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Pete Hall is a capacity builder. Driven to impact others’ lives in a profoundly positive way, he channels his experiences as a school principal, life coach, and small-business owner into manageable lessons for continuous growth, personal improvement, and positive mindset. His written works include authoring more than 20 articles on leadership and publishing 12 books, including his most recent release, Always Strive to Be a Better You: How Ordinary People Can Live Extraordinary Lives.With numerous honors and accolades for his leadership on the local, national, and international stage, Hall has worked as a personal coach and mentor for business executives, professional athletes, weekend golfers, stand-up comedians, firefighters, school administrators, custodians, and more. He and his wife, Mindy, own and operate Strive Success Solutions, an international speaking and consulting firm.

Pete Hall

Two Strategies for Boosting Employee Morale and Organizational Commitment

December 2023 - TD Magazine

Adopting a proactive, rather than a reactive, approach to coaching can transform organizations.

Peer Coaching for Systemic Reflective Growth

The Internet Society, an international organization that promotes open dialogue on Internet policy, technology, and future development among users, companies, governments, and other organizations, recently announced its inaugural Internet Hall of Fame.Among the inductees is Danny Cohen, who developed the first real-time visual flight simulator on a general-purpose computer and the first real-time radar simulator. Cohen also was the first to implement "packet-video" and "packet voice" (Network Voice Protocol)—demonstrating the first application of packet switching to real-time applications—when he adapted the visual flight simulator to run over the ARPAnet.Other inductees include:Pioneers CircleRecognizing individuals who were instrumental in the early design and development of the Internet: Paul Baran, Vint Cerf, Danny Cohen, Steve Crocker, Donald Davies, Elizabeth Feinler, Charles Herzfeld, Robert Kahn, Peter Kirstein, Leonard Kleinrock, John Klensin, Jon Postel, Louis Pouzin, and Lawrence Roberts.InnovatorsRecognizing individuals who made outstanding technological, commercial, or policy advances and helped to expand the Internet’s reach: Mitchell Baker, Tim Berners-Lee, Robert Cailliau, Van Jacobson, Lawrence Landweber, Paul Mockapetris, Craig Newmark, Raymond Tomlinson, Linus Torvalds, and Philip Zimmermann.Global ConnectorsRecognizing individuals from around the world who have made significant contributions to the global growth and use of the Internet: Randy Bush, Kilnam Chon, Al Gore, Nancy Hafkin, Geoff Huston, Brewster Kahle, Daniel Karrenberg, Toru Takahashi, and Tan Tin Wee.Commenting on the 2012 Internet Hall of Fame inductees, Internet Society president and CEO Lynn St. Amour stated, “This historic assembly of Internet visionaries, innovators, and leaders represents an extraordinary breadth of vision and work. While the inductees have extremely diverse backgrounds and represent many different countries, each individual has an incredible passion for their work. We all benefit from their outstanding contributions to a global Internet, making it one of the greatest catalysts of economic and societal development of all time.”In conjunction with the announcement, the Internet Society has launched a website at www.internethalloffame.org that will showcase the inductees and their contributions on an ongoing basis. The website, which includes inductee photographs and biographies, will feature an ongoing, exclusive column series authored by Wired. Highlighting multiple inductees each month in Q&A interviews, the first interview will feature Internet Hall of Fame Pioneer Vint Cerf.

First Visual Simulator Developer Makes 2012 Internet Hall of Fame

ATD Links Archive - ATD Links

In Presence: Human Purpose and the Field of the Future, a companion book to the best selling classic The Fifth Discipline and its sequels,organizational learning experts Peter M. Senge, Otto Scharmer, and their coauthors Joseph Jaworski and Betty Sue Flowers provide an intimate look at the development of a new theory about change...

Interview with Peter M. Senge and Otto Scharmer

Certificate Program

Enroll in ATD’s Training & Facilitation Certificate course and learn how to master facilitation skills and techniques in hands-on practice sessions.

Training & Facilitation Certificate

The talent leader role has evolved from a reactive role to a proactive, strategic partnership with business leaders.

Are We There Yet?

As learning professionals enabling employees to reskill and upskill to meet the challenges of constantly changing performance requirements, helping to make employees “sticky” should be a priority.

Get Stickier: Hacking Your Brain to Become a Better Learner

Leadership is a daunting task.Leaders must set direction, align the people and processes to move in the desired direction, and ensure the creation of strategies, systems, and methods to achieve performance excellence. Simultaneously, leaders are responsible for enabling the organization to attract, hire, and maintain employees who are capable, engaged, and motivated. Piled on top of this is staying competitive in a world of frequent disruptions that require constant change. To add to the complexity, leaders are also responsible for the organizational culture regardless of how it is defined.To put this in perspective, culture is defined differently by everyone in the organization—and even academic definitions vary. Research includes many models and frameworks. Recent research, The Leadership Guide to Corporate Culture, published in the January-February 2018 issue of the Harvard Business Review (HBR), describes culture as an elusive lever for leaders “ . . . because much of it is anchored in unspoken behaviors, mindsets, and social patterns.” Even management guru Peter Drucker is quoted as saying “culture eats strategy for lunch.”If culture is such a quagmire, what can leaders do to enable success?Like all major conundrums, the first step is gaining a deeper understanding of the issue. This requires investigation and research. It means looking at the phenomena with a critical eye for discerning the various components and nuances. This takes time—which is not readily available to most senior leaders.One response to help leaders understand culture is in the aforementioned HBR article, which also includes a framework provided by Spencer Stuart, an American global executive search and leadership consulting firm based in Chicago, Illinois. The authors’ extensive research indicated two dimensions related to culture in all of the organizations (230 companies and more than 1,300 executives). The first is the organization’s orientation toward people interactions with a continuum that extended from independence to interdependence. The second is the organization’s response to change with a continuum from stability to flexibility. Using these two dimensions to form a 2x2 quadrant, the researchers discovered eight styles of culture (two in each quadrant).\* Does not add to 100%; represents the top two choicesLeaders have a difficult role, especially when it comes to guiding the organizational culture.Knowing where and how to start delving deeper is a first step. Using these eight styles is a useful place to start. As a leader, where do you want your organization to be in the matrix? Where are you now? How might you research companies to find out what works in their organization so that you can successfully apply those principles to your organization? As a leader, what style are you using in your personal behaviors? What are you modeling for your fellow employees?If you are a trainer or an internal consultant, how might you use this framework to help leaders tiptoe into the culture area? It is a mushy and uneven terrain with mine fields in unexpected places. This style framework is not a full blown solution. However, it is a useful guide to start a conversation that can lead to action and enable leaders to be more successful.References:Cheng, Y., Boris Groysberg, Jeremiah Lee, and Jesse Price. 2018. The Leadership Guide to Corporate Culture. Harvard Business Review, January-February.https://www.spencerstuart.com/~/media/pdf%20files/research%20and%20insight%20pdfs/the-leaders-guide-to-corporate-culture.pdfIntegrated Culture Framework by Spencer Stuarthttps://www.spencerstuart.com/what-we-do/our-capabilities/leadership-consulting/organizational-culture

Tiptoeing Into the Culture Arena

Only Focus on StrengthsFocusing on doing work that caters to your strengths has become extremely popular. In some cases, it’s been for good reason. Dr. Todd Hall recently explained in an article for Entrepreneur.com how the brain’s “negativity bias” has led many people over the years to spend too much time working in roles that require them to address their weaknesses and not enough in roles that focus on their strengths. This sabotaged their success by making them feel miserable and draining them of energy and enthusiasm. In such cases, getting people to spend more time with work that caters to their strengths makes sense.I first became aware of the need to concentrate on strengths reading the works of the management sage Peter Drucker. To identify your strengths, he recommended using feedback analysis, i.e. keeping a journal of decisions, including what you expect to happen as a result of a decision then recording actual results 9 -12 months later. This comparison of the difference between expectation and reality will provide insight about where you have strengths. Drucker believed the widespread practice of feedback analysis in the Calvinist church and Jesuit order helped explain why each came to dominate Europe within a mere 30 years.Strengths-based development exploded in popularity with the publication of Now Discover Your Strengths. In it, authors Marcus Buckingham and Donald Clifton defined strengths as natural talents combined with knowledge and skills. Continued research from positive psychology, which established the benefits of maintaining focus on signature character strengths, added a new wrinkle that further contributed to the growth of the strengths movement. The introduction of assessments to help people identify their strengths (for example, StrengthsFinder 2.0 and MCORE) makes it easier to concentrate on them.Personally, I’ve found that concentrating on my strengths makes me more effective. When my day-to-day tasks primarily involve my strengths and provide the right degree of challenge – not so overly challenging that I feel extreme stress nor so under-challenging that I feel bored – then I experience what psychologists describe as a state of “flow” or “optimal experience” which is characterized by feeling so immersed in work that time spent working passes quickly. Work that produces a feeling of flow is similar to the experience athlete’s describe as “playing in the zone.” It’s no coincidence that athletes use this phrase to describe their state when they are playing at their very best and producing superior results.For these reasons, it makes sense to spend most of your time and effort on doing work that caters to your strengths. Proponents of this approach would say, “don’t worry about your weaknesses; just focus on what you do well and the rest will take care of itself.”

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