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Charles Good, president of IMS, embodies 'Curating Knowledge, Amplifying Impact.' With over a decade at IMS, he is key in delivering transformative learning experiences that drive results and career growth. Charles also hosts a popular leadership podcast and writes on leadership and learning, focusing on mid-market companies. He previously spent over a decade as a lecturer at the University of Nevada’s Business School. 

Charles Good

By leveraging AI-driven tools alongside traditional coaching, organizations can make leadership development more scalable, effective, and data-informed. 

The Future of Leadership Is Personalized, On-Demand, and AI-Powered 

Gain control of your bad habits to master your full potential.

How to Stop Bad Habits and Start Good Ones

No amount of luck, talent, brains, or good decisions can compensate for your habits and your routines.

Four Simple Habits of Top Performers

Artificial Intelligence (AI) stands at the forefront of technological innovation, holding immense promise for the future. It’s shaping industries, revolutionizing healthcare, and pushing the boundaries of what is possible in science, automation, and communication. But one of its most profound impacts will be in talent development, where AI-driven learning platforms, personalized coaching, and intelligent training systems are redefining how we grow and adapt in our careers.That paragraph was written by ChatGPT©, an artificial intelligence chatbot. I asked it what the benefits and potential dangers of AI were, particularly in our field of talent development.Artificial intelligence can be defined as any system that mimics human behavior and produces comparable results. It’s been around in one form or another since humans began doing science. The abacus, for example, was in use in Sumeria as early as 2600 B.C.E. In the early 19th century, Charles Babbage introduced the first mechanical computer, while IBM brought us the first general-use electronic computer (the ENIAC) in 1945. Technology presses on.Today, we engage artificial intelligence in nearly every aspect of our lives. Pressing an elevator button, doing an internet search, and setting a destination on the GPS in our cars are all forms of modern AI. These are known as “special use” forms of AI. But that’s not the kind of AI grabbing everyone’s attention these days.What has our attention now is Artificial General Intelligence (AGI). This is the type of AI that mimics human intelligence, behavior, and thinking. That conversation with ChatGPT© is a good example. I asked it a question, and it gave me an answer. But it wasn’t just a technical question with an objective answer. I asked for its subjective opinion—and it gave it to me.AGI holds incredible potential, harnessing the whole of human knowledge and applying it to myriad challenges: medical diagnoses, more efficient manufacturing processes, and education, to name a few. But perhaps nowhere is AI’s influence more evident than in talent development. AI is transforming how we learn, reskill, and advance in our careers. Intelligent tutoring systems and adaptive learning models now make professional development more accessible and tailored to individual needs. Organizations can analyze workforce trends, identify skills gaps, and even predict future training demands with unprecedented accuracy.However, with all these advances come valid concerns. It’s not just the “machines are taking over” fear, although that remains a popular talking point. There’s the issue of AI-driven assessments—are they accurate, unbiased, and fair? There’s also the risk of over-relying on AI for hiring and promotions, which could reinforce existing biases rather than eliminate them. And, of course, the impact on jobs: AI is streamlining processes but also replacing roles, a trend that has repeated throughout history. If you doubt that, go ask your town crier, elevator operator, or milkman!So, what’s the solution? Like any other form of technological advancement, we must treat AI like a tool—a sharp knife, if you will. It can do a lot for us, but we’ll need to handle it with care. We’ll also need to master it, using it thoughtfully and ethically to support human progress.Beyond job displacement, AI presents ethical risks, including its potential for misuse in surveillance, misinformation, and biased decision making. As AI continues to evolve, organizations must implement responsible practices to ensure fairness and transparency in workforce development.Another challenge is AI’s increasing complexity. As these systems grow more advanced, they may operate in ways that are not fully understandable or controllable by humans. This unpredictability is particularly concerning in education, career planning, and corporate training, where clear decision-making processes are essential.So, I went back to ChatGPT© and asked for its advice. It said:The future of AI is full of potential, but it must be approached with caution. By harnessing its power responsibly, AI can become an invaluable tool for progress. However, without careful management, its rapid advancement could lead to unforeseen challenges that require proactive solutions. The key will be ensuring that AI enhances humanity without compromising our values.Who can argue with that? As we navigate this evolving landscape, particularly in talent development, let’s make sure we’re using AI as a partner—not a replacement—to help people learn, grow, and thrive in the future of work.

The Future of Artificial Intelligence: A Double-Edged Sword

Traditional approaches to training are not well suited to the realities of the factory floor. Despite tremendous progress in philosophy, format, and systems, the majority of manufacturing training hasn’t changed in decades. According to a recent Industry Week survey, 72 percent of manufacturing companies still rely on shadowing as their primary method of training.
The good news is, a confluence of perfect conditions is happening now, from technology maturity to demographic shifts, that makes it the perfect time to adopt always-on, digital learning for your factory workers.
Join us for this 60-minute webcast in which you will learn:

best practices for training factory workers
tips for managing workforce skills
how to get production and operations excited about training
how to capture, share, and apply knowledge in the flow of work.
 


Driving Productivity on the Factory Floor With Continuous Learning

Jack Appleman, APR, CBC, is a prominent writing instructor, coach, and author who is committed to helping individuals achieve better results with their writing. He is driven by the belief that everyone can significantly improve their text by following a series of straightforward steps. Jack’s workshops, webinars, and coaching sessions have helped thousands of working professionals become more confident and proficient writers.As principal of the Monroe, New York–based Successful Business Writing, Jack brings more than 25 years’ experience as a corporate trainer, professor, and public relations professional. He is a frequent speaker and has published several articles on the importance of good writing. He’s also contributed to several articles in the Wall Street Journal. In 2015, Jack received the Charles T. Morgan Award for lifetime excellence in corporate training from the Association for Talent Development’s Northern New Jersey chapter.A professor since 2001, Jack teaches technical writing at Southern New Hampshire University. He received the accreditation in public relations certification from the Public Relations Society of America and the Certified Business Communicator designation from the Business Marketing Association. Jack also has a BA in communication from Ohio State University and an MS in journalism from Ohio University. He is studying for a PhD in organizational communication at the State University of New York at Albany. He can be reached on Twitter @writecoachJack and by email: jack@successfulbusinesswriting.com.

Jack E. Appleman

 By 2025 Millennials, individuals between the ages of 20 and 35, will comprise 75 percent of the global workforce. Organizations are justifiably concerned about attracting and retaining them. Many articles on Millennials often focus on their desire to find purpose in their work and to collaborate. But to truly understand Millennials requires a broader perspective. Longing to Connect When the global marketing firm McCann WorldGroup surveyed 7,000 Millennials in 2011, it found that more than 90 percent of those surveyed rated “connection and community” as their greatest need. As the researchers put it: “To truly grasp the power of connection for this generation, we can look at how they wish to be remembered. It is not for their beauty, their power, or their influence, but simply for the quality of their human relationships and their ability to look after those around them.” Connection is a bond that promotes affection, trust, and cooperation. Connections can be tight, as with family members and close friends; or connections can be loose, as with acquaintances. The opposite of connection is to feel unsupported, left out, or lonely. Feeling Disconnected Despite their avid use of social network sites and cell phones, whether for calls or text messaging, there is evidence that Millennials actually experience less connection these days. While it may seem counter-intuitive, increased media use is a contributor. Excessive media use has been shown to diminish connection. Research by Norman Nie at Stanford concluded that an hour spent on the Internet reduced face-to-face contact by 23.5 minutes. The lack of meaningful connection makes individuals vulnerable to stress, anxiety, depression, and addiction. Connection is one of the most effective ways human beings cope with stress. Feeling connected to others reduces the levels of stress hormones, including cortisol, epinephrine, and norepinephrine. Without connection and other healthy means of coping, stress has been shown to produce emotional and behavioral disorders, including anger that leads to a fight response, fear that leads to a flight response, and depression that leads to the body shutting down. Many people deal with their stress by self-medicating with the use of alcohol, mood-altering legal or illegal drugs, binge eating; cutting; or promiscuity. These behaviors provide short-term relief by stimulating the brain’s reward centers, but they eventually rewire the brain with a negative-reward reaction so that cessation exposes the addicted individual to unpleasant sensations of withdrawal. Creating Connections  Employers are wise to help Millennials experience the connection they desire so they perform at the top of their game and avoid negative coping behaviors. Here are three ways for employers to connect with their Millennial workers.Communicate an Inspiring Vision—and Live It. Millennials want to work for a cause greater than themselves. Being part of an organization that has a mission that serves others helps. Meaningful core values also connect Millennials to the organization, especially if they see leaders living them out. I recommend identifying and consistently communicating simple and memorable phrases that reflect your organization’s mission and values. Here are a few examples: The most useful and ethical financial services in the world (The Charles Schwab Corporation) Connecting People with HealthCare (Beryl Companies) Opening the Highways for All Mankind (Ford Motor Company) The Change Agency (FCB New Zealand) Making Cancer History (M.D. Anderson Cancer Center) Learning to Change the World (TCU) Don’t Be Evil (Google) Strive for perfection, settle for excellence (Alpha International) In the spirit of straight talk (Pfizer)  Value Them. Valuing people is the heart of connection. Take time to get to know Millennials, including their career aspirations, past work experiences (ask what fired them up and what burned them out in past jobs), their strengths, the skills they want to develop, and even what there interests are outside of work. Encourage and mentor them so they learn and grow. A 2014 IBM Institute Study showed that Millennials prefer face-to-face contact when they are learning new skills. When you give Millennials projects to complete, don't micromanage. Be clear about what you want them to deliver, and let them know you are available if they run into obstacles or would like your advice or assistance. This gives them autonomy and conveys your respect for their competence. Give Them a Voice. Many Millennials want to be in the loop and have a voice in decisions that affect them. This isn't always possible when time is of the essence. However, if the situation permits, explain what you are thinking about an issue and ask them what is right, wrong, or missing in your analysis and perspective. Consider their opinions and ideas, then implement those that make sense—giving them credit it’s when due. Communicating an inspiring vision and living it, valuing people, and giving them a voice engages Millennials (and the rest of your employees as well). You’ll find that engaged employees put greater effort into their work, align their behavior with the leaders’ and organization’s goals, and more fully communicate so that decision makers have better information to make optimal decisions  These advantages provide a powerful source of competitive advantage. Editor’s Note: This post is adapted from Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding at Work.

3 Ways to Connect with Millennial Employees

Winter 2014 - The Public Manager

This summer, SBA's Administrator Maria Contreras-Sweet, NASA Administrator Charles Bolden, Senator Ben Cardin (D-MD), and I released SBA's FY2013 Small Business Procurement Scorecard at NASA's Goddard Space Flight Center.

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