Category: Podcast

Building an Ultimate Leadership Development Action Plan

How to Build a Leadership Development Action Plan?

Having a strong Leadership Development Action Plan is more critical than ever in today’s evolving business world. Whether you’re looking to drive innovation, scale operations, or build a thriving team, the key to success lies in developing the right leaders. But with so many approaches and strategies available, how do you choose the right path? That’s where an effective leadership development strategy comes in – one that not only identifies talent gaps but also nurtures the skills needed to meet the future head-on. On our RiseUp Radio podcast, Katie Greenwood shared some game-changing insights on identifying talent gaps and choosing the right method for you. We’ll explore the essential elements of leadership development, the best methods to cultivate leaders, and how you can create a personalized approach that drives success at every level.

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Meet the Speaker

Katie Greenwood is an award-winning HR leader with over 20 years of experience in talent management and leadership development. She is passionate about unlocking potential and building future-ready leaders. Greenwood started working in Learning and Development in college at the Gillette company. Greenwood helps individuals grow while shaping strong, future-focused cultures that drive lasting results.

Connect with Katie: LinkedIn

Strategies for Effective Leadership Development

A leadership development strategy is key to organizational success, focusing on building strong teams and prioritizing people to ensure growth and competitiveness.
  • Talent and Skill Gap Analysis: Investing in leadership development helps reduce hiring costs and ensures smooth transitions into key roles. A talent gap analysis can help you identify where leadership strengths and weaknesses lie, while a skill gap analysis ensures you as a leader develop crucial competencies such as emotional intelligence and strategic thinking.
  • Competitive Advantage and Succession Planning: A solid leadership development action plan will provide you with a competitive edge by retaining top talent and offering growth opportunities. Succession planning ensures business continuity by preparing leaders for senior roles within 6-12 months, reducing disruptions when key positions open.
  • Data-Driven Approach: Using data from turnover, engagement, and performance metrics helps identify leadership gaps and areas for development. Struggling managers often indicate a need for stronger leadership, which can improve employee morale, productivity, and trust.
  • Alignment with Organizational Goals: Effective leadership development is aligned with organizational priorities, preparing leaders to scale operations, manage change, and drive innovation. This ensures that your leadership efforts directly support long-term business success.
  • Development Methods and Budget Allocation: A mix of coaching, mentorship, and blended learning programs supports different leadership levels. Budgeting 20-40% of L&D resources for leadership development, based on talent and succession needs, ensures that the right investments are made. Practical, hands-on learning is essential for real-world impact and long-term growth.
By focusing on leadership development, organizations can ensure they have the right leaders to navigate challenges, foster growth, and achieve success

Identifying Talent Gaps in Leadership Development

A talent gap analysis is a tool used to create a structured roadmap and leadership development action plan that shows you an organization’s current position, goals, and what is missing to achieve those goals. It helps you identify leadership gaps and determines if an organization is prepared for future challenges and has enough leaders ready for senior roles. Why Talent Gap analysis matters for your business? Talent gap analysis is all about making sure your business has the right leaders in place to keep things running smoothly. It helps you spot leadership gaps early so you can avoid costly disruptions and build a strong pipeline for the future. Think of it as a proactive approach—you’re not just reacting to problems as they come up, but actively preparing for long-term success. By identifying gaps in leadership, you can build people who are ready to step up, scale operations, manage change, and drive innovation when the time comes. Unlike a skills gap analysis, which looks at individual development, talent gap analysis gives you a big-picture, organizational view. It’s about finding and developing the right leaders with the right skills and mindsets to move your business forward. And the best part? It works for companies of any size. Whether you’re a growing startup or a large corporation, having a solid leadership development action plan in place helps future-proof your success.

What are the Methods of Leadership Development?

The usual methods of leadership development are discussed, highlighting various approaches that organizations can use to nurture and grow their leaders. These methods include:
  • On-the-Job Training: This involves you learning through experience in your roles. You handle real challenges, make decisions, and learn directly from your work environment. It allows for immediate application of leadership skills but can be inconsistent depending on the nature of the tasks they encounter.
  • Mentorship Programs: Mentorship connects less experienced leaders with seasoned professionals. The mentor provides guidance, shares experiences, and helps the mentee navigate challenges. This method fosters deep relationships, promotes knowledge transfer, and offers ongoing support in a less formal setting.
  • Coaching: Coaching focuses on personalized development, often with external coaches or senior leaders. It is goal-oriented and helps you develop self-awareness, refine leadership behaviors, and focus on specific challenges. Coaching is especially valuable for senior leaders or those transitioning to higher roles.
  • Workshops and Training Programs: These are structured programs focused on specific skills, such as conflict resolution, communication, or strategic thinking. Workshops offer a more formal, classroom-like setting and typically involve group activities and expert-led sessions to build knowledge and enhance your leadership capabilities.
  • Blended Learning: Blended learning combines online courses with in-person workshops, allowing you all leaders to gain knowledge at your own pace while participating in interactive and practical sessions. It provides flexibility and can be ideal for a diverse group of leaders with varying learning preferences.
  • 360-Degree Feedback: In this method, leaders receive Feedback from their managers, peers, and subordinates, offering a well-rounded view of their leadership effectiveness. This Feedback is essential for identifying strengths and areas for improvement and helps to guide the leader’s development process.

How to choose the right leadership development strategy for your team?

Choosing the right leadership development method depends on several factors:
  • Individual Needs: Consider your current skills and areas for growth. For example, if you as a leader need more technical skills, workshops may be appropriate, while coaching may be more effective for leaders looking to develop emotional intelligence or decision-making abilities.
  • Organizational Goals: Align leadership development methods with the organization’s goals. If the company is undergoing a transformation or scaling rapidly, a mix of mentorship and on-the-job training may work best to ensure leaders can manage change and growth effectively.
  • Learning Styles: Different leaders learn in different ways. Some may prefer structured programs like workshops, while others may excel in informal settings such as mentorship. Understanding the preferences of your leaders will ensure that the training is effective.
  • Budget and Resources: Some methods, such as external coaching or workshops, can be costly. Ensure that the chosen methods fit within the organization’s budget while still providing you with maximum impact. Blended learning or on-the-job training can be more cost-effective, especially for larger teams.
  • Time and Commitment: Certain leadership development methods require more time commitment than others. On-the-job training and coaching often take longer, while workshops or online courses can be completed in shorter timeframes. Consider the time your leaders can dedicate to development when selecting methods.
By understanding the various leadership development methods and aligning them with individual and organizational needs, you can create a leadership development action plan that ensures leaders grow effectively and can meet future challenges with confidence.

Key Takeaways

  • Leadership development is the engine behind organizational growth and success. When you invest in developing strong leaders, you create a culture of innovation, adaptability, and long-term sustainability.
  • Talent and skill gap analysis helps you spot leadership gaps before they become obstacles. By identifying areas for improvement, you can ensure your team has the right skills to take on future challenges and drive your business forward.
  • Succession planning is key to smooth transitions and business continuity. You don’t want to be caught off guard when key leaders move on. A well-thought-out plan ensures you always have the right people ready to step up.
  • Making data-driven decisions allows you to focus leadership development where it matters most. Instead of guessing what’s needed, you can use insights to design training programs that truly make an impact.
  • Aligning leadership programs with your company’s goals fuels innovation and sustainable growth. When leadership development action plans are connected to business strategy, your team is better equipped to lead change and drive success and to create a leadership development action plan.

Meet the Host

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

Sneha Mishra

Sneha is a management graduate with a strong passion for leadership development and workplace growth. As a writer for Risely, she brings fresh insights into leadership strategies, team dynamics, and professional development. With a keen interest in marketing, she blends analytical thinking with storytelling to create engaging and actionable content.

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How to build a Learning and Development Action Plan ft Katie Greenwood Does your company’s Learning and Development (L&D) strategy…

How to build a Learning and Development Action Plan ft Katie Greenwood

How to build a Learning and Development Action Plan ft Katie Greenwood

Does your company’s Learning and Development (L&D) strategy feel like more “guessing” than “winning”? You’re not the only one! In today’s fast-changing world, taking a random approach to L&D is like starting a road trip without a map – you might end up somewhere, but it probably won’t be where you actually need to go. On our RiseUp Radio podcast, Katie Greenwood shared some game-changing insights on how to create an L&D strategy that gets actual results. We’re talking about more than just filling out a checklist of training – it’s about making a Learning and Development Action Plan and aligning learning with your company’s big-picture goals. Want to stop wasting time and start seeing tangible growth? Keep reading to discover how to turn your L&D from a cost into a key driver of success!

Watch Now

Meet the Speaker

Katie Greenwood is an award-winning HR leader with over 20 years of experience in talent management and leadership development. She is passionate about unlocking potential and building future-ready leaders. Greenwood started working in Learning and Development in college at the Gillette company. Greenwood helps individuals grow while shaping strong, future-focused cultures that drive lasting results.

Connect with Katie: LinkedIn

How to Create a Learning and Development Strategy?

According to Katie Greenwood, translating organizational goals into learning goals is the cornerstone of an impactful Learning and Development Action Plan. To achieve this, a practical approach involves starting with the end in mind by defining what success looks like for the organization and working backward. Engaging stakeholders early, including leaders, managers, and employees, helps identify skill gaps and align learning goals with business needs . Components of this approach include:
  • Set Clear, Focused Goals: For training to truly make an impact, you need specific, measurable, achievable, relevant, and time-bound (SMART) goals. This keeps everyone on the same page, ensuring transparency and accountability. When your objectives are clear, it’s easier to track progress and see real results that align with your company’s needs.
  • Evaluate Your Budget Early: Before diving into a training program, take a step back and look at the budget. Is it realistic? Cost-effective? Will it deliver real impact? A careful budget review helps you allocate resources wisely, making sure your training efforts stay within financial limits while still achieving the desired outcomes.
  • Engage Stakeholders from the Start: Training shouldn’t be a top-down initiative—it should be a shared effort. Involve leaders, managers, and employees early on to identify skill gaps and ensure the program meets real needs. Managers can highlight bottlenecks, while employees can share the challenges they face daily. When everyone has a voice, the program feels more like a collective effort rather than just another corporate mandate.
  • Embrace Continuous Improvement: Your business evolves, and so should your training programs. Regularly assess and adjust your training goals to keep them relevant with your Learning and Development Action Plan. What worked last year might not work now, so staying flexible ensures your learning initiatives remain aligned with business priorities.
  • Pinpoint Skill Gaps: Understanding what skills your employees have versus what they need is essential. Use performance reviews, benchmarking, and competency frameworks to get a clear picture of the gaps. This way, your Learning and Development Action Plan directly targets the areas that will make the biggest impact.
  • Offer Targeted Learning Solutions: Not everyone learns the same way, so a one-size-fits-all approach won’t cut it. Mix different methods—on-the-job training, e-learning, workshops, certifications—to create a program that fits both individual learning styles and business needs. When employees learn in ways that suit them, they’re more likely to apply their skills effectively.
  • Track Feedback and Measure Success– Training doesn’t end when the session is over. Gather feedback from employees and managers to understand what’s working and what’s not. Track key metrics like productivity improvements and employee retention to measure the program’s effectiveness. These insights will help you refine future training efforts, ensuring they continue to support your company’s growth.

A Practical Guide to Setting SMART L&D Goals

To create SMART Learning and Development (L&D) goals, the podcast emphasizes using a straightforward approach that provides clear direction, accountability, and measurable outcomes. This helps you align the goals with business priorities and deliver tangible results . Also, you should clearly understand what you are doing and how you are expected to create a Learning and Development Action Plan. Here’s how to apply the SMART framework to create effective learning goals :
  • Specific: You should clearly define what needs to happen, who is involved, and why it is important 
  • Measurable: Determine how success will be tracked using metrics and Key Performance Indicators (KPIs) to show movement. Use quantifiable indicators to track progress.
  • Achievable: You must confirm that the goal is realistic and that have the necessary resources and time to execute it.
  • Relevant: Connect the goal to broader organizational priorities. If it’s not a priority, you can consider pivoting to another goal. Ensure the training supports company priorities such as improving customer retention and loyalty.
  • Time-bound: Set a clear completion deadline can help you ensure a definite endpoint.
For example, if your goal is to boost customer satisfaction by 15% by the end of 2025, a SMART goal could include training all customer service representatives in advanced communication and conflict resolution techniques. This would involve measuring current customer satisfaction scores, such as increasing from 70% to 85%. The Learning and Development Action Plan would include a 12-week training program incorporating role-playing, real-time feedback, and coaching sessions. To ensure the training aligns with company priorities, it should be clearly communicated that this initiative aims to improve customer retention and loyalty. The program would be launched in Q1, with satisfaction scores tracked quarterly, working towards a 15% increase by year-end. Additionally, it’s essential to adjust the goal as needed to ensure it continues to meet evolving priorities.

Bridging the Gap: How Skill Gap Analysis Drives Business Success?

A skill gap analysis aligns your team’s skills with business goals by identifying the difference between an employee’s current skills and the skills needed to achieve their objectives. It helps focus on critical skills, save costs, and boost engagement, ensuring employees can deliver a measurable return on investment (ROI)1. To perform a skills gap analysis, follow these steps :
  • Define organizational goals and needs: Align the skill gap analysis with strategic objectives by identifying upcoming projects, technologies, or market demands that require specific skills. For example, if a mid-sized organization plans a massive digital transformation, skills in data analytics, automation, or AI may be needed.
  • Identify key roles: Determine the roles required to achieve these goals. You can use job descriptions, performance reviews, benchmarks, and competency frameworks to pinpoint necessary skills. For instance, a marketing manager may need data-driven skills, AI for content creation, and analytics for decision-making and reporting.
  • Assess current skill levels: Evaluate your team’s existing skills using self-assessments such as Risely provides for leadership skills, 360-degree feedback, or surveys. Use a simple scale, such as 1 to 5, to rate proficiency levels. Honest performance reviews and project results can also help you to serve as benchmarks.
  • Identify gaps: Compare the required skills for each role with the current skill levels to pinpoint areas needing improvement. For example, if only 20% of the product engineering team knows advanced AI modeling, but the objective requires 50% proficiency, it becomes a clear priority for investment.
  • Create targeted solutions: Design Learning and Development Action Plans using methods like on-the-job training, e-learning, workshops, and certifications. For instance, if customer satisfaction is a key objective, managers and leaders should be trained in conflict resolution.

Key Takeaways

  • Align Learning with Business Goals: Effective training starts with clear objectives that support your company’s growth. Define what skills your employees need to meet business goals and create Learning and Development Action Plans that drive real results.
  • Identify Skill Gaps and Focus on Impact: A strong L&D strategy begins with understanding where your employees are and where they need to be. Conduct skill gap analyses to pinpoint key areas for improvement, ensuring training is relevant and effective.
  • Engage Stakeholders for Alignment and Support: You should involve leaders, managers, and employees from the start. Their insights help shape meaningful training programs, ensuring buy-in and making learning a shared priority, not just an HR initiative.
  • Adapt and Evolve with Changing Needs: L&D isn’t a one-time effort—it’s an ongoing process. You must regularly gather feedback, measure effectiveness, and adjust programs to stay aligned with business needs and industry shifts. This helps you to create an effective learning and development action plan.

Meet the Host

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

Sneha Mishra

Sneha is a management graduate with a strong passion for leadership development and workplace growth. As a writer for Risely, she brings fresh insights into leadership strategies, team dynamics, and professional development. With a keen interest in marketing, she blends analytical thinking with storytelling to create engaging and actionable content.

Grab free resources to take your team’s development to the next level!

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Assertive Feedback Techniques ft. Gurleen Baruah

Assertive Feedback Techniques ft. Gurleen Baruah

Let’s be real—giving feedback as a manager isn’t always easy. Say too little, and nothing changes. Say too much, and it might come off as harsh. So how do you strike the right balance? In this episode of RiseUp Radio, we sit down with Gurleen Baruah to talk about assertiveness as a manger, using it in feedback—what it actually means, why it matters, and how to get better at it. We’ll break down the difference between assertive feedback, aggressive, passive, and passive-aggressive communication, using a simple framework that makes it all click. But this isn’t just theory—we’re bringing in real-world role-playing to show what good (and bad) feedback looks like in action. Plus, we’ll introduce the softened startup strategy, a simple way to start feedback conversations without making things weird. And because great leaders don’t just give feedback—they ask for it too—we’ll dive into why managers should actively seek input from their teams to create a culture of open communication. If you’ve ever struggled with giving assertive feedback without overthinking it, this one’s for you. Let’s get into it!

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Meet the Speaker

Gurleen is an experienced Culture Designer and Facilitator building That Culture Thing, a management consulting firm. Gurleen works with organizations to harness the true potential of their human capital through culture interventions. Outside this sphere, Gurleen doubles up as an avid learner of human behavior and writes for The Indian Express.

Connect with Gurleen: LinkedIn

Assertive Communication Techniques for Giving Great Feedback

Assertive feedback is all about respecting both your own opinions and those of others—it’s a balanced approach where everyone feels heard and valued. Instead of overpowering or holding back, assertiveness helps create a space for mutual respect, open conversations, and problem-solving.

The Four Communication Styles (and Why They Matter)

Not all communication styles are created equal. Understanding them can help you recognize patterns in your own interactions and adjust for better results:
  • Aggressive Communication – This is all about “me first” thinking. It prioritizes one’s own needs while disregarding others, often coming across as blame-heavy and confrontational. While it may get immediate results, it damages relationships and discourages collaboration.
  • Passive Communication – The opposite of aggression, this style prioritizes others’ needs at the expense of one’s own. It often leads to unspoken resentment and problems being swept under the rug instead of addressed. Signs include avoiding conflict, struggling to express opinions, and failing to make eye contact.
  • Passive-Aggressive Communication – This is when frustration is expressed indirectly—through sarcasm, backhanded comments, or complaining to others instead of addressing the issue head-on. It’s often seen as the most harmful style because it creates confusion and unresolved tension.
  • Assertive Communication – The sweet spot. Assertive feedback means clearly expressing your thoughts and needs while also respecting others’ perspectives. It creates an environment where feedback is constructive, discussions are open, and solutions are found together.
Further reading: Assertiveness vs. Aggressiveness: How to be an effective leader?

How Can You Start Feedback Conversations the Right Way?

One of the best ways to give feedback without making things awkward? The softened startup strategy of assertive feedback which Gurleen shared in the podcast. Instead of blaming or accusing, this approach focuses on expressing how you feel and what you need—using “I” statements instead of “you” accusations. For example:
❌ “You always make me wait.”
✅ “I feel anxious when I have to wait. I need you to be on time.” This small shift reduces defensiveness and makes conversations more productive.

Body Language Speaks Louder Than Words

Your communication style isn’t just about what you say—it’s also about how you say it.
  • Aggressive body language: Intense eye contact, forceful gestures, and a tense posture.
  • Passive body language: Avoiding eye contact, slouching, and hesitant gestures.
  • Assertive body language: Open posture, steady eye contact, and a calm but confident tone.
Being aware of these signals (both yours and others’) can help you adjust your approach in real time.

Why Managers Should Actively Seek Feedback?

Great leaders don’t just give feedback—they invite it, too. Encouraging team members to share their thoughts builds trust, strengthens relationships, and fosters a culture of continuous improvement.
  • Make feedback safe – Create an environment where employees feel comfortable speaking up without fear of repercussions.
  • Use anonymous feedback tools – Sometimes, people feel more comfortable sharing insights when they’re not tied to their name.
  • Don’t wait for performance reviews – Real-time feedback is far more effective than waiting for annual check-ins. Addressing concerns as they arise leads to faster improvements and better outcomes.
At the end of the day, assertive communication is a skill—and like any skill, it gets easier with practice. Whether you’re giving feedback or receiving it, small shifts in how you communicate can lead to better conversations, stronger relationships, and more effective leadership.

Assertive Feedback and Communication Roleplay

Ever been in a situation where you needed crucial information from a coworker, but they weren’t delivering on time? The way you communicate in these moments can make or break collaboration. To illustrate this, let’s look at four different communication styles in action—Aggressive, Passive, Passive-Aggressive, and Assertive—through real-world roleplays.

Aggressive Communication – The Blame Game

Scenario: Ashish is waiting for crucial data from Gurleen to complete a project, and the deadline is fast approaching. Instead of handling the situation calmly, things escalate quickly. 💬 Ashish (Aggressive):
“Gurleen, I’ve been waiting for that information forever! It’s way overdue. Can you send it ASAP? My work is stuck because of you!” 💬 Gurleen (Aggressive):
“Well, I don’t have all the data either! The other team hasn’t sent it to me yet—what do you expect me to do?” 💬 Ashish (Aggressive):
“That’s not my problem! You need to figure it out. I can’t do my job without it!” 💬 Gurleen (Aggressive):
“You always do this! Last quarter, same thing—last-minute panic and then blaming me! I’m fed up. I think I need to talk to my manager about changing contacts.” 💬 Ashish (Aggressive):
“Yeah, maybe that’s best. I’m done dealing with this!” Takeaway: Aggressive communication creates unnecessary tension, blame, and frustration. Both parties leave feeling unheard and defensive, and the real issue remains unresolved.

Passive Communication – The Avoider

Scenario: Gurleen is supposed to deliver data to Ashish but hasn’t completed it yet. Instead of addressing the delay confidently, she takes a passive approach. 💬 Gurleen (Passive):
“Hey, I know you were expecting the data, but it’s not ready yet. I think I’ll need a couple more days… hope that’s okay with you?” 💬 Ashish (Passive):
“Oh… uh… okay. I guess I’ll check back tomorrow. Thanks…?” Takeaway: Passive communication avoids direct confrontation, but at the cost of clarity and accountability. While there’s no conflict, there’s also no resolution—Ashish is left unsure, and Gurleen hasn’t fully owned the delay.

Passive-Aggressive Communication – The Side-Eye Approach

Scenario: Ashish is waiting for overdue data from Gurleen, and she is once again delayed. Instead of addressing it directly, she responds with sarcasm and indirect jabs. 💬 Gurleen (Passive-Aggressive):
“Ashish, hope the data is ready… you do remember it was due two months ago, right?” 💬 Ashish (Passive-Aggressive):
“Ugh, yeah, I know. So much on my plate right now. I really want to get to it… just give me a couple more days, okay?” 💬 Gurleen (Passive-Aggressive):
“Oh sure, LOL, I’ll just wait forever then? You owe me this!” 💬 Ashish (Passive-Aggressive):
“I know, I know… I’m really sorry. Just a couple more days, I promise.” Later, instead of addressing the issue directly, Gurleen vents to another coworker:
“Can you believe Ashish? Same excuse as two months ago! Should I just do the task myself? Because, in the end, it’s always me anyway!” Takeaway: Passive-aggressive communication builds resentment and confusion. Instead of solving the problem, frustration leaks into side conversations, making workplace dynamics even more toxic.

Assertive Communication – The Win-Win Approach

Scenario: Gurleen needs Ashish’s data to complete her project before the deadline. This time, she approaches the conversation with assertiveness—clear, respectful, and solution-focused. 💬 Gurleen (Assertive):
“Hey Ashish, I need the pending data to complete my part of the project, and the deadline is coming up. Can you share an update so I can plan accordingly?” 💬 Ashish (Assertive):
“Gurleen, I want to apologize—I should have sent it last week, but other priorities came up. I can send you 60–70% of the data by tomorrow so you can at least get started. Would that work?” 💬 Gurleen (Assertive):
“That sounds good. Let me know if you need my help—I know my work depends on yours, and finishing the project is the priority.” 💬 Ashish (Assertive):
“Actually, now that you mention it, I could use your help with one part. I’ll send you a note, and if you can unlock that, I’ll be able to wrap things up faster.” 💬 Gurleen (Assertive):
“Sounds great. Let’s check in again tomorrow and make sure we’re on track. That way, everything is done by the deadline!” Takeaway: Assertive feedback and communication solves problems instead of escalating them. Both parties take responsibility, offer solutions, and maintain mutual respect. The result? Better teamwork and faster results.

Key Lessons from These Roleplays

  • Aggressive communication burns bridges and creates workplace tension.
  • Passive communication avoids conflict but leaves issues unresolved.
  • Passive-aggressive communication causes frustration without addressing the real problem.
  • Assertive communication builds trust, encourages collaboration, and leads to better outcomes.
Next time you find yourself in a difficult conversation, ask yourself: Am I being clear, respectful, and solution-oriented? Because the way you communicate can change everything.

Try it out with Merlin

Hard luck finding a partner to have roleplay conversations with? We get it! That’s why Risely’s AI coach Merlin knows how to practice things with you! Explore Merlin in Roleplay mode and try out all the difficult conversations like assertive feedback that have been holding you back today. Get started for free: Ask Merlin – The AI Coach for Leaders

Meet the Host

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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Discussing AI in Learning and Development with Dr. Steve Hunt

Discussing AI in Learning and Development with Dr. Steve Hunt

AI is the big thing for our age. But, do we truly understand what the two letters stand for? What can AI really do? And where do the limits stand? If you are a learning and development professional searching for these answers, you are at the right spot. We have Dr. Steven Hunt, a lifelong AI learner and the author of HR tech trifecta of books, speaking about AI in learning and development with Ashish, covering:
  • What are the strengths and limitations of AI in HR practices today and in the future?
  • What can AI do, what can it not do, and what might it be able to do in the next five years?
  • What is the impact of AI on the learning and development (L&D) space, and what are the main applications and use cases?
And much more…

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Meet the Speaker!

Dr. Steve Hunt is the author of a trilogy on HR tech, including his popular tome, Talent Tectonics. In his present avatar, he’s the Founder at i3 Talent LLC. Previously he has contributed to building the talent function at SuccessFactors. Steve’s long experience with technology and workplaces makes him the go-to person for understanding the advent of AI for the L&D space.

Connect with Steve: LinkedIn

Understanding AI in Learning and Development with Dr. Steve Hunt

  • AI is essentially a sophisticated mathematical pattern recognition algorithm that can interpret data and spot patterns to make predictions or provide information. It can automate repetitive tasks.
  • AI lacks wisdom, care, and the ability to make value-based decisions. It can help with decision-making but cannot ensure the decisions are correct. It cannot care for other people or make ethical judgements.
  • Generative AI can be thought of as an “infinitely knowledgeable intern” who is eager to provide information but does not know whether the information is correct or not.
  • The primary purpose of work has shifted from basic survival to knowledge and service jobs that focus on exceeding expectations, solving problems and making people feel good about using technology.
AI is changing the landscape of work by automating repetitive tasks, which frees up humans for more creative and caring roles. It is important to focus on tasks that are not repetitive. AI in learning and development is helping by:
  • Identifying skills people need to learn
  • Matching people to the right training resources
  • Delivering microlearning experiences in the flow of work
  • Democratizing coaching
  • Capturing information from subject matter experts
  • Enabling immersive virtual learning experiences

What should L&D leaders keep in mind while using AI?

  • AI can help identify people’s potential based on existing skills. For example, a high school teacher may have similar underlying skills as a store manager.
  • Organizations need to become early adopters of AI rather than waiting for it to mature, and they need to be part of the product design process with startups.
  • AI is not meant to eliminate jobs, but to eliminate repetitive tasks and allow humans to focus on more uniquely human tasks, such as caring for others and imagining.
  • Humans are wired for change and learning, whereas organizations can become resistant to change as they grow.
  • AI blindly applies data, so biased data will lead to biased results. There is a need for regulation around the use of AI, similar to the pharmaceutical industry.
  • Organizations need to rethink how they evaluate expertise and how they compensate people, especially for jobs that involve caring for others.
  • L&D leaders should experiment with AI, find “true HR professionals” who are excited about using technology, and provide concrete examples of how AI can solve business problems to convince leaders to invest in it. Organizations must ensure they are using technology for effectiveness rather than familiarity.
Further reading: 7 Easy Ways to Use AI in Learning and Development

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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Explore your capabilities in 30+ core and advanced leadership areas with Risely’s suite of assessments.

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Talking Internal Career Mobility with Dr. Edie Goldberg

Talking Internal Career Mobility with Dr. Edie Goldberg

What do employees want? As per the LinkedIn Learning Report, the answer seems to be professional growth. Employees are willing to undergo learning and development if the outcomes lead to career growth. The data is clear for every HR team out there. The questions then arise in carrying out this exercise. Dr. Edie Goldberg is one of the authors of The Inside Gig, along with Kelley Steven-Waiss, which produces a framework to operationalize internal career mobility in organizations. In this episode, we discuss:
  • What is an “inside gig” and how does it differ from traditional internal talent mobility?
  • Why should companies adopt the inside gig model, and how does it address current workplace challenges?
  • How can HR functions, particularly Talent Acquisition and Learning & Development, leverage the inside gig paradigm?
And more!

Watch Now

Meet the Speaker!

Edie Goldberg is the Founder and President of E. L. Goldberg & Associates. She is also the Chair of the Board for the SHRM Foundation, and she is a member of the Board of Advisors for three HR Technology companies.

Connect with Edie: LinkedIn

Internal Career Mobility – The Inside Gig Model by Dr. Edie Goldberg

  • Internal talent mobility at its most basic is about a culture that supports employees applying for internal positions. The “inside gig” concept is a more sophisticated approach that allows employees to take on internal projects or side jobs across the company, leveraging their skills and exploring new areas of interest. This concept is about allowing employees to bring their whole selves to work.
  • The traditional job structure is rigid and puts people in a box, but employees are constantly learning, growing, and have diverse skills and passions that are often not utilized. The inside gig model allows companies to be more agile and adapt to changing business needs, allowing employees to move between projects and tasks as needed.
  • Companies need to move from thinking about jobs to thinking about projects. This means understanding the skills and expertise that employees have and redeploying talent based on the needs of the projects.
  • HR functions have a key role to play in the inside gig model. Talent acquisition can adopt skills-based hiring practices, and Learning and Development can leverage internal gigs as a way to learn in the flow of work. This approach allows employees to explore career options, learn new skills, and gain new experiences.
  • Internal projects should not be administrative tasks but should offer opportunities for growth and development. For example, a technical employee interested in management can take on a project leadership role to test their skills and gain experience. These projects help employees build relationships across the organization, increasing productivity by allowing them to access more knowledge.
  • The inside gig model of internal career mobility can revolutionize leadership development, moving away from structured programs to experiential learning. You can train managers to coach their teams and use AI tools to enhance their leadership skills.
  • For organizations that want to get started with the inside gig, it is crucial to understand the key skills driving the organization’s strategy and the skills that their employees have. They need to create a talent-sharing mindset among managers. Although some companies use tools like SharePoint for project posting, a technology solution is needed to enable talent sharing at scale.
  • The company, Here Technologies, saved $14 million in the first year of implementing an internal talent marketplace, due to leveraging their internal talent rather than hiring external contractors or new employees. They also saw an increase in employee engagement, cross-functional collaboration, and the development of business acumen within the company.
  • Ultimately, technology, especially AI, will empower employees to learn and develop in the flow of work. This approach will help people reach their full potential and pursue the careers they are interested in.

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

Grab free assessments to support you on the leadership journey!

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Developing Future Leaders with Kelli Dragovich

Developing Future Leaders with Kelli Dragovich

As AI enters the scene, the HR and leadership development atmosphere is changing. There’s only one question in the minds of people who are entrusted with developing the next generation of leaders – how should we prepare? In this podcast conversation, Ashish joins Kelli Dragovich, a 4x CHRO, to talk about:
  • Kelli’s professional journey, narrowing down on how did her early career experiences in HR shape her approach to leadership and management?
  • How have leadership development programs changed over the past 20 years, and what are the most effective strategies for developing leaders today?
  • How can HR leaders demonstrate the return on investment (ROI) of their initiatives, and what should they prioritize in the coming years?

Watch Now

Meet the Speaker!

Kelli Dragovich is a 4x CHRO, coach and advisor who carries valuable professional experience and insights to shape up impactful HR practices. Over her extensive career with major companies, Kelli has played instrumental role in shaping up the HR function.

You can find her here: https://kellidragovich.com/

Notes on Developing Future Leaders from Kelli

  • Saying yes to diverse opportunities early in one’s career is beneficial for learning and visibility. It allows one to discover strengths and interests and to be seen as a go-to person, Kelli shares form her personal experience.
  • Effective management is about bringing the team along, not just individual execution. First-time managers often make the mistake of managing others the way they manage themselves. Instead, managers should focus on connecting with each team member individually and helping them grow.
  • Traditional classroom-style leadership development programs have limitations, and modern programs should offer a menu of learning options to accommodate diverse learning styles. Programs should be built with the participants in mind as if they are the customers, and their input should be considered.
  • Leadership development should be tied to specific business goals and needs of the organization. HR leaders need to define what leadership development means for their organization and what specific changes will be made to leaders.
  • When it comes to developing future leaders, older leaders teaching leaders is a valuable approach to leadership development, especially when resources are limited. This approach can foster engagement and facilitate scaling.

What’s in the future of HR as per Kelli?

  • AI can be a useful tool to scale learning programs in HR, particularly in areas such as coaching simulations. AI can assist in making HR more of a facilitator and mastermind role than a hands-on delivery role.
  • HR leaders should focus on being business partners, demonstrating the ROI of initiatives and linking them to top-line and bottom-line results, especially in conversations relevant to developing future leaders for your organization. This will involve having a point of view on the organization’s goals and what needs to happen to achieve them. In sum, Kelli suggests that HR teams should avoid “filling everyone’s cup” with unnecessary programs.

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect with Ashish

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Breaking Fixed Mindsets in Managers with Rick Carson

Breaking Fixed Mindsets in Managers with Rick Carson

A manager needs to think of growth to chart that path. That’s why Carol Dweck’s philosophy of a growth mindset is highly recommended for leaders globally. But, a lot of us struggle in maintaining that balanced view. There’s a constant tug of war of growth mindset vs fixed mindset. A fixed mindset, as opposed to a growth mindset, is a limiting force that keeps managers from success.
  • What are “Gremlins,” and how do they relate to self-limiting beliefs and a fixed mindset?
  • How does one identify and tame their “Gremlin” to overcome self-defeating behaviors?
  • What role does the environment, including workplace dynamics, play in the development and manifestation of “Gremlins,” and how can these influences be managed?

Watch Now

Meet the Speaker!

For four decades, Rick has been a practicing psychotherapist, personal/executive coach, seminar leader, and consultant to businesses, nonprofit organizations, several United States government agencies, and more. Rick Carson is the author of four HarperCollins books.

His seminal work, Taming Your Gremlin, has had a remarkable track record having been a top seller for Harper since its publication in 1984. It has been translated into several languages leading to a Revised Edition in 2003 and a sequel, A Master Class in Gremlin-Taming, 2008.

Connect with Rick: LinkedIn

What’s a fixed mindset and how can you break free?

“Gremlins” are an internal force that seeks to diminish one’s potential, as Rick explains. They use various tools, like inner criticism, fear, and worry, to sabotage one’s vibrant self. Self-awareness is crucial for taming the Gremlin. This involves paying attention to how one is getting in their own way in the present moment, rather than seeking insight from past events. The Gremlin Taming Method consists of three steps:
  • Step One: Simply Notice and Accentuate. This involves noticing what you are doing to yourself in the moment you are doing it. This is done by paying attention to your body’s sensations, your breathing, and your thoughts.
  • Step Two: Play with Options. Once you are aware of your negative patterns, you can start to explore alternative ways of being and thinking.
  • Step Three: Be in Process. Continue to practice the first two steps. Taming your Gremlin is not a one-time event, but a continuous process.
Fear and worry are common tools of the Gremlin . Worry is always based on fear and serves no purpose. Limiting beliefs are often expressed through definitive statements about oneself, such as “I can’t remember names” or “I’m not good at math.” Recognizing these statements is the first step in addressing them. The method emphasizes experiential learning and taking responsibility for one’s own misery. By really noticing how one is contributing to their own suffering, a natural correction can occur.

How can self-awareness help you overcome a fixed mindset?

As Ashish and Rick discuss, self-awareness plays a crucial role in overcoming limiting beliefs:
  • Identifying Limiting Beliefs: Self-awareness is the first step in identifying self-limiting beliefs. These beliefs are often expressed as definitive statements about oneself, like “I can’t remember names” or “I’m not good at math”. By paying attention to one’s own language and thought patterns, individuals can bring these limiting beliefs into the light. This involves noticing the language used not just in speech but also in one’s own head.
  • Noticing How You Get in Your Own Way: Self-awareness is about paying attention to how you are getting in your own way in the present moment. This isn’t about gaining insights from past experiences or trauma. It’s about noticing what’s going on within you, around you, and, most importantly, in your own head. The focus is on the “how” rather than the “why,” emphasizing the importance of noticing the actions and patterns that perpetuate self-limiting beliefs. This involves paying attention to your body’s sensations, your breathing, and your thoughts.
Self-awareness, as described by Rick in the podcast, is not about insight, but rather about paying attention. Many people, including therapists, may have insight into their past and their relationships, but that is not what helps one overcome self-limiting beliefs. What is helpful is awareness, noticing how those patterns of self-sabotage are playing out right now. Self-awareness also involves recognizing that external circumstances often trigger negative emotions or angst, but it’s how long one chooses to hold onto that stress that matters. By becoming more self-aware, you can take control over your reactions and avoid being caught in a cycle of negativity.

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

Grab free assessments to support you on the leadership journey!

Explore your capabilities in 30+ core and advanced leadership areas with Risely’s suite of assessments.

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Building empathetic managers with Loren Sanders

Building Empathetic Managers with Loren Sanders

Empathetic managers are the need of the hour as organizations are undergoing major changes including the introduction of AI into workflows and the threat it poses to jobs. As most employees figure things out with a fresh approach, they need a helping hand. But, for most of us, being empathetic at work is seen as a sign of weakness. Just think – what does a good manager look like? Even the hypothetical image is expected to be strong. In this podcast, Ashish is joined by Loren Sanders, the author of Empathy is Not a Weakness, to talk about the role that being empathetic can play for a manager. We dive deeper into:
  • What is empathy in the workplace, and what impact can it have on organizations?
  • How is the importance of empathy evolving in the workplace, especially given the increasing burnout, generational differences, and changes in work environments?
  • How can organizations train and support managers to be more empathetic, and what actions can they take to build an empathetic culture?

Watch Now

Meet the Speaker!

Loren Sanders is a leadership & development consultant with two decades of leadership experience in the HR and Talent Management space and more than half in the Fortune 4 and authored ‘Empathy is Not a Weakness and Other Stories from the Edge.’

Connect with Loren: LinkedIn

Empathetic Managers are Not Weak Managers!

  • Empathy is crucial for a positive workplace culture. It is the ability to understand and share the perspectives of others, and involves recognizing their emotions, challenges, and perspectives. It’s an active skill that enhances communication, collaboration, and overall workplace culture.
  • Empathetic leadership combats burnout. Burnout is rising, and empathetic leadership is critical in mitigating exhaustion, anxiety, and disengagement by addressing the emotional and psychological needs of teams.
  • The next generation values empathy. The newer generation of workers places a strong emphasis on work-life balance and emotional well-being. They are more likely to stay with a company when treated with care and when their leaders listen to their concerns.
  • Trust is a cornerstone of empathy. When there is a lack of trust, empathy cannot exist in a relationship.
  • Empathetic managers listen first and focus on solutions. They listen to understand the emotions behind words, tailor their approach to individual needs, and provide feedback that is solution-oriented rather than punitive.
  • Empathy is a strategic advantage, not a soft skill. It improves productivity, business outcomes, and employee well-being.
  • Organizations should embed empathy into leadership development programs. Empathy should be a core competency that is integrated throughout leadership training. Additionally, organizations should provide empathy coaching and 360-degree feedback with an empathy lens.
  • Technology, especially AI, has a role in practicing empathy. Platforms can provide a safe space for managers to practice empathetic conversations and receive feedback

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

Grab free assessments to support you on the leadership journey!

Explore your capabilities in 30+ core and advanced leadership areas with Risely’s suite of assessments.

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Future of Training and Development with Paul Matthews from People Alchemy

Future of Training and Development with Paul Matthews from People Alchemy

Join Ashish and Paul as they discuss the future of training and development when AI enters the playing field. Primarily, the podcast takes on:
  • How should training evolve to be fit for the future, given the perception that current training methods are often boring and ineffective?
  • How can learning transfer be improved so that learning is more sticky and leads to habitual behavior change?
  • What is the future of L&D, particularly with the advent of AI, and what are the key drivers for change in the L&D landscape?

Watch Now

Meet the Speaker

Paul Matthews is founder of People Alchemy, an automated learning workflow platform which encourages real behaviour change through action, activities and tasks. He authored three books, ‘Learning Transfer at Work’, ‘Informal Learning at Work’ and ‘Capability at Work.’

Connect with Paul: LinkedIn

Key Takeaways on the Future of Training and Development

  • Training alone is inadequate for behavioral change: Training should be viewed as part of a larger set of interventions and experiences that enable people to better execute an organization’s strategy.
  • Learning transfer is crucial: Training programs must incorporate elements that promote learning transfer on the job, such as repetition, practice, and experimentation, to ensure that learning translates into behavioral change. One model suggests using 12 levers to promote learning transfer.
  • Relevance and context are key: Learning content needs to be personalized and relevant to an individual’s specific context, challenges, and problems for it to be effective.
  • Learning should happen in the flow of work: Providing support and learning opportunities at the point of work, when they are needed, can be more effective than traditional training sessions.
  • L&D needs a strategic mindset: The L&D function needs to be more strategically involved in executing organizational strategy, focusing on how to enable people to perform effectively at the point of work, rather than just providing training on request.
  • AI is a powerful tool with potential and risks: AI has the potential to shape up the future of training and development a lot, but it also has risks, such as the possibility of AI-generated content becoming corrupted over time. There is a wide range of attitudes toward AI among L&D professionals.
  • Focus on better content that grabs attention: Rather than blaming short attention spans, L&D professionals should focus on creating better, more engaging content that is relevant to learners.

What four pillars shape the future of leadership development?

According to the discussion between Ashish and Paul, the future of leadership development is shaped by four key pillars:
  • Hyper-personalized content: Content should be tailored to the individual’s specific context, problems, and challenges, rather than being generic. This is essential for ensuring relevance and maximizing the impact of learning. If the content is not personalized, it may not be valuable to the learner because their context is different, as we often see with ineffective manager development programs.
  • In the flow of work: Learning needs to be integrated into daily work routines, providing support and solutions when they are needed, instead of relying on separate training sessions. This approach enables learning to become more habitual and effective for your people.
  • On-demand support: Your team should have control over their learning, accessing support and resources when they need them, rather than having content pushed to them at pre-determined times. This allows for greater flexibility and relevance.
  • Solution-oriented and action-oriented content: Learning content should focus on solving specific problems that learners are facing and provide them with practical steps that they can implement immediately, rather than just imparting knowledge. The goal is to help people take action and see results.
These four pillars are driven by changes such as generational shifts, shorter attention spans, and remote workforces. These factors create a need for more personalized, flexible, and relevant learning experiences just like Risely does. The traditional modes of learning are becoming inadequate to meet the needs of today’s learners.

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

Grab free assessments to support you on the leadership journey!

Explore your capabilities in 30+ core and advanced leadership areas with Risely’s suite of assessments.

Start Now

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Building a Coaching Culture with Jo Wright

Building a Coaching Culture with Jo Wright

As AI takes over, we are all searching for the part that makes us truly human. For most managers and leaders, this search leads to coaching. One’s ability to coach and guide others becomes more important as the time intensive and repetitive tasks can be now outsourced to the machines. But coaching employees is not an easy game. In fact, many managers do not know where to start! Join Ashish and Jo as they uncover the ins and outs of building a coaching culture in your team.
  • Why is it important for managers to coach their teams? We start by talking about the benefits of coaching for the team, the manager, and the organization. Ashish and Jo noted that coaching empowers the team, builds confidence, and improves performance. For managers, coaching saves time in the long run by developing the team to solve their own problems.
  • What is the impact of coaching on organizational culture? As the discussion progressed, we defined a coaching culture as a place where leaders help people grow through effective conversations, feedback, and trust. Examples of companies that saw improved customer satisfaction, talent retention, and employee confidence were shared.
  • What are the attributes of a coaching-ready culture, and what are the signs of a missing coaching culture? A coaching-ready culture is supported by senior leadership, expects and respects feedback, and fosters open conversations. Metrics such as well-being and talent retention improve, and the culture is not toxic or blameful. Conversely, a missing coaching culture is characterized by poor results, low morale, lack of growth, and a fear of speaking up. Ashish and Jo discuss this in detail in the episode.

Watch Now

Meet the Speaker!

Loren Sanders is a leadership & development consultant with two decades of leadership experience in the HR and Talent Management space and more than half in the Fortune 4 and authored ‘Empathy is Not a Weakness and Other Stories from the Edge.’

Connect with Jo: Website

Coaching culture 101

“A coaching culture is a place where authentic leaders and managers help people to grow, thrive, and perform through effective conversations, honest feedback, underpinned by trust.”
  • Coaching is a win-win for everyone involved. It benefits the team by empowering them, builds their confidence and helps them develop. It benefits the manager by saving time and developing team capabilities, and it benefits the organization through improved results and culture.
  • Managers who don’t coach limit their teams. By answering all their team’s questions and solving all their problems, managers limit the growth of their team members and increase their own workload. A manager should ask, “What do you recommend?” and allow team members to come up with their own solutions.
  • A lack of investment in people is a problem for organizations. Many organizations are afraid to invest time and resources in people. However, not investing in people can cost more in terms of morale, retention, and performance. Coaching is a process of growth and development that takes time and effort.
  • Coaching should be accessible to all levels of an organization. It shouldn’t be limited to the top levels of an organization, because it has the potential to be life-changing

How can you build a coaching culture in your team?

  • Adopting a coaching style requires a shift in mindset and skills. Managers need to believe in their team’s potential, be curious, ask questions, listen, care, and build trust. As Jo explained, it’s about being a good human being in a professional setting. Vulnerability is a strength, not a weakness that you need to embrace as a manager.
  • A coaching culture is built on trust and communication. Open conversations, honest feedback, and trust are essential elements of a coaching culture. It is important that people know that feedback is coming from a place of support rather than attack. The most important aspect of coaching is communication.
  • As a manager, you can take charge of your own and your team’s development. Managers don’t have to wait for their organizations to invest in coaching; they can start by using available resources, asking coaching questions, and practicing with their teams.

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

Grab free assessments to support you on the leadership journey!

Explore your capabilities in 30+ core and advanced leadership areas with Risely’s suite of assessments.

Start Now

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Experiential Learning Approaches with Janis Cooper

Experiential Learning Approaches with Janis Cooper

Have you heard of leadership development programs that include horses? If not, you are about to! Join Ashish and Janis Cooper in an engaging discussion about building learner experiences that stick. We primarily tackle:
  • Why is corporate learning often perceived as boring, and what makes a learning program ineffective? The discussion begins by addressing the common perception that corporate learning is dull, often involving lectures, videos, and quizzes that fail to engage participants. Janis notes that traditional learning often assumes everyone learns the same way, crams too much content in, and lacks engagement. In contrast, a good learning experience is strategic, addresses pain points, is relevant to the user, and is engaging.
  • How does experiential learning, particularly equine facilitated learning (EFL), offer a unique approach to leadership development? Ashish and Janis explore the concept of experiential learning and introduces EFL as a highly engaging and effective method. Equine facilitated learning involves working with horses in ground-based activities designed to reflect workplace dynamics. The program is used to develop skills such as communication, empathy, and trust, and can be tailored to specific needs. It’s a learner experience that’s both memorable and fun, and can be highly effective in achieving a high return on investment for the organization.

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Meet the Speaker!

Janis Cooper is Director, Leadership and Staff Development at Best Friends Animal Society, the largest animal sanctuary in the U.S., including remote locations, works to create and deliver the organization’s Management Development Program and staff development needs to more than 900 employees.

Connect with Janis: LinkedIn

How can you design learning experiences to foster genuine engagement?

To create engaging learning experiences, it’s important to move away from traditional, boring methods like lectures and instead focus on strategies that actively involve the learner. As we saw in the discussion with Janis and Ashish, you should:
  • Start with a clear strategy: A good learning experience starts with understanding the goals and objectives of the training, the audience, and any barriers they might be facing. This means that you have to address the pain points and make the learning relevant to the user by using relatable examples.
  • Make it relevant and relatable: Learning should be relevant to the learner’s experiences and use examples they can relate to. You can use stories to make learning more relevant.
  • Incorporate engagement: Learning experiences should engage the audience frequently. Using technology can make learning engaging with elements like personalization.
  • Check for understanding: It’s important to check for understanding and provide opportunities to apply what’s been learned immediately, to improve retention. Research indicates that a significant amount of content taught in training classes is lost within a week if not applied.
  • Focus on experiential learning: Experiential learning engages all of a person’s senses and can be more profound and memorable. It can support change quickly and provide a good return on investment. One specific example is equine facilitated learning, which uses horses to help people learn about leadership and teamwork. In EFL, people work with horses to accomplish tasks, and how they approach these tasks often reflects how they do things in the workplace. The horses’ sensitivity to people’s body language and emotions provide immediate feedback, which can bring underlying issues to the surface.
  • Consider the environment and culture: The culture of an organization can impact the effectiveness of training. A growth mindset and a culture that values employee development are conducive to successful learning programs. In addition, the right setting, technology, resources, programs and processes to support learning are also important.
  • Be willing to take risks: Be willing to try something different, starting small, and grow it if it’s successful.
By focusing on these aspects, you will be able to create learning and development strategies with programs that are engaging, relevant, and have a lasting impact on learners

How does Janis Cooper’s experiential learning approach utilize horses?

Janice Cooper’s experiential learning program, also called equine facilitated learning, utilizes horses to provide a direct, engaging experience that promotes learning and change. A few principles that she keeps in mind are:
  • Groundwork, not riding: Participants do not ride the horses; all activities are done on the ground. The focus is on interacting with the horses, not on equestrian skills.
  • Partnership in activities: Participants work in partnership with a horse to accomplish specifically designed activities. The activities are tailored to the learning objectives or the challenges a team or individual is facing.
  • Horses as mirrors: How participants approach and complete the tasks with the horse is often a reflection of how they approach situations in the workplace. Horses are very sensitive to people’s body language and emotions, and they react immediately and honestly. This helps participants see their behaviors and their impact in a way they may not have noticed before.
  • Immediate feedback: Horses provide immediate, unbiased feedback because they react to what people are giving off, not just to the words they use. If there’s a lack of alignment between a person’s thoughts and their physiological state, the horses will notice and react to it. This is particularly impactful for leaders who may not realize the effect they have on others.
  • Developing leadership skills: The program is used to develop leadership skills such as communication, trust, empathy, and boundary setting.
  • Unveiling underlying issues: Sometimes, the program brings to the surface underlying issues that haven’t been discussed. For example, a lack of trust or other relational challenges within a team may surface in how the team interacts with a horse.
  • Ego reduction: Horses don’t care about titles, status or other external markers of success. They respond to the person’s true self and the energy they are giving off. This helps leaders see themselves and their behaviors more authentically, which creates a level playing field for all participants.
  • Relatability: The experiences with the horses are memorable and relatable. Janis has seene that the participants will often refer back to the lessons they learned through working with a specific horse when they see similar behaviors at work.
  • Addressing fear: Some participants may be apprehensive about working with horses at the start of the program. However, these fears can be a learning opportunity for both the individuals and for the team.
  • Promoting change: The program is designed to create profound, memorable experiences that support change. It helps participants become more aware of their behaviors and how those behaviors impact others, ultimately leading to more effective interactions.
In summary, the experiential learning program that Janis runs with her team uses horses as a way to provide a direct experience that is focused on reflection, and it is designed to help people develop skills, gain insights, and understand themselves better in a way that can translate to the workplace. Further reading: Horse Leadership Training: A New Approach to Leadership Development

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

Grab free assessments to support you on the leadership journey!

Explore your capabilities in 30+ core and advanced leadership areas with Risely’s suite of assessments.

Start Now

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Handling Emotions at Work Effectively | Reiner Lomb

Handling Emotions at Work Effectively | Reiner Lomb

Emotions are what make us human. But that’s also the part we try hard to hide in workplaces. Yet, healthy workplaces do not have to be unemotional at all. In this podcast conversation, Ashish is joined by Reiner Lomb, the author of Aspire, to talk about handling emotions at work. Primarily, we explore:
  • The role of emotions in the workplace: The conversation begins by challenging the myth that emotions have no place in the professional setting. Reiner and Ashish discuss how emotions significantly influence behavior, actions, and decision-making. The question evolves to address how leaders can recognize and manage their own emotions as well as the emotions of others.
  • The seven critical emotions for effective leadership: The discussion explores Reiner Lomb’s framework of seven critical emotions (empathy, compassion, interest, optimism, inspiration, trust, and positivity) and how they relate to specific leadership behaviors. The speakers analyze how cultivating these emotions can help leaders better understand their team members and stakeholders, inspire them, and coordinate effective actions.
  • Challenges in developing emotional competence: Ashish and Reiner look into the challenges leaders face when transitioning to become more emotionally competent. They explore the common barriers such as past experiences, self-limiting beliefs, and lack of awareness about one’s own emotional state and its impact on others

Watch now: Learn the Art of Handling Emotions at Work with Reiner Lomb

Meet the Speaker!

John Horn currently serves the VP at LA Housing Finance, looking over important areas including people and culture. With decades of professional experience, he is an avid practitioner of the servantleadership style in the word and spirit. In this podcast, John uncovers the meaning and methods of a servant leader to help you become an effective one.

Connect with Reiner: Website

Handling Emotions at Work: Lessons From the Podcast

  • Emotions are always present in the workplace: Humans inherently bring emotions to their work, and it is detrimental to ignore them.
  • Emotions drive behavior and decisions: Most decisions are driven by emotions, not just rational thought. This underscores the importance of emotional awareness for effective leadership.
  • Emotional skills are essential for leadership success: Leaders who cultivate emotional and social skills are more effective and create greater loyalty than those who only rely on rational skills.
  • Seven critical emotions form the foundation of effective leadership: These emotions are empathy, compassion, interest, optimism, inspiration, trust, and positivity. They enable leaders to understand people, envision a future, mobilize others, and build resilience.
  • Awareness of one’s emotional state is crucial: Leaders must be aware of their own emotional states and how these emotions impact their behavior and interactions with others. This awareness is key to improving leadership effectiveness.
  • Past experiences and self-limiting beliefs hinder emotional competence: These factors can hold leaders back from fully developing their emotional skills. Overcoming these requires self-assessment and targeted development.
  • Emotional skills are essential for the future: As the job market changes, emotional skills will remain crucial for human interactions and leadership
Further reading:

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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Explore your capabilities in 30+ core and advanced leadership areas with Risely’s suite of assessments.

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Leadership Journey Examples on the RiseUp Radio Podcast

Leadership Journey Examples on the RiseUp Radio Podcast

Leadership isn’t a destination – it’s a journey filled with twists, turns, and transformative moments that shape not just careers, but entire lives. Today, we’re diving into three distinct leadership journeys that prove there’s no one-size-fits-all path to making an impact.

Jaidev Murti from Accenture and Self Improving as a Manager

Jaidev Murti’s leadership journey is marked by a transition from indirect team management in consulting to formal leadership roles, and a significant evolution in his understanding of effective leadership. Murti spent around 15 to 16 years in consulting, where he indirectly managed teams. This period helped him develop people management skills early on and become aware of his operating style, but formal management roles came much later.

Jaidev Murti is a managing director at Accenture and a Life and Transition Coach, trained in the Coactive model of coaching. He works work with early and mid career professionals as they navigate career transitions and evolution.

Connect with Jaidev: LinkedIn

Murti admits to having an “inflated sense of self” and adopting a “fake it till you make it” approach early in his career, which led to some trouble. He also admits to thinking he always had to have the answer and viewed situations solely from his perspective. He says that stepping outside of his own perspective and realizing he is serving others is key to effective leadership. Learn more about such leadership journey examples in the full conversation below:

Harjeet Khanduja from RIL and the First Kaizen

Harjeet Khanduja’s leadership journey is marked by a blend of early experiences, key mentors, and a commitment to genuine care for people. Khanduja’s leadership journey began in college where he created a council of technical scholars and managed a team of 40 people to conduct mock exams. He also started a university newspaper. These early experiences gave him a “hang of it” when it came to managing teams. His first corporate experience was at Tata Motors where, as a new supervisor on the assembly line, he had to manage workers twice his age. By listening to their concerns and involving them, he was able to implement the first Kaizen on the floor.

Harjeet Khanduja is Senior Vice President Human Resources at Reliance Jio. Harjeet has set multiple green field projects and has handled HR for large multinational organizations in various geographies including India, US & Canada.

Harjeet’s experience spans a range of industry sectors that include Automotive, Manufacturing, Pharma, Alternate Energy, IT-ITES, Telecom, Digital, Healthcare and Retail and has worked with Business Houses like Tata, Reliance and Piramal.

Connect with Harjeet: LinkedIn

Khanduja follows a “VIP” philosophy of leadership, which stands for Vision, Inspiration, and Passion. This involves creating a compelling vision, inspiring people by communicating what’s in it for them, and bringing personal passion to the table. Find out more about leadership journey examples below:

Nikhil Dey from AdFactors PR Looks Back

Nikhil Dey’s leadership journey began in the public relations (PR) industry in Mumbai, where he started as a trainee at a PR agency. He initially had little knowledge of the PR industry, but after taking courses in written and oral communication, advertising, and marketing, he decided to pursue it as a career. He quickly advanced from a trainee to heading the Delhi office of his first agency.

Nikhil Dey is Executive Director at Adfactor PR with over 20 years of experience in both the agency and corporate sides of communications. He is a volunteer coach serving CoachesForYou, a support initiative of the ICF coach community in India.

Connect with Nikhil: LinkedIn

Push to Pull to Flow: Nikhil describes his leadership style as evolving from a “push” approach in his early career, where he focused on exerting his influence to get things done, to a “pull” approach, where he carried people with him, and finally to a “flow” state, where he reads the current and works with it Over the years, he learned the importance of believing in what’s possible, having the courage to ask for opportunities, and having strong self-belief. His first managerial role came about when he took initiative to manage a client event after his boss quit. He learned to be honest in conversations, and to collaborate with his peers. Find more about such leadership journey examples in the full conversation:
Each of these leaders brings their own flavor to the table – their struggles, victories, and everything in between. So grab your favorite drink, get comfortable, and let’s explore what real leadership looks like when the textbooks are thrown out the window.

Meet the Host Bringing You These Leadership Journey Examples

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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Decoding Servant Leadership Principles with John Horn

Decoding Servant Leadership Principles with John Horn

In this conversation with John Horn, a practitioner of the servant leadership style for decades, Ashish uncovers:
  • What is servant leadership? We begin with a basic definition of servant leadership, which is described as prioritizing service to others over personal power or authority. It’s about putting the needs of others first, not focusing on the leader’s power.
  • How is servant leadership different from other leadership styles? Ashish and John explore how servant leadership differs from traditional leadership approaches by focusing on the motivation of the people being led. While other styles might focus on incentives and organizational goals, servant leadership prioritizes the growth and well-being of employees. It is about seeing employees as people, not just as a means to an end.
  • How can someone adopt servant leadership, and what are the pitfalls to avoid? The discussion delves into practical ways to adopt servant leadership, including self-reflection, journaling, and seeking mentorship. John also addresses common misconceptions and potential pitfalls, such as thinking servant leadership means a lack of accountability.

Watch Now: Servant leadership principles loved by pracitioners

Meet the Speaker!

John Horn currently serves the VP at LA Housing Finance, looking over important areas including people and culture. With decades of professional experience, he is an avid practitioner of the servantleadership style in the word and spirit. In this podcast, John uncovers the meaning and methods of a servant leader to help you become an effective one.

Connect with John: LinkedIn

What are the key servant leadership principles?

  • Servant leadership prioritizes serving others: The core of servant leadership is putting service first and prioritizing the needs of others, with power and authority taking a back seat.
  • Servant leadership fosters accountability: Despite the focus on service, servant leadership does not mean a lack of accountability. It creates an environment where accountability is possible while still honoring and valuing the individual.
  • Servant leadership values employees: Unlike other leadership styles that might view employees as expendable, servant leadership focuses on the growth and success of both the organization and the individuals within it.
  • Self-reflection is crucial for adopting servant leadership: Leaders should engage in self-reflection to identify their values and leadership style, using tools like journaling to explore what motivates them and what helps them feel valued.
  • Emotional intelligence is key to servant leadership: Leaders need to practice emotional intelligence while communicating, being aware of their emotions and how they impact others, and they must give themselves grace and space while practicing this style of leadership.
  • Mentorship and continuous learning are beneficial: Seeking mentors, coaches, and resources like LinkedIn can help individuals start and improve their journey in servant leadership.
  • Servant leadership principles can apply in any type of organization: Servant leadership is not limited to cause-driven organizations, but can be effectively used in any business.

Meet the Host!

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

Grab free assessments to support you on the leadership journey!

Explore your capabilities in 30+ core and advanced leadership areas with Risely’s suite of assessments.

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How to ask for feedback from employees? | Gurleen Baruah

How to ask for feedback from employees? | Gurleen Baruah

Feedback is a two way street. This podcast took managers on a trip down the other side. As managers, we are told that we should seek feedback from our teams, but the question is – how do we do that? Most managers are untrained in constructive feedback in general, the task of seeking opinion of someone else further adds to the anxiety. To top it off, the team members are often worried and do not give frank feedback to their managers. Is there a way out of this tussle? We discuss three key questions with Ashish and Gurleen, to understand how to ask for feedback from employees:
  • Why is receiving feedback effectively crucial for leaders and managers?
  • Why are individuals not receptive to feedback and how can that be addressed?
  • How can a manager build a feedback culture in their team?

Watch Now on YouTube

Meet the Speaker!

Gurleen Baruah is founder of That Culture Thing, a management consulting firm led by business psychologists, marketers, and academicians, aimed at helping organizations be significantly more efficient, effective, and financially profitable using Human Capital.

Connect with Gurleen: LinkedIn

How to ask for feedback from employees? Key takeaways –

  • Receiving feedback is essential for professional growth for everyone in an organization, regardless of their position in the hierarchy. Feedback helps individuals improve and take their performance to the next level. For managers, this is important because they work with people and impact careers of others too. Your performance is not just your own!
  • Psychological safety is critical for giving and receiving feedback. Your team may not feel safe giving unsolicited feedback to you due to fear of retribution or not knowing if you are receptive. As a manager, it becomes your task to be pro-active and create a space for safe dialogue and exchange of feedback.
  • There are three common triggers that cause defensiveness when receiving feedback: Truth triggers (disagreement on facts), relationship triggers (focusing on the giver rather than the content), and identity triggers (taking feedback personally). Understanding these triggers will help you in giving and receiving constructive feedback from your team effectively.
  • Managers need to be self-aware and open to feedback, which can help them identify their blind spots and become better leaders. They should be humble and curious rather than defensive.
  • Building a feedback culture involves shifting from a top-down approach to peer-to-peer feedback, encouraging a culture of asking for feedback rather than just giving it. Regular, real-time, informal communication is more effective than annual feedback.
  • Managers should focus on the future when giving feedback and move away from rehashing past mistakes. They should also actively listen to understand the core message in feedback and filter out the noise.
  • Maturity plays a role in how feedback is received. Younger professionals may be more defensive due to the development of their prefrontal cortex, which is related to logical thinking and decision-making. So, your lesson in how to ask for feedback from your team also needs to focus on where your team members are coming from. There reasons of not giving feedback vary a lot.
As a manager, asking for feedback is a positive step toward growth. If you are here wondering how to ask for feedback from your team, you are already moving toward success. Keep it up!

Meet the Host

Ashish is an entrepreneur tackling workplace development challenges through Risely, an AI copilot that helps managers and leaders build essential people skills.

Drawing on his experience in technology and organizational behavior, he’s passionate about creating scalable solutions that transform how companies develop their talent. His mission is to empower leaders to build thriving teams and sustainable organizational success.

Connect: LinkedIn

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