding employees’ goals, provide clear pathways for development and foster a culture of continuous learning, you are fostering a workplace in which employees feel valued, motivated and empowered to succeed.

By embracing diverse growth trajectories, encouraging mobility and prioritizing skills development, leaders can not only retain valuable employees but also drive innovation, agility and long-term success.

Julia Phelan, Ph.D., is the co-founder of To Eleven, an innovative education consultancy firm that partners with individuals and organizations to design and implement effective learning experiences grounded in science, human behavior and evidence-based principles to move all learners forward. Email Julia.

CONGRATS TO THE FOLLOWING CPTM GRADUATES WHO HAVE BECOME ALUMNI

SINCE OUR LAST ISSUE.

Congrats to these graduates from the same company!

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CSA Group

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Leadership in the Age of AI :

Inspiring Confidence and Integrating Technology

By Leah Clark

If widespread adoption is to take hold in organizations, it will take more than excitement about what the tech has to offer.

Leaders face an unprecedented tidal wave of digital disruption. And, yet, despite the rapid growth and adoption of a multitude of generative artificial intelligence (AI) tools, we are only at the beginning of what promises to be a period of intense transformational change prompted by technology. Just as technology is evolving rapidly, so are employees’ sentiments and opinions about AI’s influence.

Employees feel both excitement and caution about AI’s potential impact, and they view their leaders as essential to its successful integration. In fact, according to research by GP Strategies, 76% of employees say leadership is important to the successful implementation of AI. The challenge lies in the fact that only 48% of employees think their leaders are prepared to support widespread adoption of AI initiatives. If widespread adoption is to take hold in organizations — and the signs are that most want it to — it will take more than excitement about what the tech has to offer. It will require leaders who can demonstrate their ability to integrate technology, inspire confidence and increase trust.

To inspire confidence in their ability to lead a human plus AI team, leaders need IQ, TQ, EQ and CQ (see Figure 1). They need the knowledge and experience (IQ) that earned them a leadership role. They will also need to demonstrate tech savvy (TQ). At the same time, leaders lead humans and need to possess emotional self-awareness and empathy (EQ). Finally, culture awareness (CQ) acknowledges the growing importance of cultural differences and sensitivities. Balancing these four critical competencies is challenging, but multiple types of intelligence are essential to leader success in a complex, interconnected world.

IQ: Cognitive Intelligence

The need for knowledge and experience doesn’t disappear with the advent of tech tools that quickly provide answers, but it does call upon leaders to use their knowledge in different ways. AI and digital tools provide rapid analysis and quick access to answers. When leaders integrate technology into their work and the work of their teams, they undoubtedly increase the efficiency and precision of data analytics. Any number of tech tools can do sentiment analysis, scenario planning or predictive modeling. AI tools can visualize data or efficiently handle routine activities like meeting notes or task planning. AI tools can provide a head start, but it’s the leader, using higher-order skills, who realizes the full benefit of AI’s power.

The increased efficiency of AI affords leaders the opportunity to reallocate time and effort to validating information and assessing it with a critical eye. It is the leader’s perspective that makes sense of the information, puts it in context and provides the opportunity for them to coach to good decisions. Critical, strategic and systems thinking are where leaders can build upon the massive head start tech solutions

provide, adding value to their work and the work of their teams. The leader’s cognitive acumen is needed to make sense of AI output and use that output to make smart decisions, change course or take an idea to the next level and innovate. AI brings intelligence; leaders bring wisdom and context.

TQ: Technological Intelligence

While technical skills are critical to success, leaders don’t need to be programmers or memorize highly technical algorithms. However, some tech savviness is a must. That means incorporating new tools into the flow of work and encouraging team members to do the same. Leaders who take a wait-and-see approach toward generative AI risk being left behind. The downside of missing the jumpstart of AI adoption far outweighs the risk of working with imperfect technology. This is not a leaders-of-the-future scenario. Leaders today need to not only embrace technology but support broader digital transformation.

Savvy leaders incorporate tech tools into the work they do and are transparent about it. In doing so, they

make it safe for their teams to do the same. They share a clear vision for their technology strategy, further inspiring confidence. What’s more, they create confidence and reduce concerns about lack of tech equity by putting AI tools in the hands of their team members, providing the resources and support to explore what’s possible.

Leaders can extend this savvy by understanding how to use the output of technology to emphasize measurement and the power of datadriven decisions. A leader with TQ does more than ask an AI tool a few questions: A truly tech-savvy leader understands the different dimensions of technology and how to harness it as a tool to augment their work and the work of their teams. What does that look like? Imagine a company with a high turnover rate. A tech-savvy leader might use an AI tool to analyze data and identify patterns, like certain roles or times of the year with higher turnover rates. The tool also highlights that employees who don’t receive early training are more likely to leave. With this information, the leader can adjust onboarding, offer targeted training or increase manager check-ins to reduce turnover.

Competence

Industry Knowledge Skills

Organizational Savvy

A Combination of Skills

Technology Savvy

Data-Driven Decision Maker

Digital Transformation Champion

Focus

Figure 1.

AI brings intelligence ; leaders bring wisdom and context .

EQ: Emotional Intelligence

Intelligence is also measured by selfawareness, the ability to identify and express emotions and the ability to form relationships with others.

If IQ gets you a seat at the table of leadership and TQ acknowledges the undeniable influence of digital disruption, EQ bridges these competencies to the critical aspect of human connection. It’s emotional intelligence that’s widely recognized as a predictor of leader success and the secret ingredient in effectively leading human beings. What does that look like? It starts with leaders who are self-aware when it comes to their own thoughts and feelings about AI. And it means working to maintain a growth mindset while using AI, recognizing that tech adoption is a massive exercise in grow-and-learn mentality.

With others, the emotionally intelligent leader expresses cognitive and emotional empathy, allowing them to connect with their teams. There is a great deal for employees to be excited about when it comes to incorporating technology in the work people do. At the same time, fear and anxiety run high. AI is an unknown for many, and employees have concerns about trust and transparency both with the technology and their organization’s equitable use of it. Leaders with EQ recognize both excitement and anxiety and give employees space to express both. Understanding their own emotions, and those of others, helps them build relationships, communicate effectively and make great decisions as new technologies take hold.

A leader with emotional intelligence can maintain a sense of calm in processing data as well as emotion to support smart decisions. Emotionally intelligent leaders engage in dialogue with the people they lead to understand potential hesitancy, fear or mistrust, but they may not be doing so as often as they should. When leaders engage with their team about AI, it lets their people know they are listening and their input matters. AI continues to develop rapidly and the path ahead for its continued development and widespread adoption is unclear. Amidst this uncertainty, leaders with EQ communicate effectively and demonstrate to their people that they matter

CQ: Cultural Intelligence

Another essential aspect of leadership is cultural intelligence, or CQ. Cultural awareness involves understanding how diverse workforces influence working processes, employee interactions and even leadership styles. A leader with CQ understands the diversity of their teams and effectively communicates one-on-one to promote AI in a way that empowers others to speak up about their excitement and concerns while empowering them to use AI. At the same time, a leader with CQ encourages a broader environment of psychological safety so employees can surface their excitement, and their reservations, with confidence. CQ emphasizes sensitivity to how different cultures may either be excited and open to embracing AI or approach it with caution.

Culturally competent leaders better understand others, allowing them to communicate and collaborate more effectively while encouraging broader experiences with and the adoption of the technology. They recognize individual differences as a positive element of diverse teams and skillfully bring out the best in their teams. They create a safe space for people to be themselves. This awareness serves them well, holding a greater sensitivity to the way diverse workforces express both fear and excitement about AI.

Conclusion

To inspire confidence and seamlessly integrate technology, leaders must embody both competence and connection. Their IQ, EQ, TQ and CQ give them the ability to do so. Competence is in their IQ, including skills, experience and wisdom, and in their TQ, or tech-savviness, a now non-negotiable skill. Connection is in their EQ and CQ, ensuring they understand and lead the human side of change with empathy and insight. In this rapidly evolving landscape, leaders who masterfully blend these elements will empower and motivate and bring out the best of a combined human plus AI team.

Leah Clark is a thought leader and author for GP Strategies, where she researches, writes and speaks on the topic of leadership. She is a certified executive coach and Myers-Briggs practitioner and has a Master of Arts degree in organizational psychology from Columbia University and a Bachelor of Arts in English and sociology from Boston College. Email Leah.

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Leadership today is about more than managing tasks and achieving objectives. It’s about creating environments where employees feel connected to the bigger picture, valued for their unique perspectives, supported in their growth and empowered to innovate. The rules of the game have changed.

SIX WAYS TO CULTIVATE

LEADERS

SARA CANADAY MOVING BEYOND TRADITIONAL METRICS

That is precisely why it is important for leaders to evolve in how they measure their own effectiveness. More specifically, being intentional about shifting from traditional metrics to embracing a more holistic view of leadership. Less spreadsheet, more inspiration. Leaders who find ways to meaningfully engage their teams have a significantly greater impact and can elevate their organizations to new levels of success. It’s a transformation with the potential for a huge pay-off.

Let’s take a look at six ways leaders can begin making that change:

1. BRINGING OBJECTIVES TO LIFE

In the past, leaders often relied on oneway communication: setting business objectives and cascading them down to their teams without much context or transparency. The task was simple — hit the number, meet the goal and move on. However, this approach overlooks a critical opportunity: Employees want to be more deeply involved and are eager to understand the background behind certain goals. When leaders vividly illustrate the company’s vision and connect the objectives to that bigger picture, they spark enthusiasm and help employees see how their unique strengths contribute to achieving those goals.

Consider the story of Caroline, a leader responsible for launching her company’s virtual mental health services. Her first step was selling the concept to numerous teams within her organization. Rather than relying on facts and figures to convince various stakeholders of the initiative’s value, she began by sharing a personal story that grabbed everyone’s attention.

She described a once-vibrant college freshman — her daughter — who started battling feelings of depression during her first year at school. The waiting list for campus counseling was extensive. That’s when they turned to online therapy and immediately found help. It made all the difference in the world.

As Caroline explained, their company had a huge opportunity to serve this niche market and become a lifeline for college students. She unveiled a map that showed all U.S. colleges, each one with a pulsing red light that signified students in need of counseling with no options. As she talked about the strategies the team would implement, the red lights started to fade, one by one. And by the end of her presentation, all the lights were off — indicating that most college students could have instant access to the mental health support they need.

Using this powerful approach, Caroline not only shared a meaningful and vivid vision, she also allowed employees to see how their contributions were vital to the success of delivering meaningful services.

2. REFINING WORKLOADS TO RELIEVE STRESS

One of the most important metrics for gauging a leader’s effectiveness is the ability to streamline work environments to reduce unnecessary stress and pressure on employees. Team members can frequently get bogged down by excessive reporting, redundant processes and constant task-switching, which can lead to burnout. Leaders who take the time to

refine workflows and reduce non-valueadded activities can significantly improve both team performance and morale.

For example, the leader of a group of case managers at a nonprofit might identify that her team members spend too much time filling out redundant forms and applications required by multiple funding sources. By working with IT to develop a smarter system that automates this process, she could free up time for her case managers to focus on higher-impact activities. This adjustment can accelerate performance, as well as demonstrate that the leader is invested in her team members’ well-being.

3. HARNESSING COLLECTIVE INTELLIGENCE

We know that leaders tend to rely on their own expertise or that of their colleagues with shared experiences. They instinctively draw on familiar solutions to address problems and guide their teams. While this might seem efficient, it often overlooks the creative potential of a team’s diverse perspectives. The most successful leaders today are those who create simple, consistent paths for harvesting diverse perspectives. This strategy moves leaders from relying on individual input to building a collective intelligence that capitalizes on the strengths of every team member.

One way to accomplish this is by sending out meeting agendas and key discussion topics in advance, encouraging team members to submit their thoughts or questions through a shared platform. This approach provides space for everyone to

contribute without the pressure of real-time discussion, which is critical for introverted employees or those who need more time to process ideas.

You might also rotate the people selected to lead team discussions, as well as inviting colleagues from different departments who could infuse fresh perspectives into your strategies. By regularly shaking up your thinking and making it easy for others to contribute, you can create an atmosphere of ownership and collaboration that sparks greater innovation.

4. DEMONSTRATING SITUATIONAL FLUENCY

Situational fluency is the ability to read the room and adapt your approach in real time, ensuring that interactions are productive and aligned with your team’s needs. It’s a concept that goes behind the usual discussion of emotional intelligence.

Leaders who possess skills in situational fluency can seamlessly change course without being tied to their own agendas. They can sense when their team members are overwhelmed or disengaged. More importantly, they can pivot on the spot and adjust their behavior to create a better outcome.

THIS SHIFT DEMANDS THAT LEADERS STEP UP — NOT JUST AS MANAGERS OF WORK, BUT AS CHAMPIONS OF THEIR PEOPLE’S POTENTIAL.

Consider Luis, a mid-level manager leading a meeting about a new initiative. Halfway through his presentation, Luis noticed that his employees seemed distracted and confused. Instead of pushing through, he paused and invited feedback. He identified the source of the confusion and got the opportunity to explain and clarify. He was also able to connect the new initiative to some of the team’s past successes, which instantly increased their confidence for tackling this new challenge. By addressing concerns in real time, Luis was able to get his team back on board and increase buy-in.

5. CULTIVATING GROWTH

In today’s workplace, employees are craving more than just the satisfaction of checking off daily tasks or hitting quarterly targets. They want growth, purpose and

THE MOST SUCCESSFUL LEADERS TODAY ARE THOSE WHO CREATE SIMPLE, CONSISTENT PATHS FOR HARVESTING DIVERSE PERSPECTIVES.

SECTION ROW SEAT

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a sense that they’re moving forward in their careers.

This shift demands that leaders step up — not just as managers of work, but as champions of their people’s potential. In this environment, success is measured by how well leaders can support their employees’ professional growth and aspirations for a meaningful career path.

The best way for you to support your employees’ growth is to uncover what really drives them. That involves spending time with them to explore their strengths, passions and aspirations. Ask thoughtful questions to find out what they love most about their roles or when they feel at their best. These insights can help you align their roles with their strengths, which will lead to greater engagement and performance.

Next, offer targeted professional development by encouraging employees to pursue relevant training or certifications that align with their interests and longterm goals. This not only enhances their skill sets but also shows your commitment to their growth. Look for ways to get them involved in cross-functional initiatives, nominate them for a rotation program or facilitate a job swap.

These opportunities will allow them to gain broader experience, develop new competencies and better understand how various parts of the company work together. By consistently supporting

your team members’ development, you can simultaneously help them reach their immediate goals while also preparing them for sustained career success.

6. ASKING THE RIGHT QUESTIONS

Another crucial shift in leadership is moving from the mindset of “needing all the answers” to one of “asking the right questions.” While many leaders may be quick to offer answers, modern leaders see the value in asking their team members questions that provoke thought, challenge assumptions and open the door to fresh solutions. That process helps employees get into the habit of thinking more critically and creatively.

For example, if a team is stuck on a particular challenge, a leader might ask, “What if we approached this from the opposite direction?” or “Could this challenge actually be an opportunity in disguise?” These types of questions push the team to explore possibilities they hadn’t considered. When leaders encourage their teams to approach problem-solving with greater curiosity and creativity, the outcomes will inevitably improve.

Asking the right questions can also help leaders refocus team discussions that have veered off course. They can use question prompts such as, “What

is our ultimate goal here?” or “Are we addressing the root problem or just the symptoms?” By strategically guiding the conversation back to its core purpose, leaders can drive better decision-making and more innovative problem-solving.

CONCLUSION

Leaders can no longer succeed by simply crunching numbers and meeting deadlines. The truth is that today’s complex and ever-changing business landscape has undermined the traditional metrics for evaluating leadership effectiveness. If leaders want to increase their impact, they have to be willing to evolve and measure their success using a more holistic framework.

Admittedly, this journey of transformation isn’t without its challenges. It requires a willingness to step outside your comfort zone, let go of preconceived notions and continuously adapt your mindset and behaviors. But the rewards for making that shift are immense — for you, your team and your organization.

Sara Canaday is a leadership strategist, award-winning author, and former corporate executive who arms leaders with the strategies and practices they need to make the critical shift from informed to influential, from doer to driver, and from manager to leader. Email Sara.

Leadership development has long been a top priority for organizations, with 61% of organizations prioritizing investment in the area in 2024 according to Forrester Research, surpassing all other talent development initiatives. Yet, despite these significant investments, research reveals persistent challenges. Gallup reports that 70% of U.S. employees remain disengaged at work, citing poor management as a leading cause of disengagement. Additionally, findings from the Corporate Executive Board indicate that nearly 60% of new managers fail within their first 24 months.

This indicates that current leadership training programs are falling short of adequately preparing managers for their roles. One major reason is the tendency of these programs to cover too broad an array of competencies. This broad scope dilutes focus and can result in leadership training that lacks sufficient depth of development in key competencies, leaving managers insufficiently prepared for the challenge of managing others. Effective leadership training and development should narrow its focus to a few critical competencies aligned with the organization’s strategic priorities. This targeted approach ensures deeper learning, enhanced mastery and a level of performance improvement that drives organizational success.

One competency that should be at the center of all leadership development programs is developing a manager’s ability to coach. Managerial coaching is directly tied to employee learning and development (L&D) as well as organizational commitment. When a manager invests time and energy in coaching an employee, the employee will learn more and improve their skills.

Meanwhile, when employees perceive that they receive support from their managers in their development, they are more likely to be engaged with the organization. One empirical study, “Impact of Managerial Coaching Skills

on Employee Commitment: The Role of Personal Learning,” found that 46% of the variance in employees’ L&D and 36% of the variance in organizational commitment are directly explained by managers’ managerial coaching skills.

Given the importance of managerial coaching, how should organizations build capability in managerial coaching amongst their leaders?

There are five competency areas that managers should be trained in to enhance their coaching capability:

COMMUNICATING OPENLY

Open communication is foundational for building strong, resilient teams that can adapt, innovate, and thrive under effective leadership. When leaders maintain open lines of communication, employees feel valued and heard, leading to higher morale and engagement.

Example behaviors to emphasize in training:

• Actively solicit direct reports’ opinions, ideas and concerns. The simple act of asking team members a question values them and their answers.

• Explain the reasons behind decisions and be honest about challenges or setbacks.

• Show understanding and consideration for employees’ feelings and perspectives.

FOSTERING A TEAM APPROACH

A team-oriented approach aligns employees with common goals, supports a culture of trust and inclusivity, and helps organizations achieve sustainable success.

Example behaviors to emphasize in training:

• Involve team members in goal-setting, problem-solving and decision-making.

• Define common objectives that everyone on the team works toward.

• Celebrate milestones to build team morale and a sense of shared purpose.

VALUING THE EMPLOYEE

Recognition and validation result in team members who feel fulfilled and satisfied with their jobs, which translates to improved morale and performance.

Example behaviors to emphasize in training:

• Give specific praise for accomplishments, skills or behaviors that contribute to the team’s success.

• Ensure that the employee is treated fairly in terms of workload and opportunities.

• Acknowledge not only work accomplishments but also important life events.

ENCOURAGING EXPANSIVE THINKING

Encouraging expansive thinking equips leaders and their teams to innovate, remain agile, and approach complex business challenges with a proactive and open-minded mindset, which is crucial for sustained success and growth.

Example behaviors to emphasize in training:

• View differences of opinion as constructive. Create a space where all ideas are welcomed, and employees feel comfortable sharing unconventional thoughts without fear of criticism or premature dismissal.

• Encourage employees to think beyond current constraints by asking questions that stimulate creative problem-solving. Support taking calculated risks and trying new approaches, even if they might fail.

FACILITATING DEVELOPMENT

By prioritizing continuous learning, leaders create a culture that encourages personal and professional growth — which is directly linked to employee performance and job satisfaction. Leaders often have an incomplete idea of what hidden talent is available to them until they start coaching. Coaching for development helps them tap into the full strengths and qualities of their people.

Example behaviors to emphasize in training:

• Provide opportunities for employees to take on more responsibility.

• Give regular, specific feedback.

• Offer stretch assignments that challenge employees to develop new skills.

• Ensure employees have access to the materials, tools and technology needed for L&D.

LEADERSHIP TRAINING PROGRAM ESSENTIALS

When designing a curriculum to enhance the coaching capabilities

outlined above, a few essential elements should be integrated into any manager development program.

Conducing both a pre- and post-training assessment is critical to gauge the baseline of a manager’s skills and measure their development upon completion of the program. Beyond having managers complete a self-assessment before the training begins, it is also ideal to have each direct report complete an assessment of the manager’s coaching capability. Managers and direct reports should then be given the same survey to complete six months post completion of the coaching development program to assess effectiveness.

In addition to providing formal training across the five coaching dimensions, consider providing managers with opportunities for role-playing various scenarios that challenge them to apply what they’ve learned in a risk-free context.

Finally, a nudging or reinforcement component is essential for ongoing reinforcement. Managers forget 80% of what they learn in formal development programs, so reinforcement is necessary to ensure lasting behavioral change. This highlights the need for continuous learning and support, rather than one-off formal training sessions.

IN CONCLUSION

Developing managers — especially front-line and first-time managers — into effective coaches is essential for organizational success. Incorporating a few key elements into any manager coaching program significantly increases its likelihood of success.

Ultimately, strengthening managers’ coaching capabilities not only enhances employee learning and organizational commitment but also drives measurable bottom-line benefits for the business.

Heide Abelli is the co-founder of SageX Inc., an AI-enabled e-coaching and performance support application for the modern workforce and she recently authored “You Got This! - The Ultimate Career Guide for the Modern Professional.” Email Heide.

Amid relentless deadlines, escalating responsibilities and the unyielding pressure to perform, managerial burnout has surged as a pervasive threat to organizational cohesion, leadership efficacy and employee wellness. This silent epidemic not only drains the vitality of individual leaders but also erodes team morale, diminishes productivity and jeopardizes long-term success. But what if you could transform this challenge into an opportunity for growth?

With the intensifying challenges of the business world, it’s harder than ever to create teams where energy is high, creativity flows and success is the norm. Empowering managers with proven strategies for enduring well-

being fosters resilient organizations geared toward long-term achievement.

Understanding Burnout

Burnout is a term that is often used without a clear understanding of its real definition. Burnout isn’t just being tired. It’s a state of chronic physical and emotional exhaustion, coupled with cynicism and a diminished sense of professional efficacy that can lead to decreased productivity, a lack of creativity and disengagement from work.

Developed in 1974, Freudenberger’s 12 stages of burnout offers a detailed framework for understanding burnout’s

progression. These stages begin with enthusiasm and advance through stagnation, frustration and chronic fatigue, ultimately leading to a complete loss of personal identity and withdrawal from responsibilities. Although many experience the early stages of burnout, some reach deeper levels where the consequences can be devastating. Swift identification of these stages is essential for immediate intervention and the effective prevention of burnout.

But understanding burnout in managers is not enough. To effectively prevent it, organizations must address both the organizational and interpersonal challenges that contribute to managerial burnout.

Tackling these essential causes empowers organizations to create more resilient, energized and effective leadership teams.

Organizational Challenges

Multiple challenges at the organizational level contribute to burnout. Foremost is the need to manage both up and down the company hierarchy, which demands constant adaptability and drains managerial resources. Often, leaders must balance their superiors’ expectations with supporting their subordinates, creating a high-pressure environment conducive to burnout. This dual responsibility forces managers to navigate conflicting priorities, often feeling pulled in multiple directions with little respite.

Additionally, the need to maintain alignment between different levels of the organization can lead to frequent shifts in focus and strategy, further exhausting their mental and emotional reserves. Without adequate support and clear communication, the persistent pressure to meet diverse expectations can erode a manager’s sense of control and job satisfaction, significantly increasing the risk of burnout.

Two more organizational challenges are:

• Power Distance: The extent to which less powerful members of an organization accept unequal power distribution significantly impacts burnout levels. In high power distance cultures, managers may feel isolated and powerless to effect meaningful change, making them more susceptible to burnout.

• Siloed Leadership: When departments or teams operate in isolation, communication breaks down, collaboration suffers and managers may feel overwhelmed by their fragmented responsibilities. This lack of cohesion can impede managers’ ability to lead effectively and maintain a healthy worklife balance, paving the way for burnout.

Organizational

Challenges Evaluation:

• How do you manage expectations from above and support your team?

• Does your organizational culture empower or constrain managers?

• Are your departments working together or in isolation?

Interpersonal Challenges

Workplace relationships can significantly impact managerial burnout. Most pointedly, feeling inconsequential, marginalized and excluded can cause deep distress and burnout. When managers see themselves as irrelevant or excluded from decision-making processes and key organizational functions, their sense of purpose diminishes, increasing the risk of burnout.

Three more interpersonal challenges are:

• Social Distance: Managers who feel disconnected from their teams may struggle to create a cohesive and supportive work environment, leading to team misunderstandings and reduced support fueling their own feelings of isolation and stress.

• Imposter Syndrome: Many managers persistently doubt their abilities despite evident success. This internal struggle can erode confidence, escalating anxiety and burnout.

• Isolation and Loneliness: Many high-ranking managers grapple with isolation and loneliness, further exacerbating interpersonal challenges. Without a robust support network, managers may find it difficult to navigate their complex roles, leaving them more vulnerable to burnout.

Interpersonal Challenges Evaluation:

• Do your team members feel valued?

• Are self-doubt and anxiety holding your leaders back?

• How can you combat isolation in leadership roles?

BURNup Your Burnout Model

A structured approach is essential to effectively combat burnout.

The BURNup Your Burnout Model offers a comprehensive framework that helps managers navigate and overcome burnout while fostering sustainable success. This model comprises four key components: Baseline, Unite, Reframe and Navigate.

Baseline

Start by establishing a baseline. This process includes exploring one’s

experience with burnout, assessing the current state and determining desired outcomes. Self-assessment is critical, enabling managers to recognize the signs of burnout and understand its impact on their professional and personal lives (see Burnout SelfAssessment).

Conducting a thorough selfassessment allows managers to identify specific stressors and develop a clear understanding of their burnout triggers. This foundational step is crucial for creating a personalized action plan tailored to address individual needs and circumstances.

Example Insights: I find myself leaving work feeling frustrated and my body is stressed to the max. I can’t remember the last time I finished a workweek feeling accomplished. My partner says I bring work home with me too much.

Unite

The second component of the BURNup model focuses on bringing people together — curating meaningful

relationships, communicating openly and listening actively. Building a strong support network helps mitigate feelings of isolation and fosters a sense of belonging.

By nurturing positive relationships, managers can create a supportive environment where they feel valued and understood. Open communication channels make it easier to express concerns and share challenges, reducing the burden of leadership and enhancing collaborative problemsolving.

Active listening is a vital skill in this process, allowing managers to genuinely understand and respond to their teams’ needs. This reciprocal support alleviates stress and strengthens the organizational culture, making it more resilient and less susceptible to burnout.

Example Insights: I feel like I can relate to other managers in our organization. I can talk openly with peers at our company. I have colleagues at our company that intentionally listen to me.

Reframe

Reframing encourages managers to acknowledge and accept their current situation, understand their locus of control and shift their mindset to find meaning and purpose. Acknowledging burnout is the first step toward recovery, allowing managers to address it proactively rather than ignore its symptoms. This isn’t just about shallow positivism; it is about purposeful action.

Understand ing the locus of control involves recognizing which aspects of the work environment can be influenced and which cannot. By focusing on controllable factors, managers can regain a sense of agency and reduce feelings of helplessness.

Reframing mindsets involves shifting perspective to view challenges as growth opportunities and finding deeper meaning in professional roles. This positive outlook can reinvigorate motivation and enhance job satisfaction, contributing to overall well-being and resilience.

Example Insights: I cannot control everything in our organization, but I can try to act and influence. I feel like I have my hands on the wheel of my work. It is not that I “have to” do this work, but that I “get to”.

Navigate

The final component of the BURNup Model emphasizes setting priorities, establishing boundaries and practicing self-care. Effective prioritization helps managers focus on essential tasks, reduce overwhelm and increase efficiency while establishing boundaries helps maintain work-life balance. Regular exercise, adequate sleep and mindfulness techniques support physical and mental health, and a work culture that values such self-care practices benefits managers and fosters a healthier, more productive workplace.

Example Insights: I have healthy boundaries at work now and I do not let others cross them. I am more proactive than reactive. I have learned how to say no professionally and do so regularly.

Mindset Shifts and Action Plan

The BURNup Model incorporates mindset shifts that build resilience and encourage proactive stress management. Focusing on growth, adaptability and self-compassion can transform how managers perceive and handle challenges. The model culminates in creating a personalized action plan that provides a road map for managers to implement its strategies. This plan should outline specific steps, set achievable goals and establish metrics for tracking progress to ensure continuous improvement and sustainable success.

From Insight to Action: Your BURNup Action Plan

1. Assess Your Baseline: Take a moment to reflect on your current state. Where do you see signs of burnout in yourself or your team?

2. Connect and Unite: Schedule a team check-in focused on wellbeing. Create a safe space for open dialogue.

3. Prioritize and Reframe: Identify one area where you can set a healthier boundary this week.

4. Energize and Navigate: Choose a self-care activity and block time for it in your calendar.

Preventing burnout isn’t just about avoiding a negative — it’s about unlocking your team’s full potential. As you implement these strategies, you’re not just building new skills, you’re creating a culture of growth and resilience that will drive your organization forward.

Conclusion

Preventing burnout in management is essential for sustainable organizational success. By understanding burnout’s multifaceted nature and implementing comprehensive strategies like the BURNup Your Burnout Model, organizations can support their leaders’ resilience, well-being and career longevity. Tackling both organizational and interpersonal challenges creates a supportive environment that prevents burnout and enhances overall productivity and job satisfaction while investing in the prevention of managerial burnout contributes to the organization’s longterm success and health. Prioritizing sustainable practices and fostering a culture of support and resilience ensures that leaders remain effective, motivated and able to drive the business forward.

Mickey Fitch-Collins, Ph.D., (she/her) is a human skills facilitator for Learnit, a live learning platform that has upskilled 2 million professionals over the last two decades. Email Mickey.

TRANSFORM YOUR 2025 WITH AI

Harness AI to grow your organization from strategy through adoption.

· Risk-appropriate use case identification

· Governance & acceptable use frameworks

· Change management strategy STRATEGIC AI PLANNING

· AI for Executives

· AI for Managers & Leaders

· Enable leaders in responsible AI adoption LEADERSHIP DEVELOPMENT

· AI for L&D

· AI for Project Managers

· AI for Business Analysts

· Make routine tasks chances to innovate ROLE-BASED IMPLEMENTATION

· Technical integration support

· AI governance frameworks

· Organization-wide upskilling ENTERPRISE ENABLEMENT

The instructor was incredibly knowledgeable, very well prepared, was able to answer any question with ease, was personable and had good breakout activities that felt relatable to my real-life work experience. Lisa Novess

THE RIPPLE EFFECT: COACHING THE COACHES FOR OPTIMAL IMPACT

BY CHAPIN BRINEGAR, MS, CPTM

For most training teams, resource allocation remains one of their greatest — and most consequential — challenges. Each decision concerning where to focus the team’s attention will directly impact the organization’s ability to succeed. Knowing where and when to leverage limited resources is just as vital as understanding how to deliver them.

Unfortunately, when making such decisions, many training teams neglect one of their organization’s most consequential roles: second-line leaders. These are typically directors, one level above the first-line managers directly overseeing teams of individual contributors. Overlooking second-line

CHOOSING THE RIGHT COACH MAY BE THE MOST IMPORTANT DECISION YOU MAKE WHEN DESIGNING YOUR TRAINING PROGRAM.

leaders is a serious miscalculation because effective coaching and training of these directors can often yield the greatest impact on your training team’s investment.

Since second-line leaders act as a bridge between senior leadership and the wider organization, a strong second-line training program creates a ripple effect producing far-reaching benefits at every level of the org chart. These include generating a more effective leadership pipeline, fostering a productive top-down coaching culture and ensuring alignment of priorities across the organization that maximizes sales and financial impact. What training team could ask for more from their next initiative?

UNDERSTANDING THE ROLE OF SECOND-LINE LEADERS

While the responsibilities of first-line managers and their team members are usually known to trainers, the role of the second-line leader is often not as familiar. This lack of understanding can prevent trainers from uncovering these leaders’ training needs — and from recognizing the unique opportunities inherent in providing an effective second-line leader training program.

As previously noted, second-line leaders are uniquely positioned to influence the success of the entire organization. By acting as a bridge connecting senior leadership to the wider organization, secondline leaders provide strategic

alignment , foster a performancedriven culture and maximize crossfunctional collaboration. Through their role, these second-line leaders instill ownership, promote accountability, coach to expectations and communicate the vision of the organization to their teams. By improving a second-line leader’s ability to carry out their role, trainers help their entire organization flourish.

THE RISK OF NEGLECTING SECONDLINE LEADERS

It is understandable that trainers often overlook their organization’s secondline leaders. Many mistakenly assume second-line leaders — who are usually few in number, and often among the most experienced members of the organization — simply do not need coaching or training as much as firstline leaders or the teams they manage.

Failure to effectively coach second-line leaders can create serious, cascading problems. When second-line leaders fail in their role, priorities become misaligned, first-line managers become disengaged and performance across teams becomes inconsistent. Consider again the analogy of second-line leaders acting as a bridge between leadership and the wider organization. What happens if that bridge fails?

BEST PRACTICES FOR TRAINING AND COACHING SECOND-LINE LEADERS

Though second-line leader training initiatives may vary widely, there

coaches, each with a different area of subject matter expertise.

The Value of the Top-Down Approach

By helping your second-line leaders succeed, you will create a positive coaching culture that drives lasting change. Second-line leaders who complete your program will model their improved skills for their first-line managers who, in turn, will more effectively coach their direct reports.

This improved coaching culture will support a sustainable leadership development process across your organization. At the same time, by ensuring leadership is aligned to clearly defined business objectives, it will enhance team performance and drive long-term success.

are core elements often found in all successful programs. Keep the following in mind as you consider your next steps:

Bring in senior leadership early on.

As you design your program, seek the advice of those who manage your second-line leaders. Input from senior leadership will help you identify gaps, understand needs and customize your approach. Just as important, gaining senior leadership support will help you gain the trust and buy-in of your second-line leaders, whose attitudes concerning your program will likely mirror their managers’.

Personalize your approach.

New training programs invariably raise some degree of skepticism and defensiveness in those targeted by the initiative. This may be particularly true for second-line leaders, who are accustomed to having greater autonomy and are often entrenched in their ways of working. Overcome their skepticism by individualizing your training approach. Take time up front to identify the specific needs of each participant (through coaching, assessments, peer group work, etc.) and build in flexibility that allows these needs to be met.

Define key competencies for the role.

In many organizations, the secondline leader role has never been clearly articulated. In fact, it is not uncommon for two second-line leaders in the same organization to have a different understanding of their responsibilities. It is paramount for you to make sure all stakeholders are on the same page at the outset.

Focus on critical behaviors.

Create opportunities for participants to discuss, reflect on and improve their ability to carry out the skills core to their role. Topics may include business acumen, strategic thinking, coaching, providing effective feedback, emotional intelligence and cross-functional collaboration.

Select experienced coaches to facilitate the program.

Second-line leaders require coaches who truly understand — even share — their professional background and level of managerial experience. Choosing the right coach may be the most important decision you make when designing your training program. If you have difficulty finding a single coach with the breadth of experience you need, consider bringing on multiple

Create psychological safety.

For coaching and peer group sessions to succeed, participants must feel comfortable discussing their missteps and asking for assistance. Earn participants’ trust by having coaches frankly discuss their own professional journeys, including their setbacks. Be sure to praise honest contributions and encourage participants to feel a sense of ownership over their own progress.

Carry out an effective communications campaign.

Ahead of the program’s launch, use communications to build excitement, define expectations and let participants know to whom they should address any questions. Be sure to also keep senior leadership informed about key dates and, once the program begins, the progress of the initiative.

Have others model what good looks like.

Invite senior leadership and, in time, second-line leaders who have completed your program, to discuss their roles, share their professional journeys and answer their questions. Their lived experience can create unanticipated insights and lasting benefits.

Incorporate multiple opportunities for social learning.

• Simulations: Having participants take part in realistic simulations is a fantastic way to help them put newfound skills into practice in a safe environment. Be sure to follow up by asking participants to reflect on their experiences. Then provide honest feedback about where they succeeded and what they could improve upon.

• 1:1 and group coaching: The training needs of each second-line leader will vary, even as they share many commonalities. Providing both individual and small group coaching will best enable your secondline leaders to identify areas of

opportunity, set concrete plans of action and learn from the experience of peers and coaches.

• Real-world projects: Continually develop ways to connect training back to your second-line leaders’ day-to-day responsibilities. Ask participants to complete aspects of their role then share their process and results with a coach or peer group. These projects can help participants see their role from a new perspective and gain insights into how to improve.

• Opportunities for job shadowing: Connecting your second-line leaders to senior leadership and other managers through job shadowing opportunities will give them an upclose view of successful management, even as it forges new connections across the organization that will last long after the program concludes.

Though starting a second-line leader training program may be daunting, it

is undeniably worth the effort. There may be no other training initiative you launch in 2025 that could create such wide-reaching, cascading benefits for your entire organization, including an improved coaching culture, enhanced leadership pipeline and greater strategic alignment.

To kick off your design process, review and evaluate your organization’s approach to leadership development. This will help you uncover how you might incorporate a more focused coaching and training program for second-line leaders. And, once you are ready to launch, start with a pilot class . Doing so will allow you to refine your program — and ensure that it lasts.

Chapin Brinegar, MS, CPTM, is the senior director of instructional design and learning strategy for Encompass Communications and Learning . She has more than 20 years of experience in education, corporate training, and instructional design. Email Chapin.

HOW LEADERS ARE REALLY MADE

BY FIONA SOOKHAI

All organizations face the problem of developing leaders. Yet, how leaders are really made remains elusive. Despite significant investments in leadership development, few organizations can demonstrate that it resulted in enhanced leadership effectiveness or can prove its impact on organizational performance.

Even more unsettling is that, more often than not, organizations find themselves in a leadership succession crisis. They have struggled to proactively develop a bench of future leaders who can deliver the strategic wins that will secure the organization’s survival. This article will provide a new way of thinking about leadership development that remedies these challenges — the Keystone Method. But first, let’s explore the main fallacies that dominate the way leadership development is currently operationalized.

THE FALLACIES OF LEADERSHIP DEVELOPMENT

There are three main fallacies that compromise the current thinking of leadership development:

1. THE QUICK WINS FALLACY

Leadership development practitioners are frequently directed to use prepackaged solutions that can be implemented relatively quickly and that give the illusion of effectiveness. There is an abundance of leadership development vendors that can deliver on such a leadership development solution on short notice. When faced with the quick wins option, it is harder for

leadership development practitioners to get buy-in to develop a personalized multiyear leadership development experience that drives permanent behavior change.

THE KEYSTONE METHOD DEMANDS THAT LEADERSHIP DEVELOPMENT CO-EXIST WITH STRATEGY DEVELOPMENT AND EXECUTION.

2. THE ONE-SIZE-FITS-ALL FALLACY

There are countless articles on leadership effectiveness that cover well-intentioned best practices and an exhaustive list of leadership behaviors that are common in high-performing organizations. The “fear of missing out” pushes leadership development practitioners to adopt these generalized research findings without truly diagnosing the critical leadership behaviors that matter most to their organization’s specific context. The result is a one-size-fits-all approach to leadership development that is not customized to the organization’s

strategy, maturity level or critical leadership performance metrics.

3. THE SKILL IS BEHAVIOR FALLACY

Skills are an enabler of behavior change but do not guarantee it. A tactical focus on skill development results in leadership development practitioners missing the forest for the trees. It inevitably leads to a programmatic and closed approach to leadership development that ignores the realities of the wider organizational culture and structure. The most critical determinants of permanent behavior change are the work environment and the leader’s personal readiness. These factors, rather than skills, should dominate the design of a leadership development intervention, if the investment is to yield a strategic return.

THE KEYSTONE METHOD

The Keystone Method is a new way to think about leadership development that can remedy the challenges that arise from these fallacies. This method positions an organization’s leadership development capability as an integral part of the strategy development process. If effective leadership is required for strategy execution, then leadership development cannot be a strategic afterthought relegated to the tactical abyss of a learning needs analysis. When this method is used, leaders are made through three key systemic pillars: Leaders are designed in strategy, nurtured in culture and rewarded in structure. This method disrupts the traditional

approach to leadership development as a programmatic tactic that supports strategy. It demands that leadership development co-exist with strategy development and execution.

With this method, leadership development is defined as the act of identifying, investing and focusing on a few critical or keystone behaviors that, given an organization’s unique context and business challenges, produces and sustains a competitive advantage. This modern definition of leadership development addresses the fallacies inherent in the dominant programmatic view of leadership development where the goal is to prepare individuals to be effective in future roles. This individualistic perspective prioritizes generic best practices at the expense of a systemic perspective that sustains permanent behavior modification.

THREE PRINCIPLES

The Keystone Method of leadership development is supported by the following three key design principles that cumulatively produce and reproduce the success conditions that make the leaders needed to execute a particular strategy:

PRINCIPLE 1: LEADERS ARE DESIGNED IN STRATEGY

This principle requires the explicit translation of strategy into a few do-ordie leadership behaviors that clinch the organization’s competitive advantage. This directs leadership development practitioners to engage in activities that allow them to distinguish between behaviors that disproportionately drive strategic performance from those that are the baseline expectations of good leaders in general. It inoculates learners against the “quick wins” and “one size fits all” fallacies This principle guides us to answer the question: “What key behaviors does the organization need to execute its strategy?”

PRINCIPLE 2: LEADERS ARE NURTURED IN CULTURE

This principle accepts that leadership culture significantly shapes an organization’s culture. Through targeted stretch experiences, an organization’s culture exposes leaders to social and

emotional norms that inspire personal commitment to practice the keystone behaviors. More importantly, it provides the opportunity for these leaders to reshape the leadership culture so it supports organizational strategy.

There are two key culture carriers: coaching and role modeling. A leadership coaching philosophy that is scientifically grounded in positive psychology will produce a positive affective state in a leader that is essential for permanent behavior modification. This wholeperson, human-centered approach is a prerequisite for permanent behavior change, as it mitigates the “skill is a behavior” fallacy.

Role modeling is also an important conduit through which social and emotional norms are communicated and altered. Observations of how those at the top handle tough situations allows future leaders to gain insights that can increase their confidence to exhibit the keystone behaviors. This principle guides us to answer the question: “How do we intentionally design a leadership culture that enables a leader’s development?”

PRINCIPLE 3: LEADERS ARE REWARDED IN STRUCTURE

With this principle, the leadership development practitioner must intentionally design an organizational structure that systemically promotes and reinforces the desired keystone behaviors. This involves updating the critical job tasks of a leader in a manner that nudges repeated practice of the keystone behaviors in the normal course of their work.

Essentially, the job’s design must direct leaders to routinely use the keystone behaviors to achieve their personal key performance indicators (KPIs). Repeated practice of these behaviors in a variety of high-stakes situations will increase a leader’s self-efficacy and ultimately accelerate their mastery of the keystone behaviors. The cumulative impact is that leaders who use the keystone behavior will be rewarded for delivering strategic wins. Put another way, leaders who spend the majority of their time doing strategic work will outperform leaders who prioritize operational work. This principle guides

us to answer the question: “How do we structure the work of leaders to reward the practice of the key behaviors?”

WHERE TO START

Ultimately, accountability for an organization’s strategy starts and ends with the CEO. With the Keystone Method, the CEO plays a pivotal role in disrupting traditional approaches to leadership development. The first step that leadership development practitioners can take to use the Keystone Method is to ask their CEO these three questions:

1. What do leaders need to do differently to support the strategy?

2. How will this behavior change improve organizational performance?

3. Who will be held accountable for driving this change?

Fiona Sookhai is a consultant and researcher in the field of organizational change and leadership development. Email Fiona.

ACCOUNTABILITY FOR AN ORGANIZATION’S STRATEGY STARTS AND ENDS WITH

THE CEO.

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DR. KRISTAL WALKER, CPTM

DIVERSITY AND INCLUSION BRIDGING THE LEADERSHIP GAP: PRACTICAL STRATEGIES TO LEVEL THE PLAYING FIELD

Imagine working for an organization devoid of effective leadership — where innovation stalls, teams lack direction and clarity, and opportunities are lost to ambiguity and inaction. Now, contrast that with an organization where the C-suite champions a proactive approach to leadership development, cultivating a diverse and robust bench of highperforming professionals ready to seize new opportunities and confidently tackle modern business challenges.

Leadership is the cornerstone of organizational success, yet many companies overlook the importance of providing equitable access to leadership development opportunities for underrepresented groups. Consequently, organizations that fail to prioritize equitable leadership development risk stagnating innovation, disengaging employees and undermining their competitive edge and reputation. This article sheds light on disparities in leadership opportunities and offers actionable steps to create more inclusive leadership development programs.

DISPARITIES IN LEADERSHIP OPPORTUNITIES

Despite efforts to create gender parity in leadership, significant disparities persist, preventing underrepresented groups from accessing leadership development opportunities. These inequities can be categorized into three primary areas:

STRUCTURAL CHALLENGES

Traditional talent identification methods often favor individuals who align with established norms, overlooking those who offer diverse perspectives. Similarly, promotion criteria that prioritize tenure, nepotism or established networks over demonstrated potential and competency unintentionally exclude talented individuals from underrepresented backgrounds.

CULTURAL FACTORS

Mentorship or sponsorship programs can advance leadership opportunities, yet underrepresented employees often lack access to these relationships. Missed opportunities in this area often arise from a lack of cultural competence or oversights in the design of mentorship and sponsorship programs — gaps that persist when there is no advocacy or representation to address them.

SYSTEMIC ISSUES

In some cases, a leadership team may emerge from a group of friends united by a bright idea, pooling their creativity, skills and resources to bring their vision to life. In other cases, new leaders are brought onto the team based on trust, credibility or their perceived ability to add value to the organization. In either case, a cycle of exclusion is perpetuated when a leadership team lacks diversity. This systemic underrepresentation limits leadership opportunities for women and minority groups.

If we desire real change and tangible impact in organizational leadership, companies must take intentional steps to dismantle barriers. They can do so by partnering with their internal training teams to create leadership development programs that are foundational to their core values and customer base.

BUILDING INCLUSIVE LEADERSHIP DEVELOPMENT PROGRAMS

1. Audit Your Current Leadership Pipeline: This can help training managers identify demographic trends and uncover potential biases in talent development and promotion processes.

2. Redefine Leadership Criteria: Emphasize cultural competency, adaptability and potential alongside

traditional metrics like tenure or experience.

3. Create Targeted Development Programs: Training managers should collaborate with employee resource groups (ERGs) or diversity councils to gather feedback and ensure program relevance.

4. Establish Inclusive Mentorship and Sponsorship Networks: Training for mentors on inclusive practices and unconscious bias ensures these programs are equitable and effective.

5. Provide Equitable Access to Leadership Training: Offer flexible formats, such as virtual sessions and ondemand resources, to accommodate varying schedules and needs.

6. Commit to Transparency and Accountability: Establish measurable DEI metrics tied to leadership development success reinforces accountability.

REAPING THE REWARDS OF INCLUSIVE LEADERSHIP PIPELINES

Creating inclusive leadership pipelines is more than a matter of equity; it is a strategic imperative for organizational success. Imagine playing a pivotal role in shaping your organization’s future — where effective leadership is not just an aspiration but a reality. Envision a workplace where a commitment to inclusivity and equitable development fuels a dynamic leadership pipeline you can proudly say you helped design. That’s the power of intentional leadership development.

Dr. Kristal Walker, CPTM, SHRM-CP, is the senior vice president of human resources at Sweetwater Sound. Kristal is also a facilitator for Training Industry’s Certified Professional in Training Management (CPTM) program. Email Kristal.

IS THE CERTIFIED PROFESSIONAL IN TRAINING MANAGEMENT (CPTM™) PROGRAM

RIGHT FOR ME?

My career goals include...

• Obtaining a promotion or moving into a new role.

• Building credibility with others in my company and/or in the L&D field.

• Increasing my earning potential.

• Gaining new skills and continued education.

Complete the quiz to find out if the CPTM program will help you meet these professional goals and more!

TAKE THE QUIZ

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LEADERS

SAM SHRIVER & MARSHALL GOLDSMITH

CULTIVATING THE WILL TO CHANGE

It is widely accepted that the discipline of management consulting was formed in 1926. James McKinsey, a University of Chicago accounting professor, left academia and founded a firm (McKinsey & Company) that would be fiercely dedicated to rigorous research.

Almost 100 years later it is difficult to think of an organization that has had a more profound impact. Fueled by sophisticated analytics, their consulting efforts have dependably influenced large-scale economic, political and social development around the world. With that as background, who are we to argue with a recently published McKinsey study that concluded: “Competitive advantage currently boils down to the ability of an organization to cultivate the will to change.”

A CONTEMPORARY LEADER IS MORE LIKE THE CONDUCTOR OF AN ORCHESTRA.

Now, when we see the term will it is impossible for us to ignore our grounding in the Situational Leadership® Model. Will, in the face of change, translates to employees throughout an organization who exhibit:

• Confidence: They have limited (if any) fear of the unknown. They trust their ability to learn new things, and they trust the people around them to support and help them as they do so.

• Commitment: They understand the dynamic world they live in, as well as the value of accelerated

and thoughtful responsiveness to the disruption that the environment inevitably provides.

• Motivation: They also thrive on getting better. And they know a practical pathway that aligns with that desire is embedded in the opportunity to respond to unforeseen circumstances.

The McKinsey article goes on to say that cultivating this will to change has to be a “holistic aspiration” (i.e., “Everybody in the pool!”).

If the purpose of rigorous research is to produce findings that stimulate reflective consideration, we would suggest that McKinsey has done it again! A “holistic aspiration to cultivate the will to change” … so very much to unpack there!

Here are three implications for organizational leadership that come to mind.

1. Leadership Development: Traditionally, leadership training has been largely reserved for people managers. In a system dedicated to cultivating the will to change, front-line employees need to be formally engaged in that process from day one.

Those employees clearly need to develop functional expertise, but there is no reason that capability can’t be developed and nurtured on a parallel track with the capability to effectively influence.

2. What Leaders Need to Do: Leaders are no longer the people with all the answers. They have increasingly become the people who demonstrate

a knack for asking the right questions (then truly listening to the answers!). As a result, their teams consistently overcome unforeseen obstacles, and deliver outcomes of significance, in a manner that retains key talent.

The image of the traditional leader standing at a podium demonstrating strategic or tactical command is fading. It is giving way to a contemporary leader who is more like the conductor of an orchestra. They engage each section of the ensemble on cue, and in so doing, wind up making beautiful music.

3. Why Leadership Matters Now More Than Ever: For all intents and purposes, competitive advantage has almost entirely become a function of intangibles. If you are in business today, you undoubtedly offer a viable product at an acceptable price point.

How you keep those customers moving forward (and hopefully gain some others) depends (almost entirely) upon your responsiveness. And responsiveness is no longer defined by an individual (here or there) who goes above and beyond the call of duty in a well-defined moment of truth. It is increasingly defined by the systemic awareness and reactions of your culture to change. And there is no way to ever approach such a lofty, holistic aspiration without transparent leadership at all levels.

Marshall Goldsmith is the world authority in helping successful leaders get even better. Sam Shriver is the executive vice president at The Center for Leadership Studies. Email Marshall and Sam.

WHAT’S NEXT IN TECH

CAN AI SAVE LEADERSHIP DEVELOPMENT? JD DILLON

I was a great manager.

It’s been a hot minute since my last supervisory gig, but I was someone’s boss for most of my first 15 working years. I wasn’t perfect. It took me a while to balance the operational and people sides of the role. I eventually figured out how to take care of a team while hitting business metrics. I have lots of former peers to thank for my management education. Sadly, I won’t be sending learning and development (L&D) a fruit basket.

THE LEADERSHIP DEVELOPMENT GAP

I became a great manager despite the training I received — not because of it. My first management classes came months after my promotion. At my next job, I wasn’t scheduled for training because my boss wouldn’t spare the time. I attended a few sessions that sounded especially important on my days off. Despite managing teams ranging from 10 to 300 people across global brands for over a decade, I never completed a formal training program.

That may be my abridged leadership development story, but it’s far from unique.

The Chartered Management Institute reports that 82% of new bosses are “accidental managers” with little-to-no formal training. CEB Global found that 60% of new managers fail within two years. It’s no wonder Josh Bersin cited only 25% of organizations see high value in their leadership development programs.

SET UP TO FAIL

Today’s managers face increasingly heavy workloads and shifting team needs, which are resulting in alarming

burnout rates. Tasked with everything from engagement to safety, they’re simply not getting the support they need to succeed. Traditional leadership development isn’t working. L&D may not be able to change the manager’s role or fix broken processes, but surely we can find better ways to equip managers with the skills and confidence to thrive.

It’s time for a new approach. L&D must leave familiar models behind and move on to strategies that meet managers amid their daily chaos. We must take a lesson from functions that are turning to emerging technology, including artificial intelligence (AI), to find new solutions to long-standing challenges.

AI CAN’T CLOSE THE LEADERSHIP DEVELOPMENT GAP ON ITS OWN.

A NEW BEST FRIEND

Technology won’t transform inexperienced managers into veterans overnight, but an AI-enabled ecosystem can significantly enhance their working and learning experience.

AI can lighten managers’ loads by automating routine tasks like approving shift trades, assigning tasks and responding to common employee questions. Digital assistants can provide on-demand support in the workflow, reducing the amount of information managers must retain to handle new or complex tasks. By analyzing operational data, AI can nudge managers to focus on employees in need of timely support.

AI tools can also boost skill-building without requiring classroom time. Digital

avatars can simulate complex scenarios, giving managers risk-free opportunities to practice difficult conversations with employees or customers. AI-powered platforms can personalize learning by leveraging managers’ experience, training history and performance data. This tech-driven approach accelerates development for experienced managers by eliminating unnecessary activities while allowing each person to progress at their own pace.

MINDSET FIRST

This is a technology story, but AI can’t close the leadership development gap on its own. To realize this potential future, L&D must shift our perspective. We must evolve from a programmatic approach, anchored in classrooms and courses, to an always-on enablement system that applies a purposeful blend of structured and unstructured tactics.

AI could have helped me become an even better manager. I would’ve relied on peers less, guessed less, and felt more confident in my decisions. Most importantly, I would’ve felt the company was truly invested in my success because it provided me with the tools I needed to perform at my best — not just a list of courses I could never find the time to attend.

Can AI save leadership development? I think so.

JD Dillon is a veteran talent development leader, former Disney cast member and author of “The Modern Learning Ecosystem.” With more than 25 years of experience in operations and talent development, JD now helps people do their best work every day as chief learning architect at Axonify and founder of LearnGeek. Email JD.

HOW CHICK-FIL-A’S DEVELOPMENT DAYS FOSTER COMMUNITY AND COLLABORATION

BY M. ALLEN, CPTM

Technology has been revolutionizing the way that training is designed, developed and delivered across industries. With new technologies and new ways of working emerging at a breakneck pace, it falls to learning and development (L&D) to make sure that learners at all levels of the organization have the skills and resources they need to be effective in their roles. It’s a lot to ask of one business function — especially one that is often comprised of a small team — and nowhere is this challenge more apparent than in the food service industry.

OUR FOCUS IN LEARNING WILL BE MORE ABOUT CONNECTION AND COLLABORATION.

With over 35,000 Chick-fil-A restaurant team members and over 3,000 restaurants spanning the United States, Canada, Singapore and the U.K., Chick-fil-A is faced with a unique

and complex set of challenges in delivering the resources that their learners need.

Lauren LePage is the Learning Strategy Lead on Chick-fil-A’s learning strategy and transformation team, supporting Chick-fil-A, Inc. staff as part of the company’s field consulting team. The field consulting team is responsible for training around 400 learners who consult to Chick-fil-A operators on various topics. LePage’s team covers any and all training that consultants might need in order to do their job well in the field.

LePage’s team is passionate about defining the company’s learning culture. One of the defining aspects of their approach is to personalize learning for individual roles by letting learners pick and choose courses based on where they are in their development. The goal is to meet learners where they are based on individuals’ tenure and experience, then let learners pick what’s best for them. After all, learners often understand their needs better than anyone else. To that end, LePage’s team has deployed asynchronous,

online learning that is available on demand. With shorter and more easily accessible learning modules and resources, Chick-fil-A consultants can self-identify a skills gap, seek out the knowledge they need and quickly review the available resources without having to wait for a formal training event.

While personalized, choose-yourown-training pathways are certainly effective, it’s also more important than ever to ensure that everyone stays on the same page. That’s why, once a quarter, all learners come together for a day of collaborative learning sessions. After LePage’s team launched this initiative, other departments within Chick-fil-A followed suit. The inperson learning days have proved greatly beneficial for learners and the greater organization alike. They have increased collaboration not just in the learning sphere but also in employees’ approach to tackling reallife business scenarios.

Part of the reason that these learning events are so successful is that they offer learners direct access to subject matter experts (SMEs), which saves

time and money that might have been spent developing learning content and debating over modalities. “Learners were able to speak directly with SMEs, ask their questions and immediately apply what they learned,” says LePage.

THE IN-PERSON LEARNING DAYS HAVE PROVED GREATLY BENEFICIAL FOR LEARNERS AND THE GREATER ORGANIZATION ALIKE.

Of course, this approach took some adjustments: “My team’s focus had to shift from traditional learning design methods to spending more time with SMEs, coaching them on how to deliver effective learning sessions.”

This, LePage says, was a much better use of time, instead of “trying to create content that was difficult to keep up to date and for our learners to find time to engage with.” With the time saved by fostering direct connections between learners and SMEs, LePage’s team is freed up to focus on higher level administrative decision-making.

Like many L&D teams, the primary challenge LePage’s team faces is their limited capacity. With learning and communication spread across multiple channels, learners quickly become overwhelmed when presented with new training. “Because people are getting bombarded with communications every day,” says LePage, “it’s difficult to have the time and ‘white space’ to learn something new, which is why we were passionate about getting everyone one day a quarter to focus on just that — learning.” By adjusting their approach and acknowledging the struggles their learners were facing, LePage’s team was able to meet their learners’ actual

needs, even as they evolved to meet changing business demands.

While directly linking training to business outcomes is complicated, learner survey results look promising: “We have a 96% survey result on learners committed to incorporating what they’ve learned to their role,” says LePage.

“I think we’re on the brink of a lot of technology transforming learning in so many ways,” says LePage. “I think technology will do a lot for content creation specifically and allow for better on-the-job learning with augmented reality (AR), virtual reality (VR), etc.”

One specific area of advancement LePage is looking forward to is in the field of AI-assisted translation. With learner needs spanning multiple languages, requiring fast and intuitive translation and localization, Chick-fil-A’s various learning functions will greatly benefit from these advancements.

With business and learner needs changing almost on a daily basis, it’s hard to predict how the future of learning design will look, other than the fact that it will have to be agile.

LePage sees the future of learning at Chick-fil-A as less obtrusive, more collaborative and occurring within the flow of work. “We will use technology for quick access to content,” says LePage, “and it will show up more in the moment or at the time of need. So, I think our focus in learning will be more about connection and collaboration.”

One aspect of this is a more experiential approach to learning: “As an L&D function,” says LePage, “our contributions will transition to create memorable learning experiences — with experiences being the key word here.” By using AR and VR to deliver content on a day-to-day basis, the team hopes to provide learning that looks and feels like the real world, as well as functioning as more of an extension of the learner’s job activity,

rather than providing reading or video modules that take the learner out of the flow of work entirely.

This type of tech-assisted learning also has the potential to be more collaborative than traditional methods, by allowing teams to see and interact with the same virtual situations. Soft skills, LePage says, such as “coaching, consulting, mentoring and leadership,” are likely to benefit from AR/VRassisted, situation-based learning: With these tools, public-facing learners can practice speaking and interacting in a safe and comfortable environment, where they will feel free to make mistakes and can practice uncomfortable conversations.

While the future of L&D is uncertain and ever-changing, LePage is looking forward to the ways that she and her team will be able to meet these challenges for Chick-fil-A. By embracing new technologies like AR and VR and organizing recurring learning events, LePage and her team are striving to meet the evolving needs of their global workforce.

M. Allen, CPTM, is an editor at Training Industry. M.’s areas of focus include B2B marketing for the corporate training sector and editing Training Industry Magazine. Email the author. WITH THE TIME SAVED BY FOSTERING DIRECT CONNECTIONS BETWEEN LEARNERS AND SMES, LEPAGE’S TEAM IS FREED UP TO FOCUS ON HIGHER LEVEL ADMINISTRATIVE DECISION-MAKING.

DEALS

ALCHEMIST ACQUIRES RAIN GROUP TO BOOST SALES CAPABILITIES AND EXPAND GLOBAL REACH

Sales training and leadership development are two major sectors in the corporate training market. Each of these market segments sees consistent activity and continues to roll out innovative solutions amid technological advancements, particularly generative artificial intelligence (AI).

Thus, Training Industry market research indicates that investments in both sales training and leadership development will remain strong in the coming years. That said, we expect customers to invest in solutions that integrate seamlessly with their existing technologies while also staying at the forefront of technological innovation.

Let’s consider how Alchemist’s recent acquisition of RAIN Group will support a more holistic customer experience and drive global business growth.

JOINING FORCES: A STRATEGIC DECISION

Alchemist, a sales and leadership training provider, was acquired by Horizon Capital in June 2024. As part of that acquisition, Alchemist “set out a very clear strategic roadmap for how we were going to grow the business globally,” says Stuart Packham, Alchemist’s CEO.

Two key strategic business drivers that supported the acquisition of RAIN Group included:

• Expanding in the North American market: Although Alchemist had some U.S.-based customers, Packham says they wanted a business partner with “heritage, a footprint and a strong reputation in the North American market.”

• Boosting sales training capabilities: Packham says that leadership and management training makes up about

BY SARAH GALLO, CPTM

70% of Alchemist’s business, with the other 30% of the business being sales training. Thus, they were looking to acquire a business that could accelerate their sales training capabilities

Strategically, acquiring RAIN Group was a “utopian fit” due to its strong presence and reputation in the U.S. market and its capabilities and intellectual property (IP) in sales training, Packham says. “So, [the acquisition] got us into the U.S.; it got us capability, and as a bonus, we also have a presence in the Asia-Pacific as well.”

Steve Elefson, chief operating officer at RAIN Group, agrees the partnership is a strong fit for both companies. In addition to their complementary offerings and capabilities, “The fit between the people, the culture [and] the values between the two businesses is really strong.”

SUPPORTING SALES AND LEADERSHIP TRAINING NEEDS

While sales training and leadership development may seem distinct at the outset, they are more interconnected than one might think. After all, sales managers need strong leadership skills to foster motivation and help salespeople achieve key performance targets. So, the acquisition of RAIN Group enables Alchemist to offer a more holistic journey to customers, supporting both their leadership development and sales training needs. In addition, Elefson says Alchemist’s immersive and experiential learning capabilities will help RAIN Group enhance their offerings and drive learning reinforcement.

Lastly, Elefson says both businesses are focused on mid-tier and enterprise clients, “so there’s synergies in the sort of clients we’re working with.” This creates “lots of possibilities” for cross-selling and being

able to better address prospective clients’ learning needs, he says.

STRATEGIC PRIORITIES AND FUTURE GOALS

Looking ahead, Alchemist and RAIN Group are focused on a few core strategic priorities in 2025 and beyond, including:

• Uniting Alchemist and RAIN Group offerings, while leveraging Horizon Capital’s investment to fuel business growth and expand client bases.

• Scaling RAIN Group’s Total Access subscription and delivering engaging sales and leadership training using innovative technology.

• Strengthening presence across Europe, the U.S., and Asia to serve a global client base.

• Leveraging artificial intelligence (AI) to enhance learning experiences.

• Translating content into additional languages to meet global clients’ needs.

Elefson says he “couldn’t be more excited about what the future holds for us as a combined entity.”

Packham echoes this enthusiasm, sharing, “I’m super optimistic about what we can do together.” When you bring two established learning businesses together, “Our objective is always to make sure we protect the best parts of those businesses, and if you can, if we can get this right? I genuinely think we’re going to create something different in the leadership and sales training world.”

Sarah Gallo, CPTM, is a senior editor at Training Industry, Inc., and co-host of “The Business of Learning,” the Training Industry podcast. Email Sarah

ACQUISITIONS AND PARTNERSHIPS

Learning Pool, the smarter learning technology company, announced a partnership with Lextegrity, the company that offers intuitive compliance data analytics and workflow software. The combination of Learning Pool’s compliance training with Lextegrity’s platform aims to bring users a seamless experience that is both personalized and integrated into their day-to-day operations.

Degreed, the innovative learning platform, and Simplilearn, the world’s leading digital skills training provider, announced a strategic partnership to drive skillsbased learning for both individuals and enterprises with premier educational content and platform solutions. The platform will offer personalized recommendations, providing relevant training that aligns with career goals and organizational needs.

INDUSTRY

The Cegos Group, an international leader in learning and development, announced its acquisition of Interactive Workshops in the UK. The acquisition brings a team of 30 talented L&D professionals in London and New York into The Cegos Group, adding their leadership development, sales training, teambuilding and personal development expertise to The Cegos Group’s offerings.

Schoox, the learning management and talent development software provider, and Visier, the leader in workforce AI solutions, announced their partnership to explore the technological advancements and shifting job demands that are leading to skills gaps in their new playbook, “AI and the Skills Challenge: How to Gain Clarity to Solve Real-World Problems.”

NEWS

AI-POWERED TEACHING ASSISTANT

Interplay Learning, the leader in immersive skilled trades training and education, announced the availability of its innovative AI-powered teaching assistant, SAM, within Interplay Academy. The tool is aimed at supporting and providing guidance to learners and helping learning leaders expand their offerings and leverage AI to enhance the learning experience.

COHORT-BASED LEARNING COMMUNITY

Intrepid by VitalSource, the leading platform for cohort-based learning, is excited to announce the launch of its innovative community feature, which is aimed at elevating collaboration and engagement beyond a digital learning experience. The feature is intended

to provide learners with the ability to connect with one another and share ideas, building lasting networks within online communities.

ASSESSING LEADERSHIP SKILLS

Mind Tools, the provider of management and leadership skills development solutions, announced the launch of its new Manager Skills Assessment (MSA). This new tool is designed to help organizations build stronger, more effective leaders by giving them a clear, evidence-based understanding of their capabilities.

AI IN SCENARIO-BASED LEARNING

WILL Interactive, the leading provider of corporate training solutions, announced the launch of Willow, their

Cognota, the leader in learning operations, and Performitiv, the pioneer in learning evaluation, have announced a partnership. This deal will integrate Performitiv’s advanced program measurement abilities into Cognota’s LearnOps platform, providing users with a unified solution to manage, execute and measure learning programs.

Cornerstone OnDemand Inc., the leader in workforce agility solutions, announced a strategic partnership with Meta to use artificial intelligence (AI) to expand the capabilities of immersive learning and extended reality (XR). The partnership is aimed at democratizing immersive enterprise learning with a focus on integrating Meta’s AI technology and spurring adoption of Meta’s XR devices.

new AI-powered intelligent learning coach. Willow integrates AI with WILL Interactive’s branching scenarios, offering more personalized and conversational employee training. Willow is intended to guide learners through real-time Socratic dialogues to promote engagement, retention and critical thinking.