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Here is a selection of Posts from October 2026 that you will want to check out: Predicting the Present by @kevin2kelly It is clear that all predictions of the future are really just predictions of the present. Their visions tell us more about what people were thinking of then, than of what we have now. Judge the Judger by @garyvee Be thoughtful on whose judgment you decide to accept How to Recognize When You Have Stopped Growing via @AdmiredLeaders What It Costs to Think by @chrbutler AI is best understood as infrastructure, and that the sooner we think of it that way, the sooner we can stop being astonished and get back to making things. AI Agents Are Here. Are Leaders Ready? via @KelloggSchool Work in a feedback desert? Tips to help your executive boss grow comfortable giving feedback by @artpetty While individuals at the executive level are typically savvy communicators in a variety of settings, the ‘f’ topic for ‘feedback’ is a stressor for many. 10 Theodore Roosevelt Leadership Lessons by @jamesstrock TR’s Project of Personifying American Nationalism Is Evergreen 5 Traits That Make One Leader Capable of Changing Everything by @BrianKDodd Words Matter. The Power of Language Is Sitting Unused Inside Your Company by @sorenkaplan The Uneasiness of the Open Office by @edbatista The New Identity Politics by @jamesstrock | 1 of 4 30 Hours in a Massive Earthquake by @SahilBloom When chaos hits, lower your expectations. Six Problems Leaders Misdiagnose as Fear of Conflict by @stopyourdrama…

EARLY in my career, I spent about six years just going through the motions. I was busy. I had meetings, email, work, kids, responsibilities, all the normal stuff. If you had asked me whether I had a lot going on, I would have said absolutely. But if you had asked me where all of that activity was actually taking me, I am not sure I could have told you. At the time, I worked at a university and my family lived in campus housing. We had a place to live. I had a job. Our basic needs were being met. Nothing was really wrong, and I think that was part of the problem. We were comfortable enough that I never felt much pressure to ask whether I was actually satisfied, and for a few years I was satisfied. Running in Place, Going Nowhere That is what I mean when I talk about the hamster wheel. A hamster can run like crazy and still end up in exactly the same place. I think people do the same thing. We fill our days, keep ourselves busy, and sometimes mistake all that activity for progress. My days were filled with meetings, email, and whatever problem needed to be solved next. I worked hard, but I was not spending much time thinking about where I wanted my career to go or what kind of life my wife and I were actually trying to build. I had speed, but not much velocity. The strange…

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Jeffrey Cole and Harlan Lebo on disruptors: "Intense focus on long-time rivalries distracts from an even more important priority: being prepared for unexpected change from a source that is unknown—especially “two guys in a garage”—and that tears apart a business model. Such change rewrites all the rules, reorganizes the players, and in extreme cases, eliminates an industry. The biggest mistake a successful organization can make that invites disruption is to focus exclusively on the competitive threat from a known rival." Source: Disrupters at the Gate: When Visionaries, Trailblazers, and Two Guys in a Garage Turn the World Upside Down II. Constantine Alexandrakis on inertia: "Inertia rarely announces itself as resistance. More often, it shows up as a subtle change in the feel of the organization—less candor, more caution, and often silence—or through the withholding of resources. Not just money or headcount, but emotional commitment. The strategy is agreed at the top, yet the right people aren’t assigned. Leaders nod in the meeting, then return to their own functional priorities. No one openly blocks the strategy. They simply fail to fuel it." Source: The Catalyst CEO: Why CEOs Can’t Lead Transformation Alone—And What the Best Do Instead * * * Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. * * * Follow us on Instagram and…

WHEN I started a business at 19, I knew next to nothing about leadership. The only thing I did know was that I wanted to put my people first, always. I was a servant leader through and through. Being so others-focused was a huge strength. It helped me become a caring leader who was in tune with other people’s needs and who focused on making people feel valued. It helped me build a company and a culture that people loved being a part of. It filled me with a sense of purpose. But years later, I would learn that this strength had a shadow side. In becoming so others-focused, I had become disconnected from myself. I’d taken servant leadership to the extreme, and now, I knew others’ needs better than I knew my own. I had strong, trusting relationships with my team and almost no relationship with myself. That meant that in my worst and lowest moments, like when I was overworking myself and burning out, or when I felt let down by my team, my instinct was to put the blame externally. I became resentful, and I never once stopped to look at my own role in how I was feeling. It wasn’t until I started working with an executive coach that I became aware of this pattern in myself. In one of our calls, we identified something he called a personal narrative. Narratives form in childhood, he told me, and most people have at least one, if…

LEADERSHIP that is effective in uncertain times is equally effective in times of relative stability. The opposite, however, is not true. There are many actions taken by leaders in routine circumstances that give the leader power and influence, yet such behaviors may not work well when uncertainty dominates. Why? When things are going well, and not stirred by uncertainty or crisis, people are willing to put up with all sorts of poor leadership, often obeying leaders whether they trust them or not. Yet in uncertainty, trust becomes essential for influence. That’s when trust in the leader must be earned, rather than assumed. Against the Storm: How True Leaders Prevail When the World Shakes, holds more than a dozen practical techniques to build trust in uncertainty. Here are two: 1. Leader Meeting Control All leaders host meetings. One type of meeting that is common, yet difficult, is the “town hall” meeting—meetings of 50-200 people with open questioning to the leader. Town halls are quite useful for academic, political, and business leaders. In those circumstances, the best leaders find ways to control dialogue. Uncontrolled dialogue in open meetings is a recipe for disaster—as many politicians have found out, having lost the ability to control their meetings and having been advised by their political leadership to stop having them. Such meetings allow people with specific agendas—some well-meaning, some not—to take over the direction and purpose of the meeting. Competent leaders always put rules or procedures in place that give them some control…

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Richard P. Feynman on not knowing: "Admitting that we do not know, and maintaining perpetually the attitude that we do not know the direction necessarily to go, permit a possibility of alteration, of thinking, of new contributions and new discoveries for the problem of developing a way to do what we want ultimately, even when we do not know what we want." Source: The Meaning of It All: Thoughts of a Citizen-Scientist II. Lloyd Blankfein on the importance of history: "Every so often, when a young person asks my advice on what to study in college as preparation for a career in finance, I always recommend history rather than math or economics. I say that because it is valuable to have a sense of what has happened before, a consciousness of historical cycles, and the ability to distinguish secular changes from the kind that tend to recede and recur. That kind of perspective helps you keep your head on when things go awry and keeps you from getting too cocky when things go well. Ultimately, an awareness of history makes you a better boss, a better leader, and a better risk manager. It makes you better able to practice resilience, knowing that things do recover." Source: Streetwise: Getting to and Through Goldman Sachs * * * Look for these ideas every Thursday on the…

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Dave Rossi on living with purpose: "Without this sense of purpose, emotion and rumination can take over, acting like a thick fog that distorts vision and clouds judgment. While emotions are powerful, they are not the objective truth. They can trigger impulsive reactions that feel right in the moment but ultimately lead to regret. Living with purpose forces you to challenge your automatic responses. It requires you to pause and ask yourself: Am I acting from fear, ego, or programming, or am I acting from a place of alignment with my deeper values? This simple shift-learning to recognize emotion and then choosing behavior instead of reacting—is profound. You either live for approval or live for purpose." Source: Alphas Die Early: For the Man on a Mission — And the Women Who Love Him II. Nathan Bennett and Stephen Miles on the shifting role of COOs: "COOs must simultaneously guide organizational development and manage high-velocity operations where necessary skills constantly evolve. Success depends less on executing predetermined plans than on orchestrating continuous adaptation—a skill set many traditional operators never mastered. Executive search professionals caution that operators without strategic depth face limited growth prospects. The label ‘solid operator,’ once praise, now functions as a ceiling. Today’s COOs are expected to act as strategic architects who not only translate vision into execution but provide operational insights that…

IN the early stage of an enterprise software startup, the founder is often the best – and main – salesperson. And that makes sense – founders have the deep product knowledge, intuitive understanding of the market, and heartfelt enthusiasm to win over customers, even when they thought ‘sales’ wasn’t really their thing. But if you want to scale up, at some point founder-led sales are going to hit a ceiling, and founders have to work out how to transition to a different model. This can be difficult: Intuition, improvisation, and sheer force of character often work to get deals over the line when a founder is the one working with the customer, but it is very hard to recreate once they pass the torch. The foundational principle of my go-to-market framework – which I detail in my new book, Built to Grow: A Handbook for High-Performance Sales Teams – is that every startup passes through three distinct phases on the road to success. First, you experiment with the tactics that will form the bedrock of your business. Second, you build systems and processes that create a repeatable and sustainable business. And then you scale everything: you hit the gas pedal and accelerate, investing heavily to drive growth. When it comes to sales, founders and CEOs play a different role and must have different priorities in each of these phases. The approach that gets a business going isn’t the same one that will get it to $100m in sales. Here’s…

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Ryushun Kusanagi on living in the now: "Clinging to the past and using it as a reason to negate the present is a mental trap-a distraction from what truly matters, and a source of inner turmoil. Life is full of missteps and failures. What matters is how you respond to them. Don’t dwell on your mistakes. Don’t beat yourself up. Don’t look back in regret. Don’t give in to pessimism. Instead, focus on the present, understand it correctly, and dedicate yourself to what you can do right now. Of course, if you’ve hurt someone, it’s important to acknowledge it and sincerely apologize. Doing this is part of taking responsibility. Embrace that moment and take the opportunity to start afresh." Source: The Practice of Not Reacting II. John Maxwell on not taking sides: "If you’re a leader and you allow yourself to get drawn into taking sides and working against other groups of people, you’re limiting your leadership. As leaders, we all need the people on the other side. Our side doesn’t have all the answers. Believing we do is arrogant. I’m not always right, and neither are you. And those on the “other side” are not always wrong. If you don’t listen to them, you’re shrinking your influence and limiting your impact. If you can’t work with people who disagree with you, you will…

CHANGE initiatives rarely fail because of flawed strategies or poor execution. They fail because of human behavior: what people do when they feel threatened or at risk of losing status, control, or relevance. A senior leader withholds resources from another team. A project team member hoards information about transition status. Each move undermines the initiative’s success. When combined with others, they can derail it. These are the wrenches people throw during high-stakes change. They can be hard to spot and address because they are often covert, uncoordinated, and unpredictable. Without quick and effective responses, dysfunction grows and plans unravel. Left unchecked, the self-interested behaviors become cultural norms, and the downward spiral to failure accelerates. Why People Throw Wrenches During Change Change initiatives typically start well. The leader’s vision of a better future is clear and widely supported. The kick-off builds momentum, and work begins. Before long, people piece together their relative position in the post-change organization. Employees view disruptions through the lens of personal gain or loss. What will this mean for my role, status, influence, or security? As the answers become clearer, emotions flare, which drives actions intended to improve their position. Four forces explain self-interested behavior: Self-preservation: People try to protect the status, certainty, freedom, camaraderie, and confidence they have. Power: People seek the capacity to influence outcomes. They do so through formal authority or personal influence. Change can threaten existing power sources or create opportunities for new ones. Politics: People maneuver to influence those who define…

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Brady, Kliman, and Smith on seeing the full story: "We feel strongly that empathy and humility aren’t distractions from value creation; they’re the drivers of value creation. In fact, they’re essential if we want to lead difference-filled teams that solve problems creatively, build trust across difference, and adapt in real time to new challenges. These aren’t soft skills. They are strategic capabilities for a complex world. Empathy, the emotional engine behind perspective-taking, is where real understanding begins. Without empathy, it’s impossible to truly see another person’s point of view, because you wouldn’t care enough to try. Empathy and humility ground us in the understanding that we don’t possess all the answers and that other people’s experiences matter just as much as our own in terms of making sense of any situation." Source: All the Difference. Six Leadership Actions to Bridge Perspectives, Strengthen Teams, and Create Value II. Jim Schleckser on peanut buttering: "A lot of the mediocre and hardworking CEOs we have run into over the years are exceptionally good at what we call ‘peanut buttering.’ When it comes to allocating their time to the various tasks and stakeholders in their businesses—their boards, their supply chains, their investors, their communities, etc.—these CEOs do their best to spread their time as evenly as possible across all of them. The concern, of course, is to make…

HERE’S A LOOK at some of the best leadership books to be released in October 2026 curated just for you. Be sure to check out the other great titles being offered this month. The Mattering Effect: Creating a Life of Meaning and Worth by John R. Miles If you’ve ever wondered, If I stopped performing, producing, fixing, achieving, proving, would I still matter? then this book is for you. As John R. Miles explores The Great Erasure happening in our lives―the sense of loneliness and disengagement despite outward success–he also provides a way for you to remember that you mattered before any professional or personal titles or achievements. Miles examines the cultural shift that has replaced human significance with human usefulness, resulting in exhaustion, self-erasure, and quiet despair. Where others have also diagnosed the symptoms, Miles identifies a deeper cause and offers a solution through M.A.T.T.E.R., a research-based framework grounded in six elements―meaning, autonomy, trust, time, energy, and reciprocity―that, when used together, can restore sustainable significance, dignity, and spiritual coherence. Lead with Quiet Confidence: A Practical Guide to Success for Introverts by Jennifer Marcou As an introvert, you can become an influential, confident, and authentic leader, without pretending to be extroverted, without performing, and without draining your energy. You don’t need to be the loudest voice in the room to be a powerful leader. Introverted professionals often bring deep thinking, strategic insight, and calm influence. Yet, our strengths can be overlooked in systems built around extroverted norms. Becoming a…

Here is a selection of Posts from September 2026 that you will want to check out: The Biscuit Story: A Lesson in Leadership From the Antarctic via @AdmiredLeaders Words That Change the World by @KevinPaulScott Leading with Inquiry (How to Have a Better Dialogue) by @EdBatista Slumps via @LeadershipMain When Every Choice Costs You Something by @PhilCooke Why Does Originality Feel So Rare in a World Full of Ideas? by @UX_Person Abigail Aghaibie The willingness to sit with a problem long enough for our own idea to emerge. 5 Ways The Greatest Leaders Reproduce Themselves by @BrianKDodd Why Speaking Up Doesn’t Always Make You More Visible by @SusanMazza Be a Ford, Then a Sloan by @SahilBloom Authenticity Has a Moodboard Now by @shrutisitara We didn’t kill authenticity. We hired a creative director for it. Have we done this in leadership as well? Stuff happens. Where you look matters. How your Locus of Control affects your success. by @artpetty Why the Best Communicators Repeat Themselves by @PhilCooke What’s Happening to Wonder? by @Julie_WG AI can deliver answers in seconds, but what might we lose when we stop sitting with questions long enough to wonder? The Great Delayering Is Solving the Wrong Management Problem by @artpetty From Structure to Breakthrough: The 5-Step Leadership Chaos Formula by @BrianKDodd Always Encouraging, Never Discouraging by @jamesstrock See more on Twitter. * * * Follow us on Instagram and X for additional leadership and personal development ideas.  …

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Richard Hagberg and Tien Tzuo on strategy: "How do you know when your strategy is working? When your employees wake up in the morning knowing (a) why they are working for your company, (b) what the corporate strategy is, and (c) how they can contribute to that strategy by achieving specific goals and objectives. That’s the ideal green light situation." Source: Founders, Keepers: Why Founders Are Built to Fail, and What it Takes to Succeed II. Geoff Tuff and Steven Goldbach on improving the process: "The problem with best practices is that, by definition, if everyone around you follows the same best practices, they are no longer best. They are average. And what business leader wants to be average? The playbooks of business that have been crafted over decades yield an approach to management that is more concerned with risk mitigation than delighting customers and staying ahead of accelerating change. Many of these are so ingrained in business habits that there is no explanation for why we do things the way we do beyond ‘Well, that’s just how we do things around here.’" Source: Hone: How Purposeful Leaders Defy Drift * * * Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index. * * * Follow us on Instagram and X for additional leadership and personal…

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Marshall Goldsmith and Mark Reiter on inertia: "Our default response in life is not to experience meaning or happiness. Our default response is to experience inertia. We think of inertia as the state of being inert or motionless—one of our purer displays of passivity and disengagement. It’s not. Inertia is an active event in which we are persisting in the state we’re already in rather than switching to something else." Source: The Earned Life: Lose Regret, Choose Fulfillment II. Sebastian Wernicke on data objectivity: "It’s easy to understand why one would intuitively view data as a kind of ‘objective truth.’ After all, we assume that data originates from objective measurements, making the resulting numbers clear and unequivocal. However, capturing our reality in numbers is rarely straightforward. Defining precisely how we arrive at a number isn’t mere nitpicking, as these choices can carry significant consequences when we use that number to make a decision. Fundamentally, there is no single ‘right’ method to translate reality into data. Usually many valid methods exist, but each will turn the facts into a different number. Data compresses a subjective view of the world. Those who look at data see not an objective truth but rather a specific (hopefully at least consistent and documented) interpretation of the world, expressed as numbers." Source: Data Inspired: Building an Organizational Culture of Inquiry…

Strategies for Effective Cross-Cultural Communication in the Workplace – Read more by Training Industry on Training Industry, Inc..

5 Important Communication Skills for Leaders – Read more by Sarah Gallo on Training Industry, Inc..

Botanists will tell you to have a vision for how you want a plant to look before you start pruning it. The same is true for your life and your business. Whether you’re talking about programs, processes, personal commitments, or even people – over time, they all tend to accumulate. You simply end up with more of everything. However, overgrowth impedes your ability to scale yourself and your business. In order to grow, you’re going to have to prune. Continue reading The Pruning Principle at Full Focus.

It’s that time of year again. The weather is changing, leaves are falling off the trees, and your favorite leadership podcast is talking about Strategic Planning again. If there’s one thing that humans do well, it’s imagining the future. (We can do it badly, too, of course.) But the important thing is that we can create better outcomes for ourselves and our businesses when we do it intentionally. That’s where Strategic Planning comes in. Continue reading 6 Essential Ingredients for Effective Strategic Planning at Full Focus.

“Quiet quitting” seems to be the hot topic of conversation in business and leadership circles right now. But what exactly is “quiet quitting”? How can you figure out if your employees are doing it? And, perhaps most importantly, how can you create an organizational culture where your team members will feel empowered in their job?   Continue reading How to Avoid Quiet Quitting in Your Business at Full Focus.

You spend your days managing details, scheduling meetings, and replying to emails — by the time you start on the “real work,” the workday is half over. This ends up cutting into your personal life as you try to make up for lost time. It all leads to you feeling more tired, more stressed, and less productive at work and at home. If you heed our advice, you can minimize this pain. The advice is simple: hire an executive assistant! Continue reading 5 Mistakes Business Owners Make When Hiring an Assistant at Full Focus.

Last week we talked about the importance of a thriving company culture. Hopefully, Michael and Megan made the case that a company culture is both important and the responsibility of the leader. We’re going to continue that conversation by talking about how businesses can actually cultivate a thriving company culture – no matter where they’re starting from.   Continue reading 4 Ingredients for a Thriving Company Culture at Full Focus.

Anywhere you find a group of people, you’ll find a culture. That’s true for families, churches, cities, neighborhoods, and anything else you can think of that includes more than one person. This idea is especially true for businesses. Leaders need to have a vision for how they want their culture to look and feel. If they don’t, they could find themselves surrounded by a toxic culture that not only hurts business but makes everyone miserable. Continue reading Why a Thriving Culture Is Essential at Full Focus.

Your business is probably the largest single asset in your portfolio. You’ve invested time and money, and, one day, you may want to see a healthy return on those investments. If you want to maximize the value of your business, then you should start making plans today. Continue reading How to Maximize the Market Value of Your Business in 8 Steps at Full Focus.

There is no denying that you will get further, faster with a good coach. But what about a great coach? How much further could you get with amazing coaching? Today’s episode tackles that question by talking with LeeAnn Moody, Director of Performance Coaching for Full Focus. LeeAnn and Michael break down the four characteristics of great coaching and help you identify what you might need to be successful for your organization. Continue reading What Makes Good Coaching Great at Full Focus.

During the height of the pandemic, everyone was forced to go remote. But, now that offices have opened back up, leaders and staff are confronted with some challenging questions around a seemingly basic concept: Where should work happen? Continue reading What Elon Musk Gets Wrong About Remote Work at Full Focus.

What if you could grow your business and only do about 20% of the work you’re currently doing? If that were true, you would do almost anything to find out how to do it, right? Continue reading The 10/80/10 Principle: Grow Your Business with 20% of the Work at Full Focus.

How to Sustain Company Culture During the Pandemic With a Virtual Mentorship Program: A Case Study – Read more by Danielle Johnson on Training Industry, Inc..

Navigating Instructional Design Without Formal Training: 9 Tips for Success – Read more by M. Allen on Training Industry, Inc..

When To Deploy Coaching vs. Training vs. Consulting – Read more by M. Allen on Training Industry, Inc..

3 Ways to Improve Organizational Culture and Retention – Read more by Danielle Johnson on Training Industry, Inc..

Give Customer-facing Employees a Makeover – Read more by Ashley Li on Training Industry, Inc..

How Workplace Productivity Depends on Training and Development – Read more by Ashley Li on Training Industry, Inc..

Accelerate Your Career Growth With Sponsorship – Read more by Sarah Gallo on Training Industry, Inc..

Lessons Learned From Talking to 53 Sales Managers – Read more by M. Allen on Training Industry, Inc..

What We’re Hearing for the Modern Workplace: Upskilling Acts in Concert With Talent Objectives – Read more by Sarah Gallo on Training Industry, Inc..

Make Learning Sticky Through Deliberate Reinforcement: How One Organization Used Learning Reinforcement Plans To Increase Learner Retention – Read more by M. Allen on Training Industry, Inc..

Help Leaders Be Better at Running the Business – Read more by Ashley Li on Training Industry, Inc..

Improve Training Effectiveness With VR: A Future-forward Case Study – Read more by Ashley Li on Training Industry, Inc..

Why Lateral Moves Are Beneficial to Your Career – Read more by Sarah Gallo on Training Industry, Inc..

5 Tips for Communicating Under Pressure – Read more by Sarah Gallo on Training Industry, Inc..

How L&D Can Create a Human-centered Workplace – Read more by Sarah Gallo on Training Industry, Inc..

How to Instill the 7 Cs of Team Resilience in Your Organization – Read more by Ashley Li on Training Industry, Inc..

Design Thinking Skills for Internal Consultants – Read more by M. Allen on Training Industry, Inc..

Sell Better, Faster and Stronger: How to Fix Your Closing Problem – Read more by M. Allen on Training Industry, Inc..

Measuring the Impact of Better Development Discussions – Read more by M. Allen on Training Industry, Inc..

Identifying and Developing Inclusive Leaders – Read more by M. Allen on Training Industry, Inc..

3 Ways to Improve Training in a Hybrid Classroom – Read more by M. Allen on Training Industry, Inc..

What Does It Mean to Be a Fair Leader? – Read more by Sarah Gallo on Training Industry, Inc..

“Can’t You Just Do That Over Zoom?”: A Crash Course in Blended Virtual Learning – Read more by M. Allen on Training Industry, Inc..

The Future of the Training Industry Is the Ecosystem – Read more by Ashley Li on Training Industry, Inc..

4 Requirements for Successful Virtual Training Labs – Read more by Ashley Li on Training Industry, Inc..

From the Sage on the Stage to the Back of the Room: A Case Study in Improving Instructor-led Training – Read more by Ashley Li on Training Industry, Inc..

It’s Not a Skills Gap but a Training Gap That We Need to Fix – Read more by Ashley Li on Training Industry, Inc..

6 Signs of an Engaged Workforce, According to Employees and Supervisors – Read more by Ashley Li on Training Industry, Inc..

5 Ways to Encourage Learners to Develop a Growth Mindset During the Pandemic – Read more by Ashley Li on Training Industry, Inc..

Is Leadership a Learned Skill or an Innate Ability? – Read more by Ashley Li on Training Industry, Inc..

6 Leadership Communication Practices for Great Leaders – Read more by Ashley Li on Training Industry, Inc..

4 Steps to Pivot to a Successful Virtual Event – Read more by Sarah Gallo on Training Industry, Inc..

Leaders, Are You Energizing Your Team? – Read more by Ashley Li on Training Industry, Inc..

Bringing Learning to Every Person, Every Day – Read more by Ashley Li on Training Industry, Inc..

4 Rules for Creating a Resilient Team Mindset – Read more by Ashley Li on Training Industry, Inc..

4 Ways to Improve Leadership Development Training – Read more by Ashley Li on Training Industry, Inc..

Change Enthusiasm®: 3 Steps to Harness the Power of Emotion to Fuel Your Evolution to “Best” – Read more by Ashley Li on Training Industry, Inc..

A Common Reason Diversity Initiatives Fail – Read more by Ashley Li on Training Industry, Inc..

Leading in 2021: Lessons From 2020 – Read more by Ashley Li on Training Industry, Inc..