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Kelly Lake leads KnowledgeWorks Global Learning, provider of innovative workforce learning solutions. As a respected thought leader in the learning and performance industry, she brings 27+ years of global experience in learning and performance strategy, performance innovation, learning transformation, technology and immersive learning. Kelly has worked with hundreds of Fortune 1000 companies, providing expertise in designing effective learning ecosystems and ROI. As an industry expert, she specializes in learning and performance ecosystems, analytics, global learning and performance methodology and strategy, strategic transformation, ROI/ROP, learning technologies, learning management systems, personalized learning, and performance innovation to enhance client and organizational business success.

Kelly Lake

Inclusive and Sustainable Learning Strategies for the Modern Workforce

Amy P. Kelly Peels Back The Layers of Performance Improvement

 A few weeks ago, I wrote a short post, “Do the Right Thing.” For those who did not read the article, by right things I was not merely referring to ethical issues. Of course, acting ethical and appropriate are a given. I was also referring to being encouraging and helpful to others, as well as a great teammate and communicator. In essence (and in spirit), I am talking about being a servant leader and a source of positive energy—and only positive energy.Here’s some of the feedback I received for the post: “The message is inspirational—developing a positive and encouraging environment is planting seeds of success in our workplace, and for our team members, and can produce limitless benefits for our firm’s overall success.” “Fortunately, I am in a smaller company that is very leadership focused. In the past, though, I worked with managers with the attitude: “Just do what we tell you, just comply, adhere to our procedures.” They did not encourage creativity, finding new and better ways, collaboration, and even asking questions. It was just do it.” “We need people who know why they do what they do, are guided by proper values and purpose, versus so many managers who do what they do for money, power, attention, control, title, or corner office.” “We need leaders who have faith, a moral compass, and love to coach, mentor, and help others learn, grow, and succeed. We need leaders whose own satisfaction comes from the satisfaction and success of their people.” “It is true that doing the right thing helps others and helps us to feel good about ourselves. I also have found that doing the right thing is key to overall business success. A focus on personal gain can lead to short term success, but doing the right thing usually ensures the ultimate long term emotional (and financial) returns.” “I love the thought of doing the right thing as it improves morale and the spirit of an organization. Results will improve. Failure to do the right things has the opposite effects; it reduces drive, people won’t go the extra mile, and ultimately turnover, which is a huge hidden cost that management usually rationalizes—rather than taking responsibility to learn from and improve.”There is a saying that “kindness of words motivates others.” Having a sense of kindness in our work, leadership, and relationships in business, including our internal relationships, is definitely doing the right thing! Mara Vandlik of McGinn & Co., asked if women are expected to be more graceful, helpful, and encouraging than men? Granted, we could start a dialogue on that question, but my answer to her is that this is an area where men could learn from women and their natural leadership skills and competencies.Kerry Douglass, a spiritual director and counselor, thoughtfully noted that effective leadership comes through community, not authority.John Kelly of Hanover Stone Partners sent the Do the Right Thing post to two former leaders with whom he worked and respects and states that now when faced with a difficult decision or issue, he asks himself “What would Dick or Ed do?” Then the answer is clear, do what’s right. This is consistent with a recent conversation with Joe Bottari, a sophomore student athlete at Georgetown, whom I have the privilege of knowing and mentoring. When faced with what he considers a life decision, he takes the time to seek the counsel of those for whom he has great respect. Joe also believes in having great relationships with his teammates and focusing on team goals, as then work and football practice are easier to handle well.Andy Funt, CEO of Bio Films Innovations, makes an insightful suggestion that we should bear in mind to always doing the right thing—and also do the next right thing. By that Andy means the first right thing might well be an assessment or decision and the next right thing is our action. An example might be reaching out to someone to help them with their inner-confidence as we pursue our desired outcome.Aaron Spokaeski, a general manager at Billy Casper Golf, a company that definitely treasures its people and consciously tries to listen for their ideas, advice, and feedback, points out that doing the right thing means being “we-oriented” not “me-oriented.” It also means realizing that, as a manager and leader, we are a part of a team and every person is an important member of the team as well, and helping them believe that.We should live to help make lives better every day. That is living in our faith, and isn’t it the way we can be in our business lives?!Yes, surely it is. With that personal mission, we can be exemplary and highly effective leaders and team members—by doing our best work, by being positive, and by encouraging and helping others do their best work. As I finished drafting this paper, I happened to read a wonderful article about empathy. It encouraged me to go back and add this paragraph. Bottom line: Empathy helps us improve the lives of others, as well as our own. Here are just a few things we can do each day: See something at work that needs fixing? Just quietly fix it.Say thank you with eye contact and a smile and not being too hurried so the person feels your appreciation.Grab a coffee or tea with someone who could use a conversation. Conversations are a gift, if we listen to connect. A great way to lead our lives from a spiritual sense is to help make lives of others better every day, and we can have that be our personal mission in our work and leadership. We need to encourage and help our team members and other colleagues have better business lives every day. That is doing the right things and that is servant leadership!

What Does “Doing the Right Thing” Look Like in Business?

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Kelly Simmons is a global director of consultative solutions at the Center for Creative Leadership. Contact her at simmonsk@ccl.org.CCL focuses on transformative human centered leadership solutions, that are transformative for individuals, teams, and organizations. As a non-profit, CCL focuses on social impact. Kelly leads a team responsible globally for integrating the entire range of products and solutions to support the global business, from the latest content and technologies to innovation and scalable solutions that help answer our clients most pressing needs. Reduce cost of design, increase innovation and flexibility across the global portfolio.As a product designer, she has led the development of numerous solutions, more notably CCL’s Hybrid Team Solution and Advancing Technical Women’s Leadership Journey. As an experienced advocate in systemic change, Kelly has spoken and written on the topic of team and organizational systems. Her publications include the book, Beating the Odds – Stories of Women in STEM as well as a chapter on Team Systems in the publication: Do You Work or Collaborate?Kelly began her career as an Engineer at Hewlett Packard Company, working extensively in Asia, Europe, and the Americas. In the organizational development space, she led the set up and operation of the consulting and training departments of two start-up boutique consulting firms in Spain. Kelly was a member of the faculty at EADA business school in Barcelona, Spain for 10 years, and has designed and delivered leadership and organizational development programs across Europe and the Americas as well as conducted extensive work as a leadership and team coach. Kelly loves meeting people from around the world, tapping into collective wisdom to advance change while enjoying the adventure along the way.Kelly holds a Bachelor of Science in Mechanical Engineering from the University of California and a Master’s degree in Organizational and Executive Development from EADA Business School in Spain.

Kelly Simmons

With the accessibility of artificial intelligence (AI) changing the way we work, the value of human soft skills is becoming clearer. As AI takes on time-consuming tasks‌ like ‌streamlining processes or automating tedious work, it’s ‌human skills like communication, empathy, creativity, and critical thinking that create organizations people want to work at and where innovation thrives. These soft skills help us build genuine connections, collaborate effectively, and guide AI’s use toward outcomes that serve an organization’s goals, employees, and customers. Below are five insights on the importance of soft skills as AI usage grows.AI Tools Need Guidance From Our Soft SkillsSkills like empathy and communication allow us to understand nuances that algorithms miss, making them essential in the AI age.Here’s why soft skills will remain at the center of future workplaces: Empathy builds trust: AI can predict and analyze, but it can’t genuinely understand. Empathy enables us to see the world from another’s perspective, fostering trust and understanding that no AI system can fake.Critical thinking for better decisions: While AI can crunch data to provide insights, it’s up to humans to critically evaluate outputs, question assumptions, and ensure decisions align with ethical and human standards.Creativity that breaks the mold: AI can generate ideas and even mimic artistic styles, but true creativity goes deeper. It’s about interpreting emotions, telling authentic stories, and sparking innovation. Pairing AI with human creativity ensures outcomes resonate as intended rather than creating a manufactured feel.Emotional Intelligence Is a Game-Changer in the AI AgeEmotional intelligence (EI, or often called EQ)—our ability to understand, manage, and use emotions effectively‌— is at the core of many soft skills. Take empathy, for example. It’s how we understand others’ feelings without imposing our own biases. While AI can translate languages or summarize feedback, it lacks the emotional nuance to detect sarcasm, cultural quirks, or the full weight of someone’s experience. Humans, equipped with EI, can bridge these gaps, ensuring interactions with colleagues, customers, or an AI agent remain meaningful.Human Oversight Matters to Prevent AI BiasAI isn’t perfect‌—it’s only as good as its programming. Embedded biases can lead to outputs rife with inaccuracies and cultural insensitivity. This is why human oversight is a critical component of AI usage. Professionals equipped with cultural awareness and emotional intelligence help fine-tune how AI serves different audiences, ensuring outputs align with inclusivity, ethics, and relevance.Additionally, the way we design prompts for generative AI tools can make or break their effectiveness. This process, called prompt engineering, is becoming a key skill. It requires a mix of technical accuracy and emotional intelligence.Soft Skills Build Better AI IntegrationsOrganizations that prioritize soft skills in conjunction with AI can find greater value in their AI use—not just in increased productivity, but also in employee engagement and brand authenticity. Here’s how:Blend AI with human creativity: Use AI as an ideation partner, but let human judgment and authenticity take the lead. Whether using AI for designing marketing campaigns or brainstorming new organizational strategies, the always-nearby human touch ensures authenticity for your organization’s values and customer needs.Adapt to global audiences: Organizations that use AI successfully know to localize AI outputs. They pay close attention to cultural differences to build trust in diverse markets. 

Why Soft Skills Matter More Than Ever in the AI Era

Why Critical Thinking MattersFaculty and instructional designers should consider the significance of cultivating student critical thinking skills in the development of program and course curricula. Critical thinking is an important skill for students to demonstrate to achieve success in higher education and professional work settings. Within the context of professional work, employers increasingly value employees with strong critical thinking skills. Individuals who can assess situations, make informed decisions, and solve problems effectively are assets to any organization. As such, the integration of critical thinking in higher education prepares students for the challenges they will face in their career settings.Learners who possess critical thinking skills frequently demonstrate the ability to make well-informed decisions. Through effective decision making, students possessing critical thinking skills consider multiple perspectives, analyze a variety of data sources, and then evaluate the implications of the available choices. Decision making using critical thinking can affect a student’s writing, research, and even time management skills. Stronger critical thinkers can problem-solve in both educational and personal settings, which leads to improved academic performance as they can address situations that may arise outside the classroom and still manage their school responsibilities. Students who demonstrate critical thinking skills often perform academically at the highest level and engage more meaningfully with course discussions; excel in assignments that require analysis, synthesis, and evaluation; and defend their viewpoints with appropriate research and rationales. In contrast, students lacking these skills struggle to grasp concepts taught in the classroom, apply psychological or theoretical concepts into practice, and evaluate or create work based on their knowledge. Students lacking in critical thinking skills often demonstrate lower confidence and autonomy and struggle to communicate clearly. These students may find it difficult to collaborate with their peers and engage in classroom or professional settings. Poor decision making and limited problem-solving abilities often lead to reduced academic success, lengthening time-to-completion rates and increasing attrition. Therefore, faculty should prioritize the fostering of critical skills to aid students in their ability to deal with practice problems in the workplace.The Role of Higher Education in Developing Critical ThinkingIn higher education, where the goal is not merely to transfer knowledge but to cultivate analytical abilities, critical thinking stands out as a vital component. Faculty members play a pivotal role in shaping the intellectual development of students, and by embedding critical thinking into course design, they empower students to navigate complex issues and engage with course material at a deeper level. Students equipped with robust critical thinking skills are better positioned to grasp complex concepts presented in the classroom and, more importantly, to apply these theoretical frameworks to real-world scenarios. Conversely, students lacking critical thinking skills may struggle not only to comprehend the material presented but also to bridge the gap between theory and practice. For instance, in disciplines like psychology, where the application of theoretical concepts is fundamental, critical thinking becomes indispensable.Instructors should create a learning environment where students feel comfortable expressing their ideas, posing questions, and providing support to their fellow peers. Further, students should be encouraged to offer critical feedback and accept and address constructive and developmental suggestions. Initial coursework should begin at lower levels of Bloom’s taxonomy of learning, as appropriate by the learning level itself, and then progress through the higher levels of cognitive development to challenge students to move toward analytical and creative levels. Providing an encouraging and supportive learning culture allows students to ask exploratory questions, process information in a way that works best for them, and take intellectual risks in a safe environment. The Future: Critical Thinking and AIWhen looking to the future of critical thinking skills, artificial intelligence (AI) must be considered. The integration of AI into society poses significant benefits and challenges to teaching and learning critical thinking skills. As higher education seeks to remain relevant, effective, and essential, faculty should thoughtfully consider how to utilize AI tools to foster and enhance critical thinking skills with their learners.

Why Critical Thinking Still Deserves a Front Row Seat in Online Learning

Technical skills, just like business skills, are evolving at a dizzying rate, with deep effects on the world of work.

Bridging the Growing Skills Gap With Verifiable Badges

They're creating computer code, carting food and passengers around in their own cars, and popping in monthly for a project meeting. What's their story? Are these occasional workers underemployed, unable to secure a salaried job? Are they Millennials and Generation Z-ers sampling different occupations before they commit to a career? Or Baby Boomers making some extra cash to supplement their retirement savings?They could be any of those―or none of them. Meet the gig workers, a burgeoning population in the labor force that is changing the way company leaders look at workforce planning and the way people view work."As individuals have entered the workforce and evolved, they are asking for more flexibility," says Kurt Heikkinen, president and CEO of staffing company Montage. And, as access to health insurance has become increasingly separate from full-time employment, "workers have really gained a sense of freedom. They look at [their careers] as a series of gigs, a series of projects and experiences, as opposed to a long-term career at a given employer."Figure 1: Gig Workers Look Like the Broader WorkforceThe following charts illustrate the demographics of self-identified gig workers compared with those of the entire U.S. workforce. Source: Morning Consult.But these aren't the typical temp staffers of yore―the "Kelly Girl" secretaries and Manpower workers who filled in for office staff when an employer had a hole in the schedule. Nor are they limited to the classic freelancers in creative fields―writers, editors, musicians, and graphic artists. Nowadays, gig workers run the gamut, from Uber drivers to IT technicians to travel nurses. And they are an integral and growing part of the knowledge economy.Many businesses have embraced this pipeline of on-demand talent. Yet, despite all the promise of the gig economy, it is a work in progress. The rules are still being written as companies and workers alike adjust to new ways of getting work done.Two Types of Gig WorkersGig work itself is not new. "People have always worked this way," but the prevalence and types of gig jobs have changed over the years, says Diane Mulcahy, author of The Gig Economy: The Complete Guide to Getting Better Work, Taking More Time Off, and Financing the Life You Want (Amacom, 2016). "This kind of work is growing at a rapid rate," she says, particularly in white-collar jobs and the tech economy.There are two types of gig workers, Mulcahy says: first, those who are searching for full-time work and need to make some cash and contacts while they job-hunt and, second, those who simply don't want or need full-time employment.The latter group includes a lot of younger people, for whom the idea of a 40-years-and-you-get-a-gold-watch kind of job is something their grandparents did. They aren't attracted to what they see as an outdated model of sticking with one company―or even one profession―for an extended time. But this group also includes retired or semi-retired people who may or may not need the money but who want to stay engaged and active regardless. And there are also mid-career folks who want the flexibility and freedom of doing what they want more or less when they want, drawing on years of experience to cherry-pick appealing projects.In the United States, more than 40 percent of workers are employed in "alternative work arrangements," such as contingent, part-time, or gig work, according to Deloitte's 2018 Global Human Capital Trends study. In a 2016 Adobe survey, 56 percent of office workers predicted that everyone will do some gig work in the future. Asked to look ahead to 2020, 28 percent of business leaders and chief human resource officers said they anticipated an increase in gig workers, the Deloitte study found."The vast majority [of gig workers] are folks who easily could go get [traditional full-time] jobs somewhere," says Lori Williams, vice president of fulfillment at Gigster, a software developer that has 80 employees on staff and works with 1,000 gig workers. "They've chosen this lifestyle."The top benefit of the arrangement for them is autonomy. They have greater control over their schedule and they can avoid routine annoyances such as bad managers, office politics, and interminable staff meetings. They also might learn new skills and gain valuable experience at a temporary stint, ultimately giving them the tools to advance in other gigs or in staff jobs.Employers, too, enjoy the perks of an open relationship, gaining access to skills and talent without having to commit to a full-time hire. And managers can supplement staff with gigsters who have the talent and knowledge not only to advance a project, but to teach regular employees new skills."It's really [about] how can we continue to scale as an organization?" says Vlasta Dusil, senior vice president of HR for computer technology company SAP's Cloud Business Group. "We talk about diversity, with gender, with different generations. In our view, this is another way of looking at diversity."Growing PainsStill, there are some drawbacks―for both sides. The "flexible schedule" so many people crave can lead to them being underemployed. The gig worker might also miss out on the advantages that come from committing to one employer. Among those advantages is professional development."How are these people going to train and develop and grow?" says Jennifer Graham-Johnson, SHRM-SCP, recently retired chief HR officer at WestRock Co., a paper and packaging products manufacturer."I do worry we are going to have a group of people who are . . . unable to advance" if they ever decide they want full-time employment because they haven't had the opportunity to develop their skills and knowledge through training and classes.Then there's the issue of employee benefits.Gig workers don't get health insurance, paid time off, or 401(k) contributions from employers. Offering them the same perks that staff members get could set an employer up for legal challenges and negate savings typically associated with hiring gig workers.It could also harm recruiting efforts. After all, good benefits are one of the selling points companies use to attract full-time talent. Why would people want to join your team as full-time employees if they can enjoy the freedom and flexibility of gig work and get the same benefits as regular employees?The bigger issue may be that offering the same benefits to contractors and regular staff could get the company in trouble with the IRS, which has a 20-point test to determine whether workers are independent contractors or employees entitled to the employer-paid share of FICA taxes. Microsoft and other employers have had to pay millions of dollars in back taxes and damages after being sued by workers who said they were paid like independent contractors but treated like employees.Figure 2: What Motivates Gig Workers? Source: Shiftgig, Profile of a Gig Worker, 2018.Playing Catch-UpGovernment and businesses are lagging on other fronts related to the gig economy, too. Banks, for example, might be skittish about lending money to a potential homeowner who doesn't hold a permanent job. And gig workers don't get unemployment benefits, COBRA, or worker’s compensation.Companies can help fill the gaps. One way is to offer voluntary benefits that are fully paid for by the worker but administered by the employer. E-commerce website Etsy, for example, has partnered with Stride Health to act as a health insurance broker for the people who create the art, jewelry, and other items sold on Etsy.Still, the gig economy is clearly moving faster than the institutions that deal with these workers."I don't think we've caught up to this type of worker," says Arthur Tacchino, chief innovation officer at the compliance technology company SyncStream Solutions. "The workforce is changing. So how are the coverage, insurance, and benefits going to evolve to fit the newer kind of workforce we are seeing?" There's no clear to answer that, Tacchino says."Regulators and courts are trying to apply 20th-century law onto a 21st-century problem," says Richard Meneghello, an employment attorney and partner at Fisher Phillips. "Our hope is that once people realize it's not just a passing fad, regulators and legislators will get more serious."One agency trying to change with the times is the Securities and Exchange Commission, which is taking a fresh look at compensation for gig workers. The agency is considering revising its rules to make it easier for people who are classified as independent contractors to receive stock awards from the companies that employ them, the New York Times reported.While governments and financial institutions adjust, the market for gig workers is maturing, fueled by technology platforms that help both sides of the work arrangement find each other. Online labor platforms such as Upwork, Gigster, TaskRabbit, and Freelancer are not only empowering the gig economy, but revolutionizing the way workers and companies connect."The technology is making the whole market more efficient," says Marion McGovern, author of Thriving in the Gig Economy (Career Press, 2017) and co-founder and former CEO of M Squared Consulting.Upwork, for example, connects computer-industry freelancers in 170 countries to employers who need their services, charging the worker a fee of 5 percent to 20 percent of the job's pay. ShiftPixy and others hire workers (paying the employer share of payroll taxes and taking care of other compliance issues), then "lend" them to clients in the hospitality and restaurant industries. The company has an app that allows people to broadcast their availability and apply for certain shifts in their communities.As Uber was creating its digital platform for drivers, the job market for gig work was exploding, says Scott Absher, ShiftPixy's CEO. "People are looking for ways to recobble their income," and these platforms make that more efficient, he says.Managing the GigSo how do today's people managers handle gig workers, follow the law, and head off potential tensions with full-time staff? Some tips:Decide who will drive the decision-making on hiring. A simple procurement process may be enough to fill an open gig for an IT techie, while a speechwriter for a CEO will likely require input from the chief executive.Pay people promptly. "I can't tell you how many companies are on 60- to 90-day schedules" for contracts, McGovern says. But individuals expect to be paid faster and more often.Know the law—and do not treat gigsters like employees. In fact, don't even use the word "hire" to describe the working arrangement, advised Rebecca Cenni-Leventhal, founder and CEO of staffing and recruitment firm Atrium. People who work gigs are "engaged," not hired, she cautioned.Protect confidential company information. This is especially important when using outside contractors for a business dealing with sensitive client information, such as health data and Social Security numbers.Let your own staffers gig―even at your company. Since many workers crave the opportunity to learn something new, offer full-time staffers the chance to develop by giving them a gig in-house.Keep staffers and gigsters separate, when warranted. "Having [gig workers] participate in regular team meetings or asking them for regular updates and reporting is not wise," says Cenni-Leventhal, as that may cause them to be viewed as employees rather than independent contractors. "Inviting them to one holiday party isn't too much of a risk, but when you start having them participate in team-building activities and attending company functions, it can get tricky."Make your gig workers feel welcome and valued. "Make sure you afford them the correct level of respect," McGovern says. "This is someone who is going to add to the team, bringing in skills or knowledge and experience to help the effort."On top of that, she adds, it's important to recognize the dignity of their career choice. After all, it's a work arrangement more business leaders can expect to manage in the coming years.Copyright 2019, SHRM. This article is reprinted from www.shrm.org with permission from SHRM. All rights reserved.

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