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Nick Mora is an L&D leader with more than seven years at Accenture. He is a digital adoption platform manager, working on driving digital adoption through smart, user-focused solutions. He manages a portfolio of projects that embed DAPs internally at Accenture, spanning across 60-plus systems, ensuring training and support happen at the time of need. With a strong focus on data, behavior change, and user experience, Mora helps teams modernize how they approach training, change, and technology adoption.

Nick Mora

August 2025 - TD Magazine

To successfully implement new technology, use a digital adoption platform, which will ensure users receive the performance support they need.

Digital Assistance Increases Outcomes

February 2019 - TD Magazine

Book Capsules, February 2019

Successful future leaders will need cultural intelligence. The good news is that CQ is learnable.

Accepted and Familiar Behavior

While there are likely many adjectives to describe the last six or seven months as a federal government employee, few will disagree that this time has been marked by instability and disruption of the status quo. In fact, many have been personally affected through involuntary separations (“reductions-in-force” or colloquially referred to as “RIFS1”) or chosen voluntary actions to separate from the government earlier than planned (referred to as the Deferred Resignation Program or “DRP”). Even for most employees who remain carrying out their roles as dedicated public servants, this time has provoked a whole lot of emotion and soul-searching. Sounds like a good opportunity for coaching, doesn’t it?I have been a federal employee and certified coach through the International Coaching Federation (ICF) for 14 and six years, respectively. With the support of my organization, I became a Certified Professional Co-Active Coach (CPCC) through The Co-Active Training Institute (CTI) to provide in-house coaching for my workforce. I believe my dual roles provide me with valuable insights (and perhaps reminders of the human condition) to offer the broader community of ATD professionals, and specifically fellow coaches. Here are a few:Public servants are driven by mission. Not only is losing one’s job a financial calamity, it also affects one’s core identity (of course, not just in the public sector). The questions my clients (some of whom are officially separated) are wrestling with range from, “Who am I (without my career)?” and “Were my efforts in vain?” to “Are my values in conflict in the current environment, and if so, what should I do?” and “Where do I go from here?” When these questions are identified in coaching sessions, I apply a values framework to enable my clients to reaffirm their sense of self or discover potential changes in their values and how that might shape their next steps. Visioning out what the future may hold for them can be slow-going, given the impact they have been feeling.This leads to my second insight: People struggle with change and uncertainty. I have observed that the more intense, personal, and longer in duration the change and uncertainty are, the more challenging and complex the emotional impacts. Never before have I spent so much time holding the space for my clients to sit with their feelings. Many describe work environments as chaotic and zombie-like, where they appear to be themselves. One such client likened the experience to what may be felt by a victim of terrorism—the sense of cruel and indiscriminate pain inflicted on innocent folks. As a coach, I have focused more on creating a safe, non-judgmental space where clients can explore their feelings, often in conjunction with their values and identities. At the same time, I am even more sensitive to whether and how possible mental health lines are blurring in these conversations (which can be tricky to discern).Finally, how do I navigate being both a federal employee and a coach? This question became real for me as my specific, unnamed office was close to issuing RIFS to a large segment of the workforce, likely including me (and this remains a possibility). Self-management practices are more important than ever to ensure I am not “part of the story” (as journalists often say). Yet at the same time, I am perhaps unconsciously, until now, benefiting as if I were the client. The existential questions raised in these coaching conversations, previously noted, speak to me too. How the client makes sense of their new reality and plots out a way forward that is authentic for themselves can be meaningful to me (only after the session ends, when I have time to reflect). I recognize the criticality of active listening, focusing intently on what the client is saying, how they are saying it, and what they may not be saying, as well as being attentive to all of the non-verbal communications that may be present.There are no signs of change, and uncertainty will not diminish anytime soon. In fact, it may just be getting started. Regardless, many individuals continue to be affected. Fortunately, several resources have emerged to help these individuals. One such organization, Grounded Idealist, specifically its Coaching Collaborative, enables those affected to receive pro-bono coaching. I am a proud volunteer coach. For more information, please visit grounded idealist. 1 At the time of publication, courts continue to rule on specific cases pertaining to the legality of RIFs.

Coaching in Federal Government

Your training delivery management may need alignment with what your business actually needs. Read on for tips to ensure alignment in this area can facilitate better engagement, more growth, and increased customer satisfaction.

Five Key Methods to Improve Your Training Delivery Management

During a recent ATD online course, Essentials of Brain-Based Learning, the instructor, Margie Meacham, shared ideas for brain-aware activities that support engagement, retention, and application. The large group divided into small breakouts to delve further into how these activities, such as flash cards, graphic organizers, and videos, are actually used in their respective organizations. Back in the large group discussion for sharing excellent practices, one participant mentioned a technique that had not been discussed: concept posters. Concept posters are a staple for ATD Forum labs and sessions at the ATD International Conference and Exposition. Generally, they are customized and adapted for both the theme and the approach. They were also used during the 2014 ATD Forum Fall Lab at Cochlear in Centennial, Colorado, where the theme was The Suite Spot: Developing Agile and Innovative Leadership. Sample concept posters are provided based on this session. The purpose of a concept poster, a human-centered design method, is to concisely and visually convey the essence of a concept, idea, or point of view for the purpose of gaining support for implementation. It can serve as part of a business case to move an organization from the current state to a future state because it is a visual pitch story. The tool graphically conveys a compelling point of view; thereby, promoting a shared vision within a group. Additionally, concept posters help groups obtain buy-in from decision makers and provide a roadmap for moving forward. Developing Concept Posters Because the brain processes images faster than words, you can convey ideas much more succinctly in this graphical manner. The active physical engagement (doing) of the participants also contributes to neural connections. When facilitating the development of a concept poster, set the context by demonstrating how the concept poster can distill of a lot of information into its core essence by using a compelling graphic and a few words. The primary rules for a concept poster include being self-explanatory and visual. Using a blank large sheet of paper, the facilitator can sketch a quick outline of where elements might appear on the poster or show an example. Some of the components might include the following: title for initiativetagline for initiativeprimary stakeholderskey featuresprimary goalstimeline for implementationbenefits of the initiativesketch or diagram the idea. Easel size paper is ideal for sharing and communicating with others. While a concept poster can be either an individual or small group activity, it can be completed in 15-30 minutes. Once completed, feedback on how others understood and received the message is extremely valuable. In some Forum labs we have added a formal process for reviewing and feedback. Having other participants use questions to get further clarity can be meaningful and helpful. For this feedback process we place the posters on the wall and let another group use a “check list” and discussion to assess the poster for clarity and meaning. Here are some resources to assist with developing a concept poster. Like all new activities, sometimes it is more effect to “just do it” and not introduce it as a “concept poster method for the human-centered design toolkit.”Resources Innovating for People: Handbook of Human-Centered Design Methods. LUMA, 2012. “Concept Poster Session” by Gamestorming Blog.“Inside the Learning Brain” by Nick Van Dam. T+D, April 2013. “Tool: Business Design Concept Poster” by Noise Between Stations Blog. “Speed of Processing in the Human Visual System” by S. Thorpe, D. Fize, and C. Marlot. Nature, 1996, Volume 381. Effectiveness of Visual Language, Wharton School of Business Infographic.

Concept Posters: Incorporating Brain-Aware Methods into the Curriculum

If you’ve ever dismissed optimism as simply a “nice to have” personality trait, something you’re either born with or not, it’s time to rethink. In a world that’s moving faster and feeling more uncertain by the day, optimism is no longer optional for leaders. It’s a strategic leadership skill, and one that must be practiced intentionally.As we often say: great leaders aren’t born, they’re made. That applies just as much to mindset as it does to technical ability. The leaders who make the greatest impact on their teams, their cultures, and their results are those who choose optimism, especially when it’s not easy.Optimism Fuels Forward MovementIn Lead In 30, the third pillar of leadership is movement. This is the ability to identify and remove the obstacles (including limiting beliefs and negative narratives) that are keeping a team stuck. Optimism isn’t about ignoring problems; it’s about believing that progress is possible. It’s what gives leaders the energy to keep moving when the easy thing would be to stop, and what inspires teams to stay engaged when the path forward isn’t clear.In Power In 30, we compare human mindset to a cell phone battery: without being recharged, even the smartest leaders lose capacity. Optimism is the power source. It doesn’t eliminate challenges, but it fuels resilience, persistence, and creativity in facing them.It’s Not Naïve, It’s StrategicSkepticism may feel safer. It gives the illusion of realism. However, research consistently shows that optimistic leaders have higher performing teams, better employee engagement, and stronger cultures of accountability. Why? Because optimism drives clarity and alignment, two of the other core pillars we teach.A leader who communicates an optimistic vision creates clarity about what’s possible, not just what’s probable. That mindset shapes the team’s goals, efforts, and behaviors. In short, optimism sets the tone for what’s worth working toward.Alignment, in turn, is easier to create when people believe the future is worth aligning to. When a leader paints a vision of possibility and backs it up with thoughtful strategy and clear priorities, teams move faster, stay engaged longer, and overcome obstacles with more cohesion.The Excuse Trap vs. the Ownership MindsetThe opposite of optimism isn’t pessimism, it’s blame. When things go wrong, it’s tempting to explain it away: “Our team isn’t ready,” “The market’s too volatile,” “This company just doesn’t value innovation.” While those may feel true, they trap us in a cycle of excuses.We call that the Excuse Trap. Escaping it starts with a mindset shift: optimism is the gateway to ownership. When you choose to believe things can improve, you also choose to take responsibility for making them better. Optimistic leaders don’t pretend everything is perfect, they confront hard realities and still commit to moving forward.Optimism Is ContagiousLeadership is emotional energy management. How you show up determines how your team feels and how they perform. If you enter a room with stress and scarcity, your team mirrors that. But if you bring possibility and purpose, they rise to meet it. That’s why we say optimism is a leadership multiplier. It creates psychological safety, fosters innovation, and helps teams embrace change with courage rather than fear.How to Practice Optimism on PurposeOptimism doesn’t mean putting on a fake smile or ignoring hard truths. It means choosing your focus with intention. Here are a few ways to lead with optimism today:Reframe challenges:  Instead of “Why is this happening to us?” ask, “What’s the opportunity here?”Celebrate progress: Highlight even small wins to build momentum and morale.Set vision-driven TKRs: Link team goals to a bigger purpose. Let people see how their work contributes to something meaningful.Talk solutions, not just problems: Create space for dialogue around what can be done, not just what’s going wrong.Model recharge: Unplug, reset, and come back recharged. Leaders who never rest burn out their teams.Find the Power in OptimismLeadership isn’t about being the loudest voice or having all the answers. It’s about creating the conditions for belief—in the team, the mission, and the future. That belief starts with you. Optimism is a choice, and when leaders choose it consistently, it becomes a culture.

The Most Underrated Leadership Skill? Optimism

As the workplace evolves, so do the demands on leadership. The way we lead, train, and develop people must adapt to shifting expectations and challenges. For 2025, three pivotal leadership development trends stand out. Ignoring them could leave your organization falling behind—but embracing them can propel your team forward. Let’s explore these trends and how programs like Lead In 30 are designed to address them.1. Personalized Leadership DevelopmentGone are the days of one-size-fits-all training. Today’s leaders expect development programs tailored to their unique needs, experiences, and challenges. In 2025, personalization will take center stage in leadership development.This trend mirrors broader shifts in employee expectations—whether it’s personalized benefits, work-life balance arrangements, or development opportunities. Leaders no longer want generic advice; they want actionable insights relevant to their teams and industries. At Lone Rock Leadership, we help leaders install what we call the LeaderOS, a customizable scalable framework which focuses on clarity, alignment, and movement. Think of it as a leader’s own personal operating system for how they lead.These principles allow leaders to identify their personal areas for growth and immediately apply lessons to their real-world scenarios. Programs that offer practical, tailored learning are more effective because they meet leaders where they are. This helps them move forward in an authentic way. 2. Emphasis on Measuring ImpactLeadership development is no longer about checking boxes; it’s about delivering measurable business results. As organizations invest heavily in training, they rightfully demand proof of its effectiveness. In 2025, companies will increasingly adopt tools and methods to track ROI for leadership programs.Traditional training often focuses on theory rather than practice, leading to gaps between learning and application. Lead In 30 bridges that gap with clear, actionable frameworks. By aligning leadership development with measurable business outcomes, companies can see direct improvements in productivity, team morale, and innovation.Tracking results also means leaders must focus on competencies that drive real impact, such as problem-solving, influencing culture, and strategic decision making. Programs that incorporate these elements can show tangible benefits—boosting organizational performance while helping leaders grow.3. Preparing for Hybrid Leadership ChallengesHybrid and remote work aren’t going anywhere. In 2025, leaders must refine their skills to navigate this change more effectively. Hybrid work creates challenges in communication, team cohesion, and accountability—but also provides opportunities for innovation and flexibility.Those in leadership development need to tackle these challenges head-on by teaching leaders how to foster alignment and psychological safety in any setting. Whether a team is remote, in-office, or a mix of both, the ability to manage change, set a clear vision, and create shared accountability is critical.Hybrid leadership also requires stronger social intelligence and empathy. Leaders who can adapt their communication style, engage with diverse perspectives, and build trust in virtual spaces will succeed. Programs emphasizing these soft skills will become indispensable as workforces continue to evolve.Why These Trends MatterLeadership development isn’t a “nice-to-have”—it’s a business imperative. Organizations can create leaders who inspire teams and drive results by focusing on personalization, measurable outcomes, and hybrid leadership challenges.In 2025, the best programs will be those that adapt to these trends while maintaining simplicity. Leaders don’t need more information—they need actionable frameworks they can trust. That’s where you come in: to help leaders focus on what matters most, create clarity, build alignment, and generate movement. It’s leadership made practical, purposeful, and powerful.Are you ready to embrace the future of leadership? These trends aren’t just predictions—they’re necessities. What are you doing to stay ahead by developing your leaders the right way?

3 Leadership Development Trends You Shouldn’t Ignore in 2025

When we think about virtual meetings, managers often think, “They’re just not worth the time and trouble,” so they settle for a conference call or an email blast.  In many cases that mindset is correct: if the meeting won’t be productive, why bother? You should rethink that, though, because there’s a significant return-on-investment (ROI) if virtual meetings are properly planned and led.Any time we talk about ROI, we need to clearly define our terms. What, exactly, are we investing? Well, in the case of a truly successful web meeting or virtual session, it is both money and social capital. Bear in mind that the platform you use (WebEx, Adobe Connect, Microsoft Lync) has very little statistical impact on these numbers.Let’s do the mathFirst, let's start with the basic facts, then plug some numbers into them:Study after study reveals that people feel 2/3 of their time in online meetings is wasted.The average online meeting lasts a little longer than one hour. ( It's actually about one hour and 15 minutes, but let's keep the math simple and use one hour as our base.)This math won't include the cost of the platform itself, or the phone bill. Let’s just consider the human costs—time, sanity, and we won't roll in after-work bar tabs.Okay, now time for some simple math:How many people are on your average meeting?Multiple that number by their hourly salary. As a base, $50,000 is about $25 dollars an hour, so let's work with that. Five attendees works out to $125 for an hour meeting, right?Not so fast. There is the amount of time you spend preparing for the meeting. Surely that adds at least half that much time, or another $65 or so. Of course, if each person isn't spending at least half an hour preparing for the meeting you may have discovered at least one reason they don't go so well. We're up to $190 or soAs we know, a bad meeting leads to either rework or another meeting so it's safe to assume that leads to another meeting. Let's call it $400 even.If two-thirds of that meeting is wasted, we've flushed about $266 right down the tubes. And that’s just one meeting.This doesn’t include the cost of the technology itself, which is wasted if nobody uses itNow, how many meetings a day do you hold? WebEx alone hosts more than 11 million meetings each day. The numbers should make your head hurt.Those are just the basic financial costs. Now add in the social costs: teams that are disengaged from their work, deadlines missed or rework caused by lack of good information, and general frustration and grumpiness, which can lead to unproductive behavior, turnover, and terrible team morale.Tech alone isn’t the answerSome people will have you believe that the right technology will solve that problem. To a degree, that’s true. Whichever web platform you use should have some basic synchronous features like white boards, chat, screen sharing, and so on. Webcams and breakout rooms are nice tools, as well. But technology alone won’t solve the problem for two reasons.First, most people don’t use the tools well (or at all). Studies show that 75 percent or more of people use only 25 percent of the features available in webmeeting tools. Additionally, more than 80 percent of meeting leaders have never received any training or coaching in the proper use of the technology before trying it out on live victims. Not a recipe for success, you’ll agree.Second, if meeting leaders have a perfect understanding of the powerful technology at their disposal, it’s essentially wasted if they don’t have the skills and motivation to do the human things that make all the difference.  Do your teammates participate and add value, or are your webmeetings just a chance to sit on mute and answer email?Bottom line: Planning and leading meetings are core skills for all managers, team leaders, and anyone working in a remote or virtual environment.  How is your organization helping people develop the core skills they need to get the most from their teams in this new world of work?Earn an ROI certificate from ATD and learn how to measure business impact using a proven methodology. 

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