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Karen Fray is the Chief of Staff of the National Security Innovation Network (NSIN).Fray brings a decade of experience developing pipelines for new, diverse, and inclusive talent initiatives in support of national security. As Chief of Staff, Fray serves a critical role in ensuring the smooth day-to-day operations of NSIN and providing a leading strategic voice in the organization's direction.Previously, Fray served as the Director of NSIN’s Talent Portfolio, where she was responsible for providing flexible pathways to official service within the Department of Defense (DoD). As Director, she helped create new opportunities for national service that account for cultural differences between the military, academic, and venture communities.Before NSIN, Fray worked for the Advanced Information Systems Group (AISG) Inc. where she developed diverse talent, led education training, and supported program contracts for the Military Sealift Command (MSC). She also served as president of Central Florida’s Women in Defense (WID) chapter.Fray also sits on the National Defense Industrial Association (NDIA)’s Interservice/Industry Training, Simulation, and Education Conference (I/ITSEC) training subcommittee, where she creates effective training solutions through innovative concepts, methods, and technologies.

Karen Fray

To innovate in the public sector requires more than permission to think outside the box. It requires hiring and developing individuals with diverse backgrounds, belief systems, experiences, education, and needs.

Innovation as Part of the Government L&D Equation

Performance Gap Analysis

A Guide to Job Analysis

“Next learning challenge.” That’s how many organizations are approaching today’s pace of change. AI, automation, skill gaps, and evolving roles—these forces are transforming how work gets done. They’re also reshaping expectations on how people learn, grow, and deliver results. Training isn’t just about checking the box anymore. It’s about building the right skills at the right time and making sure learning fits into the flow of modern work.Traditional corporate learning models weren’t built for this. They assume time, predictability, and static roles. But today’s workforce needs something different: scalable programs that can flex across departments, keep up with job changes, and prove their value.Here’s how teams are making it happen.1. Start with skills that matterThe volume of training isn’t the problem. Misalignment is.Forward-thinking L&D teams are moving away from generic content libraries and toward skill-based learning pathways that reflect real roles and business outcomes. These aren’t static curricula; they’re responsive frameworks that evolve as workforce needs shift. They’re also using AI-powered insights to identify skills gaps and personalize learning for each role. That means learners aren’t just getting access to content—they’re getting the right content, aligned to their role, their pace, and their path forward.By defining clear role expectations and aligning learning to real outcomes, organizations are closing capability gaps faster, with less guesswork. Employees know what good looks like. Teams track what’s working. And leadership sees a direct line between training and performance.This shift doesn't just benefit learners. It aligns the entire organization around measurable growth.2. Design for the way people actually workThe average learner doesn’t have an hour. Sometimes, they don’t even have ten minutes. They’re juggling meetings, deadlines, and often caregiving or side gigs—wearing multiple hats across work and life.That’s why successful programs are modular, mobile, and adaptive. Think short bursts of targeted content, surfaced when they’re needed most. Think mobile access that works as well on a shop floor as it does in an office.Cohort-based models bring accountability. Self-paced tools offer flexibility. Personalized learning plans support growth at the right speed. And embedded support, like job aids and nudges, ensures training translates into action.This isn’t about attention spans. It’s about fitting into a learner’s reality.3. Make progress measurable and meaningfulThere’s growing pressure to prove the value of learning, not just through activity, but through outcomes.That’s why many teams are turning to platforms and processes that show skill development in motion. Real-time dashboards track proficiency. Hierarchical data structures connect performance back to business goals. Leaders get clarity on where to invest and why it’s working.This visibility isn’t just about optics. It empowers smarter decisions, faster pivots, and long-term alignment between talent strategy and company performance. Teams can track learning outcomes and engagement in real time, using those insights to guide future investments and improve program effectiveness.When outcomes are clearly linked to learning, it becomes a powerful lever for growth.4. Streamline the delivery, not just the contentScaling effective learning across teams, departments, and geographies takes more than good intentions. It takes infrastructure.Disconnected systems, manual tracking, siloed LMS tools, and duplicative processes waste time and erode consistency. Many teams are replacing them with unified ecosystems that connect learning, HR, and performance tools. This cuts down on friction and frees up capacity for strategy.With smart integrations and automation, it becomes easier to launch, track, and optimize programs without getting buried in logistics.The result? Less admin. More impact.Redefine what workforce learning looks likeThis isn’t about tweaking old programs. It’s about building systems that grow with your organization, designing learning that adapts to how people work today, and tying development directly to results that matter.The stakes are high. But so is the opportunity.Right now, teams across industries are helping define what modern workforce learning can be. And they’re setting the pace for what’s next.

4 Ways to Rethink Workforce Learning for Agility and Impact

Imposter phenomenon, also often referred to as imposter syndrome, can surface across every industry and at all levels. It’s the internal belief that we’re not good enough, not adding enough value, not truly qualified for the roles we hold, or that we won’t be able to handle the challenges ahead. This persistent self-doubt can undermine confidence and performance and significantly disrupt productivity, even in the most capable professionals.According to Korn Ferry’s 2024 Workforce Global Insights report, 71 percent of US CEOs report experiencing symptoms of imposter syndrome, a reminder that feelings of self-doubt and inadequacy aren’t limited to early-career professionals. In fact, the report highlights that imposter syndrome tends to grow stronger as individuals rise through the ranks, affecting leaders from supervisors to the C-suite.Coaching is one of the most powerful tools leaders can use to help their teams manage imposter syndrome and unlock higher performance. Coaching has been shown to reduce self-doubt and feelings of inadequacy by up to 40 percent (Journal of Behavioral Science, 2011).Once imposter syndrome is recognized, it’s important to develop an intentional plan to address it. Coaching through imposter syndrome isn’t just helpful; it’s a core leadership skill. When team members doubt their abilities, leaders have an opportunity to shift that narrative through thoughtful, meaningful conversations. The following one-on-one coaching questions are designed to help team members reframe self-doubt, reconnect with their strengths, and move forward with clarity. Organized into four practical stages—Awareness, Intention, Options, and Action—this framework helps guide meaningful reflection and support lasting growth.AwarenessAwareness begins with helping individuals recognize and name what they’re feeling. Imposter syndrome often thrives in silence, with many high performers not realizing their self-doubt has a name. By giving language to the experience, leaders normalize it and create space for growth.Potential Coaching Questions:When do these feelings of self-doubt tend to show up?What types of situations tend to trigger these thoughts for you?What do you typically do when these thoughts show up?How do these thoughts affect your confidence or performance?What would a trusted peer or mentor say about your performance in this area?IntentionIntention is about clarifying how someone wants to think, feel, or show up differently. It shifts focus from self-doubt to possibility, setting a meaningful goal that provides direction and purpose, not just a way to escape discomfort.Potential Coaching Questions:How would you like to feel in this situation instead?What would confidence look like for you here?What’s important to you about showing up differently?What would it mean for you to trust your experience or abilities?What does “success” look like?OptionsThis stage is all about possibility. It invites the person to consider different strategies, perspectives, or support systems that could help them shift their experience or behavior.Exploring options provides flexibility and choice, reminding people that they’re not stuck.Potential Coaching Questions:What have you done in the past that helped you move through doubt?What are some different ways you might approach this challenge?What support do you need?If you had full confidence, what would you do?Action Action focuses on helping the person choose one attainable next step that builds momentum and confidence. Imposter syndrome often leads to overthinking or avoidance, so taking action reinforces a sense of capability, turns insight into movement, and reminds the person that progress is possible.Potential Coaching Questions:What’s one small action you can take this week to build confidence?What will you do to challenge the inner critic the next time it shows up?How will you check in on your progress or growth?Who can support or encourage you as you take this step?How will you celebrate success?Want to learn more about the power of coaching? Join us at the ATD Coaching Conference for our session, “The Power of Practice: Making Coaching a Habit” (coachingconference.td.org/agenda/) on Wednesday, August 20, from 1:30–2 p.m. ET.

Coaching Through Imposter Syndrome: A Four-Step Framework

Silent Signals: What Learners Lacking Psychological Safety Aren’t Saying

As a sales trainer or enablement professional, you’ve likely faced this scenario: You’ve designed what you believe is an excellent sales training program, but when it comes time to justify the investment or secure budget for expansion, you’re met with skeptical questions about ROI. How do you prove your training actually moves the needle on business results?The challenge isn’t just about having good training content—it’s about designing programs with measurement in mind from day one and connecting your efforts to tangible business outcomes that leadership cares about.Aligning Sales Leadership and L&DHere’s a truth that might surprise you: Sales leaders and learning professionals actually want the exact same thing. Both groups are focused on developing more productive sales professionals who can drive revenue, shorten sales cycles, and improve win rates.The disconnect often happens in how each side approaches these goals. Sales leaders tend to focus on lagging indicators—the results they can see in their dashboards at the end of each quarter. Learning professionals often focus on training activities, completion rates, and feedback.The key to success lies in bridging this gap through a strategic, measurement-focused approach that supports both objectives.A Strategic Framework for Measurable TrainingThe most successful training programs follow a six-step strategic approach that begins with the end in mind:1. Understand Sales Goals. Start with the business outcomes your organization needs to achieve. This might be a specific revenue target, market expansion goals, or customer retention objectives. These goals become the foundation for everything else you’ll design.2. Assess Skill Gaps Objectively. This is where many training programs fail: They rely on subjective feedback or assumptions about what the team needs. Instead, use objective assessments to understand your team’s current capabilities. Look for tools that can measure both inherent traits (like motivational drivers) and learnable skills (like questioning techniques or objection handling).3. Align With Strategic Priorities. Understand not just what your organization wants to achieve, but how it wants to get there. Is leadership focused on winning new accounts, expanding existing relationships, or improving margins? Each priority requires different skill sets and training approaches.4. Design and Deploy Targeted Training. With clear data on gaps and priorities, you can create training that targets specific deficiencies rather than training that takes a one-size-fits-all approach. This precision dramatically improves your chances of measurable impact.5. Measure Multiple Levels of Outcomes. Track both leading indicators (behavior changes) and lagging indicators (business results). This gives you real-time insights into what’s working while also building the case for long-term ROI.6. Learn and Refine. Use your measurement data to continuously improve your approach and inform future training initiatives.Building Your Measurement StrategyThe key to gaining support from senior leadership is understanding what their priorities are and designing your training to address those specific issues. There are several ways to present objective results rather than subjective opinions about team needs.Pre- and Post-Training Assessments: Use the same assessment tool before and after training to demonstrate skill improvement with objective data.Performance Dashboards: Leverage CRM data to track before-and-after performance on key business metrics. Compare trained groups with untrained groups when possible.Application Surveys: Gather feedback on how often participants use new skills and which concepts have the biggest perceived impact on their performance.Attribution Analysis: Ask participants to estimate what percentage of their improved results they attribute to the training. This helps qualify the connection between training and outcomes.A Measurement-Focused Approach to Sales TrainingThe most successful sales training programs aren’t just about great content—they’re about creating measurable behavior change that drives business results. Remember: What gets measured gets managed. When you can show clear connections between your training investments and improved business performance, you’ll find that budget conversations become much easier—and your programs become much more effective.Ready to transform your approach to sales training measurement? Start by identifying the top three business outcomes your organization needs to achieve this year, then work backward to determine what skills and behaviors need to change to make those outcomes possible.

Sales Training ROI: How to Prove Your Program’s Value With Data-Driven Results

When senior leaders confront a turning point—whether it’s launching a new strategy, navigating disruption, or aligning a global workforce—they often realize that they need new knowledge and skills to get them there. But it doesn’t take long to recognize that acquiring what they need will take more than conventional training. Increasingly, they’re turning to executive education programs designed specifically for their organization’s needs.“These aren’t academic exercises,” says Wharton Professor Peter Fader. “Organizations come to us when they’re trying to solve real problems. They want insight, but they also want traction.”Fader has worked extensively with custom programs developed for senior leaders across industries. These initiatives address challenges that go far beyond any one sector—strategic clarity, customer centricity, data fluency, and leadership alignment.From Reactive to StrategicMany organizations approach Wharton at moments of inflection. They may be reacting to external pressures—like new technologies, shifting customer behavior, or competitive threats—or trying to get ahead of them by sharpening their strategy.According to Fader, this often involves helping leaders move away from defining their value in contrast to competitors and toward a clearer articulation of their own strengths. “There’s a mindset shift happening,” he says. “Leaders are asking: What do we stand for? Who do we serve best? And how do we grow from that?”Nearly every sector is asking similar questions. From manufacturing to financial services, leaders want to use data not just to track performance, but to guide priorities and drive growth. These themes—customer lifetime value, segmentation, and decision science—frequently show up in Wharton’s custom programs.Breaking Silos and Building AlignmentAnother reason organizations pursue custom learning: the need to unify teams across silos, business units, or regions. Whether it’s a multinational seeking consistency across markets or a fast-growing firm trying to scale its culture, many companies use executive education as a vehicle to foster alignment.This kind of learning works best when participants aren’t just absorbing information but engaging with peers across the organization. “That’s when you see breakthroughs,” Fader explains. “People realize the challenges they’re facing aren’t isolated. They start sharing ideas, spotting patterns, and thinking collectively.”One simulation-based program Fader leads includes high-pressure, decision-making exercises that require real-time data analysis and teamwork. Participants report that this immersive format strengthens collaboration and sparks actionable insight. “We weren’t just learning,” said one executive participant. “We were testing ideas, applying frameworks, and having real conversations about how to bring them back.”Driving Accountability and ActionWharton’s approach goes beyond content delivery. Custom programs are designed with application and accountability in mind—from action planning exercises to post-program deliverables shared with senior stakeholders.“People need to leave with more than a notebook full of insights,” says Fader. “They need a roadmap—and ideally, a structure that helps them follow through.”That might include written reflections capturing key insights and next steps, structured peer feedback, or periodic check-ins. These tools don’t just reinforce learning—they build momentum.Learning That Keeps Up With ChangeAcross industries, the challenges may vary, but the pattern is consistent: Leaders want education that matches the speed and complexity of their environment. That’s where tailored executive learning shines. It creates space for exploration, connection, and experimentation—without losing sight of practical impact.“We’re not just here to teach,” Fader says. “We’re co-creating something that meets the moment.”Whether it’s a Fortune 500 company, an industry association, a fast-growing startup, or a global nonprofit, more organizations are recognizing that transformation doesn’t happen through generic content. It comes from learning that’s built for purpose—and designed to scale.

Why More Organizations Are Turning to Custom Executive Education

Accessibility is often treated as an extra—something only needed by people who use screen readers, navigate with a keyboard, or rely on high-contrast visuals. However, the truth is that clear, flexible, and easy-to-use content benefits everyone. Real learners are often studying on the go: on their phones, in the subway, in low light, or without the option to play audio. If you use PowerPoint to create accessible e-learning content, this article will walk you through how to make it more inclusive—and way more usable for today’s learners.What Makes a Course Accessible?If you’ve ever looked into accessibility, you’ve probably come across the acronym POUR. It comes from the Web Content Accessibility Guidelines (WCAG), the global accessibility standard that helps make digital content work for everyone. The POUR framework breaks accessibility down into four core principles:Perceivable. Your content should be easy to see, hear, or read. If a learner can’t perceive your content in at least one way, it’s simply not accessible.Operable. Learners should be able to navigate your course and interact with it, whether they’re using a mouse, keyboard, or assistive technology. Understandable. The content needs to be clear, predictable, and easy to follow. That applies to both the language you use and how your slides are structured. Robust. Your course should hold up across platforms, devices, browsers, and assistive tools.In the US, accessibility is also guided by Section 508, a federal requirement for making digital content usable by people with disabilities.5 Expert Tips on Inclusive E-Learning DesignAnna Poli, a senior instructional designer at iSpring and an advocate for learning inclusivity, shared seven strategies for designing accessible e-learning that she actually uses in her courses and promotes to her students:#1. Use clear, consistent layouts and headings.When your layout follows a predictable structure, learners spend less mental energy figuring out how to engage and more on what they’re learning. Stick to one or two master layouts throughout your deck, and use heading fonts, sizes, and spacing consistently. With clear headings, you’ll organize information both visually and logically, making it easier to scan, remember, and revisit key points. They’re also helpful for navigation, especially if your course will be published online or in an LMS.#2. Use captions or transcripts for audio/video content.Multimedia can make a course more engaging, but only if learners can access the content. When recording audio in PowerPoint, provide a short transcript in the notes section or as on-screen text.For videos, you can add open captions directly on the slide or provide a downloadable transcript nearby.Captions also have an unexpected benefit—they can help improve retention. Seeing and hearing content simultaneously reinforces the message and supports different learning preferences.#3. Strike the balance with animations.In PowerPoint, stick to purposeful, consistent effects like “Fade” or “Appear,” and avoid complex motion paths or timed builds unless they’re truly adding value. A good rule of thumb is this: If the animation doesn't support understanding, it probably doesn't need to be there.#4. Use color and contrast with intention.Avoid using color alone to indicate correct answers, progress, or categories. Pair it with text, icons, or patterns so the message is always clear. Be sure to test contrast on the actual devices your learners use. That perfect gray-on-blue combo might pass in your office but disappear completely on a projector or mobile screen.Use tools like PowerPoint’s Accessibility Checker, but also trust your eye, especially for small text, light backgrounds, or overlays on photos. #5. Ensure course accessibility after publishing.When converting PowerPoint to e-learning, make sure your publishing tool carries that accessibility setup across the finish line. Some platforms strip out things like reading order, alt text, or keyboard navigation during export. Look for PowerPoint add-on authoring tools that support SCORM export, preserve accessibility features, and offer a responsive course player that adapts to different screens and input types. It’s even better if it includes an accessibility mode that improves navigation for assistive technologies. That way, your efforts aren’t lost in the final version that learners actually interact with.

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