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Jim Less

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Enhancing Fighter Pilot Training

Here are six lessons we can learn—and apply to our e-learning development—from Jim Henson’s creation of a memorable cast of characters and a show that endures in people’s memories long after they watch it.

6 Lessons Instructional Designers Can Learn From the Muppets

From Average to Awesome: Lessons for Living an Extraordinary LifeReveals how anyone can break free from self-limiting behaviors and realize his or her full potential.

From Average to Awesome: Lessons for Living an Extraordinary Life

A sought-after motivational speaker, Jim Smith Jr. is the author of the bestselling book From Average to Awesome: Lessons for Living an Extraordinary Life (ASTD Press, 2008) and co-author (along with Ken Blanchard, Mike Van Hoozer, Jack Canfield, John Christensen, and others) of the leadership book, The Masters of Success (Insight Publishing, 2006).He is known for connecting with, encouraging, and challenging his audiences to be outstanding. He is president and chief executive officer of JIMPACT Enterprises and works with his clients in the area of professional trainer development, leadership, motivation, inclusion, and professional development. Prior to forming JIMPACT, he worked in leadership positions for the Bob Pike Group, Simmons Associates, CoreStates Bank, the Vanguard Group of Investments, and Prudential's American Association of Retired Persons (AARP) Operations.

Jim Smith, Jr.

A sought-after motivational speaker, Jim Smith Jr. is the author of the bestselling book From Average to Awesome: Lessons for Living an Extraordinary Life (ASTD Press, 2008) and co-author (along with Ken Blanchard, Mike Van Hoozer, Jack Canfield, John Christensen, and others) of the leadership book, The Masters of Success (Insight Publishing, 2006). He is known for connecting with, encouraging, and challenging his audiences to be outstanding. He is president and chief executive officer of JIMPACT Enterprises and works with his clients in the area of professional trainer development, leadership, motivation, inclusion, and professional development. Prior to forming JIMPACT, he worked in leadership positions for the Bob Pike Group, Simmons Associates, CoreStates Bank, the Vanguard Group of Investments, and Prudential's American Association of Retired Persons (AARP) Operations.

Jim Jr.

Having a highly engaged workforce is the number 1 job of any managerial leader. Implementing these five practices can help make that job less of a challenge.

Employee Engagement: The Holy Grail of Talent Management

Scaling enterprise training across a global workforce is no small task. Traditional LMS platforms can’t keep pace with the demands of modern organizations. Employees expect personalized learning, leaders need actionable insights, and training must adapt to diverse markets. To achieve this, enterprises need more than a system—they need a comprehensive learning ecosystem.Drawing on insights from Scheer IMC’s State of Learning Technologies report, here are five areas where organizations can unlock the full potential of enterprise training.1. Skills Gap Analysis That Drives Real ImpactA strong learning strategy starts with knowing where the gaps are. Without visibility into workforce skills, training risks missing the mark. In the report, 55 percent of respondents pointed to tools that proactively identify these gaps as a priority.An end-to-end ecosystem connects skills assessments, personalized pathways, and analytics in one flow. This creates a clear link between training and business outcomes. Training becomes less about compliance—and more about building future-ready talent.2. Content Creation at the Speed of BusinessEnterprises face a scale challenge: thousands of employees, countless roles, and constant demand for updated training. Forty-one percent of leaders highlighted the need for streamlined content creation.Modern ecosystems solve this with built-in authoring tools, third-party integrations, and collaborative workflows. The result is faster development, less admin work, and higher-quality training. Companies like Jägermeister and Lufthansa demonstrate how ecosystems deliver brand-consistent and flexible learning at scale.3. Personalization That Engages Every LearnerToday’s workforce doesn’t want generic training. Employees expect learning that reflects their role and career goals. Delivering this worldwide is difficult without automation.AI and adaptive learning make personalization possible at scale. Thirty-one percent of respondents valued automated course suggestions. Smart ecosystems go further, offering dynamic dashboards and tailored recommendations. This keeps employees engaged and ensures training supports real growth.4. Local Freedom, Global AlignmentGlobal enterprises often face a balancing act: empowering local teams to adapt training while maintaining corporate consistency. Multi-portal and multi-tenancy capabilities make both possible.Twenty-eight percent of leaders in the survey stressed the need for decentralized administration with centralized oversight. The right ecosystem allows subsidiaries to localize training while leadership keeps strategic alignment. This balance builds flexibility and trust across the organization.5. Localization and Translation at ScaleFor global organizations, language is critical. Training must be accessible and culturally relevant. Twenty-eight percent of respondents identified multilingual support as essential.End-to-end ecosystems streamline localization with integrated translation workflows and compliance checks. This ensures learning feels relevant and inclusive across regions without adding complexity.Why Ecosystems WinScaling enterprise training isn’t about adding more platforms. It’s about building one connected ecosystem that unites LMS, LXP, skills development, and analytics. This approach reduces complexity, improves engagement, and ensures learning aligns with business goals.In a market where skills expire quickly, the ability to upskill and reskill at scale is no longer optional—it’s a competitive advantage. Enterprises that embrace holistic ecosystems will not just keep up with change, they’ll lead it.

Scaling Enterprise Training: How to Build an End-to-End Learning Ecosystem

Lets Forget Computer Literacy

“Leadership is a matter of how to be, not how to do.”That quote, from the legendary Frances Hesselbein, supports her enduring passion for creating the leaders of the future who are “mission-based, values-based, and demographics-driven.”The Association for Talent Development mourns the loss of Hesselbein, a supporter and champion of talent development and learning. She passed away December 11 at the age of 107.She was a keynote speaker at the ATD 2003 International Conference & EXPO and a recipient of (then) ASTD’s Champion of Workplace Learning and Performance Award in 2005. She also authored the chapter “Leading the Workforce of the Future” in The ASTD Leadership Handbook.“Our Champion award is given to an individual whose advocacy, commitment, and actions in support of learning and development have influenced audiences and organizations, and Frances exemplifies the spirit of this award,” said Tony Bingham, ATD President and CEO. “We’re grateful for the decades of thought leadership that she generously shared with our global talent development community.”As a pioneer in her work with leadership and social service, Hesselbein was a visionary and extraordinary leader who was an early adopter of diversity and inclusion. Best known for her 13 years as CEO of the Girl Scouts, she spent more than 40 years defining leadership and the value of serving others. In 2022, she received the President’s Volunteer Service Award.“Frances was born in 1915, before women had the right to vote. By the end of her long life, she had refocused the mission of the Girl Scouts of America to equip young women for roles in society and introduced innovative ideas into leadership development,” said Pat Galagan, ATD’s former executive editor. “She advocated a circular management style, which was more inclusive than top-down hierarchies, sharing leadership to ‘the outer edges of the circle.’”“Leadership gurus such as Warren Bennis, Peter Senge, and Jim Collins recognized her as one of the most innovative and inspired leaders of their time,” Galagan continued. “When asked by a journalist who was the greatest CEO in America, Peter Drucker named Hesselbein, saying, ‘Frances Hesselbein could manage any company in America.’”“Frances Hesselbein was one of the most impactful and admirable Level 5 leaders of the 20th century,” author Jim Collins noted. “She taught me that one of the greatest sources of energy is leadership done in a spirit of service. Her most enduring impact is through the multitude of leaders—in business, in the military, in the social sectors—inspired by the guiding principle of her life: ‘To serve is to live.’ We have lost an irreplaceable light in our world, andin our lives. Her greatest gift was her uplifting example.”Her impact on diversity was felt during her time as CEO of the Girl Scouts. She changed the standard Girl Scout handbook by hiring educators and artists to write four different handbooks reflecting the different cultural identities of members.“In my life, I have had the honor to work with many amazing leaders. Frances Hesselbein is the greatest leader that I have ever met,” said Marshall Goldsmith. “She was also the most kind and gracious human being. When I met Frances, I was doing pioneering work in 360-degree feedback that was customized to fit the organization’s values. I volunteered to work with Frances and the Girl Scouts. She ‘led by example,’ was the first to get feedback, and always worked at becoming an even more effective leader. Since then, she has shared her wisdom with many of my CEO clients. Frances Hesselbein will always be my number 1 hero!”She was president and CEO of the Peter F. Drucker Foundation for Non-Profit Management (now the Frances Hesselbein Leadership Institute) and the editor in chief of the award-winning Leader-to-Leader journal. She also served as the Class of 1951 Chair for the Study of Leadership at the United States Military Academy at West Point.According to her obituary, “Hesselbein served on multiple boards including Pennsylvania Power and Light, Mutual of America, and the Bright China Foundation. She chaired the United Way of Central Pennsylvania. She was invited to the White House by seven different presidents and received the Presidential Medal of Freedom in 1998. She was appointed to the Presidential Commissions on National and Community Service by President George \[H.\] W. Bush in 1992 and 1993.”“I will always remember Frances for her leadership in the Girl Scouts and for giving hope and inspiration to everyone she touched at every age,” said Elaine Biech. “She was one of the first people to write about women in leadership and so I often quoted her. One thing that resonated with me was her belief in learning by doing and to me that is what I believe is critical: experiential learning.”Hesselbein wrote two memoirs—Hesselbein on Leadership and My Life in Leadership—and was the co-editor of 27 books published in 29 languages.In an August 11, 2017, Lehigh Valley Style article, “Hesselbein said she hopes she’s remembered for truly practicing what she preaches: ‘Mission. Innovation. Diversity. Those words are my battle cry.’”

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