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Brian Gold is head of learning and organizational development at Gallagher, an insurance brokerage, risk management, and HR consulting company.

Brian Gold

With my personal brand at risk, I accepted and used feedback to turn things around.

What to Do About Skewed Perceptions?

Brian O. Underhill, Ph.D. is an industry-recognized expert in the design and management of worldwide executive coaching implementations. Brian is the author of "Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders." He is the Founder of CoachSource, the world's largest executive-coaching provider, with over 1,100 coaches in 100+ countries, and the Alexcel Group. Additionally, he previously spent 8 years managing executive coaching operations for Marshall Goldsmith. Brian’s executive coaching work has successfully focused on helping clients achieve positive, measurable, long-term change in leadership behavior. He has also helped pioneer the use of “mini-surveys”—a unique measurement tool to help impact behavioral change over time. He is an internationally sought-after speaker, addressing The Conference Board, ICF, Linkage, and regional coaching events.

Brian Underhill

Workplace stress and longer hours have rarely been more prominent. Whether you are at the office or working from home, the constant emails, Zoom calls, and other communications unrestrained by time and distance can be overwhelming—and all the more so if you’re working at home with children.Purdue University’s online master’s degree in Corporate Training and Communication equips professionals charged with communicating and leading training efforts in various organizations and contexts.Organization leaders need to think about communication and training strategies for addressing employee well-being and the new remote or hybrid workplace structures that have become prominent with the pandemic. Communication needs to be empathetic, build resilience, offer steps to manage stress, and provide employee resources for assistance. Moreover, leading in this new environment also means making provision for the training needs that must be filled to reach organization goals.How leaders communicate and train their employees during and after the pandemic can deeply affect employee morale and the trajectory of an organization. With sudden displacement from normal environments, anxiety about the present and future tends to breed.During such times of change, a leader’s words and actions can help calm nerves and ease the adjustment to new ways of working while keeping the organization moving onward and upward.“High-performance organizations know that their employees are their most valuable asset. If employees are uninformed and unprepared to help meet organizational goals, the organization is unprepared too. Effective internal corporate communication, employee training initiatives, and information technologies that are strategically aligned simply work better,” says Bart Collins, director of the graduate program in Purdue’s Brian Lamb School of Communication.The good news is that fundamental strategies of effective training and communication work. Purdue University’s 100 percent online master’s degree in Corporate Training and Communication is designed for industry professionals seeking to benefit their organizations through enhanced training and communication focused on improving workplace effectiveness. Purdue’s faculty have industry experience that allows them to infuse practical knowledge into the curriculum through hands-on projects and use cases featuring real-life scenarios.With the onset of the pandemic, leaders had to write a new playbook overnight and were immediately judged (sometimes unfairly) on how they communicated and implemented it. Now, the opportunity exists to apply lessons learned, along with a wealth of research and best practices, to building a foundation of organizational resilience that can transform potentially disruptive situations in positive ways, whether it is a pandemic, changes in the economy, changes in the marketplace, or other changes affecting an organization. Effective training and communications are integral to doing this.

Leaders With Training and Communication Skills Needed for Uncertain Times—Or Any Time

The Silver TsunamiHere's a sobering statistic that should keep every C-suite executive awake at night: 10,000 baby boomers are retiring every day in the US alone. That's not just people walking out the door, it's decades of institutional knowledge and hard-earned expertise evaporating into thin air.This Silver Tsunami isn't a distant threat. It's here, swirling around us right now. APQC’s recent survey of 1,000 knowledge management (KM) professionals across industries revealed that 51 percent of the enterprise workforce will retire or leave within five years. That’s half the organizational brain trust. Gone.The Boiling FrogRemember the parable of the boiling frog? The creature doesn't notice the water heating up gradually until it's too late to jump out. That's exactly what's happening to businesses today. While 58 percent of C-level executives and 51 percent of board members express concern about knowledge loss from departing retirees, the response has been glacially slow.The most damning finding? A staggering 92 percent of organizations don't capture knowledge on a regular basis. They are literally watching their competitive advantage walk out the door, day after day.Quill and PapyrusThe few companies attempting knowledge capture are stuck in the Stone Age. The survey revealed that 53 percent still rely on manual capture and documentation methods—essentially digital versions of quill and papyrus. Picture this: 30 percent of organizations wait until employees are literally heading for the exit door to capture their knowledge. Another 23 percent conduct last-minute elicitation interviews, which are typically rushed and shallow. Even worse, 37 percent depend on informal people-to-people transfers.These antiquated approaches are neither scalable nor sustainable—they're business malpractice.AI: Opportunity and ProblemEnter AI—both the solution and the problem rolled into one disruptive package. The opportunity is enormous: AI can automate knowledge capture, analyze patterns in expert decision-making, and create searchable repositories of institutional wisdom at unprecedented speed and scale.But here's the rub—the survey found that nine in 10 of respondents aren't leveraging AI to automate KM. And there's a reason: trust. Organizations are terrified of AI-generated answers that could be incorrect or non-compliant. It's a classic catch-22: the technology that could solve the knowledge crisis is paralyzed by accuracy concerns. No wonder 95 percent of AI pilots are failing to deliver business ROI, according to recent MIT research.KM and AI: BFFs for Business ValueAI automates knowledge management, and knowledge management makes AI trustworthy. This symbiotic relationship works because robust content management practices ensure AI has clean, accurate, well-governed data to work with. Meanwhile, AI handles the heavy lifting of knowledge automation to speed up the entire knowledge capture, retention, publishing, and optimization process.BFFs in ActioneGain’s Fortune 500 and Global 1000 clients are already striking gold with the combined power of AI and knowledge management:A global financial services corporation enhanced first contact resolution rates by 36 percent and cut onboarding duration by 40 percent through AI-powered knowledge platforms.A leading utility eliminated knowledge silos and sped up knowledge creation 10X while improving search success 6X.A fast-growing SaaS enterprise boosted contact center representative confidence by 60 percent and self-help utilization by 30 percent.A major federal government department serving 25 million citizens saw their Forrester CX Index ranking rise by a third in a single year.A massive federal agency redirected 70 percent of inbound calls to AI-enabled virtual support while slashing case resolution time by 25 percent.These aren't incremental improvements—they're transformational results that land these organizations in the elite 5 percent of companies succeeding with AI.Beat the Clock (and the Competition)!Your experts are retiring. The clock is ticking. Every day you delay implementing AI-enabled knowledge capture is another day of irreplaceable expertise walking out your door forever.Organizations that act now to leverage the power of AI and KM will emerge as the winners. They'll turn the knowledge exodus into a knowledge edge, transforming the Silver Tsunami from an existential threat into a competitive advantage.The question isn't whether you can afford to invest in AI-enabled knowledge capture and retention. The question is whether you can afford not to. Because in today’s knowledge-centered economy, there are no participation trophies—only winners and losers.The tsunami is here. Will you surf it or be swept away by it?

Strike Gold in the Silver Tsunami With AI-Enabled Knowledge Retention

Co-founder and CEO of Endurance Learning Brian Washburn joins us to discuss his book, What's Your Formula? Brian divulges the secrets to mixing up a good learning design and strategy as well as what you should do if you create an explosion.

Brian Washburn on his Formula for Impactful Learning

Winter 2017 - CTDO Magazine

The argument: Traditional performance appraisals don’t improve performance. Two thought leaders share their contrasting viewpoints on the topic.

Debate: What Good Are Performance Reviews?

(From Forbes) -- When good leadership is in place in a company, it can be felt throughout the entire organization. With good leadership, corporate culture isn’t forced, it is developed. Communication is daily and open. Everyone understands the vision and goals of the organization, and everyone has input into how they can be improved. Employees feel that they are an important part of the whole and that every job matters within the company. Decisions for promotions are based on picking people of integrity whose talents and experience best fit the positions. Employees are encouraged to compete with their own best to get ahead and they understand that helping their coworkers to succeed is the best way to get ahead themselves. The result of good leadership is high morale, good employee retention, and sustainable long-term success.Bad leadership can also be felt throughout the entire organization – only not in a good way. Corporate culture becomes a meaningless term where leaders claim it exists while employees shake their heads in frustration. There is a lack of clear, consistent communication from leadership to the employees. As a result, the office is run by rumor mill, politics and gamesmanship. Employees are uncertain of the company’s goals and objectives for success and they have no idea how they fit into that picture, or what their level of importance is toward making it happen. Decisions for promotions are not based on integrity or talent, but rather they are based on who can talk the biggest talk or who is deemed to be the least threatening to the current leadership team. Employees are taught play dirty against coworkers to get ahead by watching as it is continuously rewarded by leadership leading to the Lobster Syndrome of tearing one another down throughout the organization. The result of bad leadership is low morale, high turnover, and a decreased ability to have any sustainable success.To become a truly great company it takes truly great leaders. And there is a huge difference in bosses and leaders:Here are some great quotes that I love on being a great leader:“You don’t lead by hitting people over the head—that’s assault, not leadership.” –Dwight Eisenhower“Lead and inspire people. Don’t try to manage and manipulate people. Inventories can be managed but people must be lead.” —Ross Perot“Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand.” —General Colin Powell“Become the kind of leader that people would follow voluntarily; even if you had no title or position.” —Brian Tracy“A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent.” —Douglas MacArthurRead more.

The Impact of Good Versus Bad Leaders on a Company

Drawing on cognitive psychology and learning sciences, this book debunks common myths, misconceptions, and assumptions about good learning design to help you avoid wasting time and resources.

Millennials, Goldfish & Other Training Misconceptions

Clark discusses the brain and technology, including myths and misconceptions. He addresses learning styles, digital natives, and the myth of the attention span of a goldfish.

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