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Howard is a Managing Director of Leadership Research Institute. He specializes in executive coaching as a strategic change management tool leading to improved customer / employee satisfaction and overall corporate performance. He has led the development of an internal coaching model for a large international organization and has done significant work coaching executives on the art of managing managers. He has worked with many executive committees of the world's largest organizations on improving corporate and executive performance. Howard holds an MBA from Simon Fraser University and has completed advanced studies at the University of Michigan. He currently serves on three Boards of Directors, located in Europe and the U.S. Howard can be reached at www.howardjmorgan.com or Howard.Morgan@LRI.com.

Howard Morgan

Howard Prager is president of Advance Learning Group, a firm specializing in reinventing leadership development and learning strategy. A consultant to Fortune 500, government, and nonprofit organizations, Prager is a frequent contributor to the Association for Talent Development’s Senior Leaders and Executives Community. He has spent more than 30 years working on and understanding leadership development in business, organizations, and higher education.

Howard Prager

July 2014 - TD Magazine

Unleash Change Through a Peer-to-Peer Approach

Paul Trout helps leaders unravel complex business problems. Leaders often find themselves “stuck” when facing critical leadership, innovation, change management, marketing and/or sales issues. By leveraging cross-industry expertise in business strategy, internal politics, team dynamics, communication, research, facilitation, training and coaching, he brings an uncommonly wide range of problem-solving tools, talents and approaches to unravel clients’ complexity. He feels fortunate to have helped guide leadership through change in organizations as diverse as IBM, Harley-Davidson, Merck Group – EMD Chemicals, Alcan Packaging, the City of Green Bay, Alvarez & Marsal, Wisconsin Women in Government, Hu-Friedy, Foley & Lardner and many others. Early in his consulting career, he was selected to appear in IBM’s worldwide advertising campaign, “Who Do You Need?” in recognition of my work as a leading IBM Business Consultant. It was quite something to open the Wall Street Journal, the Economist, Fast Company and 12 other major business publications and see his name and face! More recently, his previous company, Shift Worldwide, was named a finalist in both the 2010 Chicago Innovation Awards and Innovate Illinois Competition. As you might have guessed, he enjoy writing. From 2005-2008, he was a syndicated columnist on the topic of sales and “building buy-in”; my columns appeared in nearly 50 association and trade magazines, bringing total weekly readership to over 300,000 people. He as also written articles on the topic of organizational change for the publications of ASTD (American Society of Training & Development), ALA (Association of Legal Administrators) and Human Resources IQ, among others. He ispassionate about giving back and was the past chairman of both the Professional Development and Entrepreneurship Committees for the Kelley School of Business at Indiana University. He also regularly volunteers with Howard Brown Health Center, a community‐based health services clinic. He received a Masters in Business Administration from the Kelley School of Business at Indiana University in Marketing and Information Systems in 1999 and also received a Bachelor of Arts from The University of California at San Diego in Urban Studies and Planning in 1991. He is one of the brave souls who has moved from Southern California, where he was raised, to Chicago, Illinois. He gets his “water fix” every day by living right on the shores of Lake Michigan in the Rogers Park neighborhood. Though he misses West Coast sunsets, he has come to love Midwest sunrises even more.

Paul Trout

Deadra Welcome is on a mission to make learning unforgettable and workplaces undeniably inclusive. As the founder and principal consultant of Concerning Learning LLC, she helps leaders and organizations transform culture, ignite performance, and build environments where everyone feels seen, heard, and empowered to thrive.With more than 30 years in talent development and 27 years of federal government experience and a powerhouse list of credentials—including CPTD, CPTM, and certifications in DiSC, psychological safety, and performance improvement—Deadra brings deep expertise and genuine heart to every engagement. She partners with executives, managers, teams, and individuals across government, corporate, and nonprofit sectors to co-create actionable, sustainable solutions rooted in empathy, equity, and impact.Deadra blends strategic organization development with engaging, human-centered learning experiences that elevate soft skills, strengthen leadership, and fuel team performance. Her work is grounded in the belief that when people grow, organizations thrive—and culture becomes the catalyst for performance.A proud graduate of Howard University and a lifelong and passionate learner, Deadra inspires others to “learn something new each day” and leads by example through her own continuous development. Whether she’s facilitating training, coaching a leader, or speaking on stage, she’s committed to helping people show up as their best selves—and making learning a revolutionary act of transformation.

Deadra Welcome

Ron Thomas is a globally recognized strategist, educator, and thought leader in human resources and organizational transformation. He currently serves as Managing Director of Strategy Focused Group, an international consulting firm with headquarters in Dubai and offices in New York City and Singapore.

In the academic realm, Ron is a Visiting Executive Faculty Member at the Human Capital Institute and an Adjunct Facilitator for EMBA programs at both Howard University and the American University of the Emirates in Dubai. He also contributes to the Global Human Resources Leadership Institute at the Howard University School of Business.

Throughout his distinguished career, Ron has held pivotal leadership roles, including CEO of Great Place to Work – MENA, CHRO of Al Raha Group in Riyadh, and Vice President of Human Resources at Martha Stewart Living Omnimedia. His strategic expertise has guided institutions such as the Central Bank of Nigeria, Dubai Tourism, and the Singapore Government Civil Service.

Widely recognized for his contributions to the HR field, Ron has received numerous accolades, including:

- Top 5 HR/Leadership Thinkers in the Middle East (CIPD)
- Outstanding Leadership Award for Global HR Excellence
- Asia’s 50 Most Talented Global HR Leaders
- Global 200 Inspirational Leaders Award
- Power 200 Biggest Voices in Leadership

As a prolific writer and speaker, Ron’s insights have been featured in leading publications such as The Wall Street Journal, Inc. Magazine, and Workforce Management. He is a regular contributor to HR.com, ERE.net, and other global HR platforms, where he shares his expertise on workforce strategy, leadership, and organizational design.

- ERE Author Profile: ere.net/authors/ron-thomas
- MEHRL Spotlight Interview: me-hrl.com/spotlight-ron-thomas-global-leader-in-strategy-and-human-resources
- Best Practice Institute Profile: blog.bestpracticeinstitute.org/profile-ron-thomas/

Beyond consulting and academia, Ron serves on the Harvard Business Review Advisory Council and McKinsey’s Quarterly Executive Online Panel. As a global speaker, he captivates audiences with compelling presentations that inspire transformative thinking and position HR as a driver of strategic growth.

Ron’s dynamic career reflects his enduring passion for leadership, innovation, and knowledge-sharing—empowering organizations and individuals to realize their full potential across industries and regions.

Ron Thomas

Lessons learned during the pandemic about how blended learning in the workplace benefits employees wherever these learning opportunities are offered provides a wide range of benefits to organizations of all sizes and types.

Why Companies Are Moving Toward Blended Learning in the Workplace

In the business world, the impact of exceptional leadership is undeniable. Great leaders inspire innovation, foster collaboration, and drive organizations toward success. But what separates good leaders from truly great ones? The answer lies in a commitment to continuous learning.Great leadership is not static. It’s an evolving process that thrives on curiosity, adaptability, and growth. By embracing lifelong learning, leaders sharpen their skills, inspire their teams, and set a powerful example for the organization. Let’s explore how continuous learning shapes remarkable leaders and creates an environment where leadership can thrive.The Core Traits of a Great LeaderLeadership begins with the right mindset. While different industries may emphasize unique skills, certain traits universally define great leaders and are often enhanced by continuous learning:Vision: Leaders with a clear, compelling vision motivate teams to work toward a shared goal. They provide a roadmap that aligns organizational efforts, and continuous learning allows leaders to refine this vision as industries and markets evolve.Empathy: Understanding and addressing the needs of team members fosters trust and strengthens relationships. Learning fosters empathy by exposing leaders to diverse perspectives and experiences.Decisiveness: The ability to make informed, timely decisions often comes from staying well-informed through ongoing education.Integrity: Ethical behavior and trustworthiness are the cornerstones of great leadership. Continuous learning in ethics and accountability ensures leaders maintain high standards.Adaptability: In a world of constant change, the willingness to learn and pivot is essential.When leaders exemplify these traits, they inspire confidence and loyalty among their teams, setting the stage for sustained success.How Does Continuous Learning Empower Leadership?Great leaders never stop learning. They understand that staying informed and adaptable is vital in an ever-evolving business landscape. Organizations can promote continuous learning by:Providing access to leadership training and development programsEncouraging upskilling to foster further growth in employees’ careersPersonalizing training programs to meet the specific needs of each employeeThis might sound like a lot to keep track of, but with tools like AI-driven skills development, L&D, HR, sales, IT, support, product teams—any team—can easily manage their entire organization’s learning program on just one platform.Other Strategies for Driving Innovation in Your TeamEncourage leaders to take risks.Risk-taking is often a hallmark of groundbreaking leadership, but in many organizations, the fear of failure can limit a team’s success. It’s important to urge leaders to use calculated risk-taking and experimentation when innovating new solutions. If leaders feel comfortable exploring new ideas without fearing failure, they allow their creativity to shine. Innovative leaders drive industries forward by learning from their mistakes and envisioning possibilities others might overlook. Businesses that encourage this mindset often stay ahead of the curve.Inspire collaboration among leadership teams.Even the most talented leaders cannot achieve greatness alone. Open communication and shared goals are key. By encouraging each executive to bring their unique perspective to the table, leaders can learn from each other’s diverse strengths and viewpoints to enhance decision making. A collaborative leadership team amplifies the strengths of individual leaders, creating a cohesive unit that can tackle almost any challenge effectively.Promote diversity in leadership.Equally important is fostering diversity within leadership teams. A variety of backgrounds, experiences, and perspectives offer limitless learning possibilities that lead to a broader understanding of different customer needs. Diverse leadership teams are fundamental to innovation, particularly in the tech sector, which has historically been hampered by cultural blind spots. If you want a solution to work around the world for all sorts of people, you need all sorts of diverse people to be its co-architects.Leadership That Inspires SuccessGreat leadership begins with an open mind and an unrelenting desire to grow. By embracing continuous learning, leaders not only refine their skills but also inspire their teams to follow suit. Organizations that foster a culture of curiosity and growth unlock the potential of their leaders—driving innovation, resilience, and success.In the end, the best leaders are lifelong learners. They inspire by example, adapt to change, and cultivate environments where learning is celebrated. By investing in continuous learning, companies lay the foundation for leadership that empowers and endures.

Continuous Learning Creates Unstoppable Leaders

E-learning is a transformative force reshaping the landscape of education and training. It opens a world of possibilities, propelling organizations toward greater efficiency, agility, and success.

The Potential of E-Learning Solutions

To achieve organizational excellence, core management systems and processes need to be fully integrated and focused on measureable results. Measures of results should be based on customer requirements and feedback. Baldrige puts major management systems into six categories. But you shouldn’t think of them as categories. Rather picture six engaged gears that push the organization toward results. The systems/gears are: LeadershipStrategic PlanningCustomerFocus Workforce FocusOperations/Business ProcessesResults Measurement. Leadership articulates the model to all employees at all levels and reinforces the values that propel the integrated systems, such as customer focus, continuous improvement, and employee engagement and empowerment. Baldrige is as much a culture as a management approach—and what a culture it is! All hands and all brains are on deck. Pride, fellowship, and know-how grow because results are achieved and no one is a bench-sitter. Employees and the systems work together as a whole to produce exceptional results. Case in Point During my tenure with the City of Coral Springs, the city employed the Baldrige business model to create system integration and customer focus. In our case, every city worker was introduced to the model and the strategic plan at new employee orientations. Orientation covered the principles that keep professional silos at bay and job satisfaction high, including: establish and deploy vision and valuesfacilitate the development of an evidence-based strategic planset objectives, strategies and measures of progressalign resources and activity to the objectivesmonitor implementation of plansevaluate the effectiveness of plansfoster customer-focused lean processescontinuously improve through “feedback loops” that create organizational and individual learningengage in all of the above. More importantly, my city government experience with the Baldrige model informs my approach to performance management at the Department of Commerce.Applying Baldrige to the Federal Landscape Over the decades, the federal government has searched for the Holy Grail of performance management. This has proved elusive, though, because staff offices have set up performance measurement systems that are not aligned with a strategic plan, employee work plans, or process design. Instead, measures have been created by staff offices, not the folks who are on the line. What’s more, feedback on systems happened primarily when a catastrophic failure occurred; regular feedback for system improvement was an anomaly. Here’s the good news: Times are changing, and there are federal initiatives for customer focus, use of performance indicators and evaluation, employee engagement, and strategic plans that are actionable and monitored. However, if we don’t move on all these fronts through integrated systems that involve the entire workforce, the Holy Grail will remain elusive—even though Baldrige has put it in plain sight.  Check out http://www.nist.gov/baldrige to get a better view. If you have worked in a Baldrige culture, you will never want to settle for less. For a deeper dive on this topic, join me for the session “Changing Up: Integrating a Culture of Performance in Your Organization” at the Government Workforce: Learning Innovations conference.

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