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Gerry Reid

Accelerated Learning Technical Training Can Be Fun

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Is Your Culture Innovation-Ready?

The pace of change is accelerating, driven by technological disruption, shifting economies, and evolving workforce expectations. These create a readiness gap that limits performance and innovation. Join Cornerstone and ATD for a 30 minute session to see how Cornerstone Galaxy, our people growth platform, helps organizations close skills gaps, unlock agility, and build workforce resilience. 

DEMO: Future-Ready Talent: Driving Agility and Skills Growth

Leadership Potential Isn’t the Same as Readiness

Kerry Hearns-Smith is an innovative leader in the transformation and future-focused readiness space. As digital disruption and workforce dynamic shifts have been emerging over the past10 years, Kerry has been committed to helping clients of all sizes prepare and transform for new ways of working and learning. As a senior leader, she has over 20 years experience leading large-scale transformation initiatives for clients in a variety of industries, including British Petroleum (BP), Ernst & Young, Waste Management, and Xerox. Prior to that, Kerry established her foundation in Organizational Psychology and built organizational performance solutions for companies such as AT&T, Hershey, Abbott, UPS, FedEx, PWC, and others. Her deep understanding of human dynamics paired with her experience with organizational performance transformation allows her to expertly guide organizations in being prepared and establishing the ability to adapt at the pace in which work and learning are transforming in order to remain relevant and competitive. Kerry holds a Master’s of Science in Organizational Psychology and has also completed extensive Doctoral work in Organizational Psychology at Capella University.

Kerry Hearns-Smith

Michelle Reina, PhD, is co-founder of Reina Trust Building, a global firm specializing in transforming workplaces—and lives—through trust. Reina’s focus for 30 years has been researching trust and developing practical methodologies and tools to assess and measurably strengthen trust in workplace relationships.Leaders, teams, and organizations such as American Express, Ben & Jerry’s, Center for Creative Leadership, Dartmouth Hitchcock Medical Center, Johns Hopkins Medical Center, Harvard University, Johnson & Johnson, Lincoln Financial Group, Miller Coors, Nokia, Toyota, Turner Broadcasting (CNN), Voya Financial, VISA, Yale University, Walt Disney World, and the US Army and Treasury Departments have leveraged Reina’s comprehensive trust-building system. Through consulting, speaking, training, and coaching, Reina supports people not only to build trust but also to rebuild trust, regain happiness and joy, and work productively again in relationships where trust has been compromised.Reina’s work is based upon an underlying premise that all business is conducted via relationships, and trust is the core foundation to effective relationships that produce results and forge human connection.Reina believes that all people want, need and deserve to have trust in their relationships with others, and in themselves.Reina and her husband, Dennis Reina, are co-authors of two business bestselling books: Trust & Betrayal in the Workplace, 3rd edition and Rebuilding Trust in the Workplace.

Michelle Reina

Terry Heiney manages Learning.net, a boutique-sized LMS provider that specializes in customized LMS implementations designed for unique business niches. Terry has worked in corporate training and education for 40 years. Until taking over the reins of Learning.net in 2002, he developed curriculums for a list of Fortune 500 companies in verticals, including hospitality and restaurants, financial services, airlines, and high technology. Learning.net bought his lifestyle consulting firm in 2002, and Terry took an upside-down continuing education provider and turned it into a profitable SaaS company.

Terry Heiney

 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?

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.

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