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David Leaser is visionary leader in workforce transformation, digital credentials, and artificial-intelligence-driven skills development. As vice president at MyInnerGenius, he helps organizations reveal hidden potential through technology. Leaser was the senior strategist for IBM’s Smarter Workforce and Global Skills Initiative. He is the founder of the IBM Digital Badge program and the IBM New Collar Certificate Program. A LinkedIn Top Voice, Leaser advises the US Departments of Labor and Education and serves on national and international credentialing boards. An Industry Fellow at Northeastern University, Leaser is a published thought leader on the future of work.

David Leaser

February 2018 - TD Magazine

Do You Have a Badge for That?

7 Reasons Talent Development and HR Leaders Should Adopt Open Badges

July 2025 - TD Magazine

Shadow learning is self-directed instruction that employees complete but that employers rarely recognize.

Bring Informal Learning Into the Light

Part One, Part Two, Part Three, and Part Four of this blog series.How should leaders go about building trust? One approach can be found in the pragmatic and easy-to-recall model, the Eight Axioms of Honest Leadership. An axiom is an idea that is “so self-evident that it is accepted to be true without any controversy.”In simpler words, an axiom is something for which we do not need proof because we already know it to be true. The most common use of axioms is to test mathematical theories. A starting point may be: “When an equal amount is taken from two equals, the result will be an equal amount.” Now it does not matter what your perspective is—this is fact. Similarly, others will say: “The whole is greater than the part.” This also is true.Therefore, having a set of so-called leadership axioms makes sense. It is not necessary to question if it is possible to demonstrate behaviors described; rather, ask how and when. The model collates the traits and behaviors that represent trust and honesty, and therefore those that should be experienced from leadership who are concerned with building honesty and trust. These behaviors are grouped together into similar headings, each of which represents one axiom. Numbered from one to eight, the behaviors come together into the easy-to-recall acronym, FIDELITY:Eight Axioms of Honest Leadership, David Watkins, 2013We should not consider these axioms a list of tasks to plan and do. It’s important to use our skills, personality, and behavior to move around the axioms depending on our particular scenario and context. Therefore, we must work at anchoring these axioms into our subconscious and daily activity so that all or some can become habit. Our aim should be to achieve “habitual honesty” in our leadership.The words of Hanna van der Put, the Chief Integrity Officer of ABB, make a fitting conclusion. “It is not about rules. But about developing and working with integrity. Integrity is about behaviour.” Honesty and building trust is a never-ending job; you have to maintain your focus and continually question yourself and monitor your actions. So what are you waiting for?This article has been updated with new information and sources as of 2023.

Leadership Behaviors That Build Trust

Chris W. Chen is an organization effectiveness manager with Sempra Energy, a Fortune 500 company in San Diego. He also runs his own consulting business specializing in leadership training. Previously, Chen led Sempra's organization development function, where he was responsible for leadership development, organization development, training, and employee communications. His publications include New Supervisor Training (ASTD, 2002), Simply Spoken Leadership (David and Roe Press, 1998) and articles on a variety of human resource topics. He has spoken at several major conferences, including the Colby leadership conference.

Chris Chen

One of the best ways to identify trends is to connect with thought leaders who are advancing the training profession by researching and testing actionable ideas, and presenting new points of view. One such thought leader, Dr. David Metcalf, a senior researcher and director of the Mixed Emerging Technology Lab at the University of Central Florida, is an expert in mobile learning. We recently asked Dr. Metcalf to share three big ideas for mobile learning that are changing the design and delivery of training. Below is a summary of those ideas. Increasing Use of Crowdsourced and User-Generated Content This refers to material on websites produced by users rather than by companies or paid professionals. Mobile content and applications (apps) are being developed by amateurs and employees who are not part of training organizations. Cellphones provide the affordances of video, audio, and images, allowing rapid development of content that often meets an immediate training need. The speed and proliferation of this kind of content has the potential to change the roles of developers. In response to this training, organizations must think about how to support these amateurs and integrate their content and apps. Declining Reliance on Command and Control Social and mobile learning are changing the idea that learning comes exclusively from a centralized training and development organization. It is also challenging the idea that learning is delivered through a structured curricula. Users are finding their own sources for learning through formal and informal sources, inside and outside the organization. In this emerging, decentralized environment, learners draw content from a number of sources of their own choosing. Mobile devices can foster constructivist learning by providing a way to have conversation and interact with immediacy. There is no right way to deal with this change; rather, organizations need to think about how they can use this decentralization to their advantage. In short, we are entering an age of smart content, in which the intelligence and organization are built in. Learning playlists can serve as a curriculum map or advanced organizer for many types of content or delivery methods. Emerging Integration of Social, Mobile, Real-Time Learning, and Geo Location This refers to the Golden Triangle or what Ian Kennedy calls “Web Squared.” Web Squared is the integration of something like Facebook for social, iPhone for mobile, and Twitter for real time; and a fourth dimension location awareness app such as Google Maps. The combined power of these technologies promises learning design models that are authentic, personalized, and context aware. Learning design based on these technologies means learners can have real-time dashboards to monitor their progress and access to the right content or experts based on geo-location—all through mobile delivery. In Closing Dr. Metcalf recommended training professionals monitor mobile innovation beyond North America. One place to start would be monitoring the use of mobile technology in Africa, where innovations in banking and healthcare are noteworthy. It would also be helpful to look at industry verticals in which knowledge and mobility are critical, such as healthcare (mhealth), transportation, and customer service. Innovation and technology developed outside the realm of training and development offers insights and a look ahead.**Editor’s Note:** This post is excerpted from TD at Work “Applying Learning Theory to Mobile Learning” (ATD Press, 2015). In this issue of TD at Work, you will learn about: the varying definitions of m-learning, as well as drivers and barriers to its uselearning theories, and how to apply those theories to m-learninginformal learning methods, and how they can be part of a learning and development professional’s toolbox.

Insights From a Thought Leader—Big Ideas in Mobile Learning

Dr. David Rock coined the term ‘Neuroleadership’ and is the Director of the NeuroLeadership Institute, a global initiative bringing neuroscientists and leadership experts together to build a new science for leadership development. With operations in 24 countries, the Institute also helps large organizations operationalize brain research in order to develop better leaders and managers.David co-edits the NeuroLeadership Journal and heads up an annual global summit. He has written many of the central academic and discussion papers that have defined the Neuroleadership field. He is the author of the business best-seller Your Brain at Work (Harper Business, 2009), as well as Quiet Leadership (Harper Collins, 2006) and the textbook C_oaching with the Brain in Mind (_Wiley & Sons, 2009). He blogs for the Harvard Business Review, Fortune Magazine, Psychology Today, and the Huffington Post, and is quoted widely in the media about leadership, organizational effectiveness, and the brain.Academically, David is on the faculty and advisory board of CIMBA, an international business school based in Europe. He has been a guest lecturer at many universities including Oxford University’s Said Business School. He is on the board of the BlueSchool, an initiative in New York City building a new approach to education. He received his professional doctorate in the Neuroscience of Leadership from Middlesex University in 2010.

David Rock

David Jacoby is a managing partner at the Sales Readiness Group, an industry leading sales training company that helps Fortune 500 companies develop and deliver customized sales and sales management training programs. David is a thought leader in instructional design and the use of innovative technologies to deliver online sales training programs. Previously, he was a principal at Linear Partners, a sales consulting firm focused on providing sales effectiveness and development solutions to emerging growth companies. He writes frequently on the topics of selling skills, sales management, sales coaching and sales training. Follow David on Twitter: @DIjacoby

David Jacoby

David Cory is a leadership development consultant with the Emotional Intelligence Training Company.

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