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Matt Sustaita is a sales effectiveness manager for Workday, where he specializes in workforce performance improvement and creating learning solutions for the sales organization. He holds a B.S. from California State University, East Bay and a Master’s degree in Education from Saint Mary’s College of California, and an additional master’s level certificate in Workplace Instructional Design from Boise State University’s department of Organizational Performance and Workplace Learning.Matt has worked in the Learning and Development space for the last decade. He has a proven track record of skilled instructional design, bringing passion and energy into the most complex projects. He engages participants of all age groups and backgrounds through experiential techniques and innovative learning activities. He develops engaging learning experiences by combining storytelling and technology.Matt lives in Concord, California, and spends his spare time volunteering with local disability groups and mentoring youth.

Matt Sustaita 

Ask a Trainer: Transitioning From K-12 Education to Instructional Design

The advice I give to teachers trying to move out of the industry is to research a role you're interested in and transition your experiences into that role.

From Classroom to Corporate Office

L&D has proven that they can solve problems differently, but the critical question is how can they do it differently well?

Rethinking Design for Sustainable Learning

From shifting employee expectations to rapid workplace transformation, the world of work is evolving at record speed. As we look to 2026, L&amp;D teams must navigate rising demands for personalization, manager enablement, and strategic alignment—without chasing every trend. Hosted by Matt Confer, VP of strategy and business development at Abilitie, and Nadine van Veen, director of learning and development at Ferrara, this session explores how experiential learning, simulations, and AI will shape sustainable strategies for the future of work.

During this event, you will learn to:


	Differentiate between short-term L&amp;D hype and long-term, scalable trends.
	Evaluate how emerging technologies can be integrated into sustainable learning strategies.
	Formulate a practical plan to future-proof leadership development programs in an AI-saturated world.


How to Accelerate Decisions & Empower Managers to Make Them

The Changing World of Work and What It Means for the Future of L&D

Among the most challenging recent workplace trends affecting talent retention is revenge quitting—when employees abruptly resign out of frustration or retaliation. But why is it becoming more common?Employees today value connection, work-life balance, and flexibility—and they know it’s possible to find those things in a workplace. When their current role denies them these basic benefits, frustration builds. Add in factors like mounting stress and return-to-office mandates, and the balance between what employees give to a job and what they receive in return tilts negatively, making revenge quitting a more attractive exit strategy for many.The impact on organizations is significant, from impossible workloads and spiraling performance to costly turnover and cultural instability. But here’s the good news: L&D has the power to create a culture that avoids these destructive patterns. Here are four strategies to prevent revenge quitting and build a more engaged workforce.1. Get Serious About Supporting Employee Well-BeingLeadership has never been more demanding. According to DDI’s Global Leadership Forecast 2025, 71 percent of leaders report higher stress levels since stepping into their current roles, and 40 percent have considered quitting leadership to improve their well-being. However, leaders in supportive work environments are:10 times more likely to excel in their roles.3 times less likely to experience chronic stress.2 times more likely to have energy at the end of the workday.DDI also found that only 30 percent of leaders feel they have enough time to execute their responsibilities effectively, making workload a major source of stress. While stress may seem inevitable, organizations can take meaningful steps to improve employee well-being. Start by creating work-life balance initiatives that lighten workloads, offering flexible work arrangements where possible, and providing stress management training. Finally, establish processes that help leaders balance priorities, delegate tasks, and focus on what truly matters.Improving well-being isn’t just a nice-to-have—it’s essential for retention and cultivating the environment your workforce needs and expects.2. Create a Culture of Respect and FeedbackIn a startling finding, DDI found that only 29 percent of leaders trust their manager to do what’s right. In the context of such low trust, patterns like revenge quitting suddenly seem less surprising. But while trust is complex, regular feedback can be a powerful way to strengthen it. Employees who receive feedback are 9 times more likely to trust their manager.Trust begins with open, two-way communication, and L&D must equip leaders to give and receive feedback effectively. Transparency around company goals and decisions further strengthens trust, helping employees feel connected to a greater purpose. By making feedback a regular practice and prioritizing transparency, organizations create a culture where employees feel heard, respected, and invested in the company’s success.3. Train Leaders to Be Effective CoachesManagers play a critical role in preventing revenge quitting, but only if they’re effective coaches. High-potential leaders and individual contributors are 2.7 times more likely to leave in the next year if their manager lacks coaching skills, according to DDI. But when managers excel at coaching, leaders are twice as likely to want more, and 9 times more likely to build trust. Regular one-on-one check-ins give employees dedicated time to discuss their wins, challenges, resource needs, and career growth while receiving direct coaching from their managers. Managers must lead with emotional intelligence to help employees feel understood, validated, and engaged—making them far less likely to revenge quit.4. Provide Development OpportunitiesHigh-potential leaders and individual contributors crave opportunities to learn and excel. In fact, DDI found that they are 3.7 times more likely to leave if their manager doesn’t regularly provide growth opportunities and 3.1 times more likely to leave if their advancement is too slow. Yet, when managers actively support employee development, trust skyrockets, and employees are 11 times more likely to trust their manager.This signals a mandate for L&D leadership. They must reinforce continuous development through opportunities like internal mobility programs, mentorship opportunities, and high-potential programs to prepare future leaders. Employees who envision a clear path for growth are more likely to stay, contribute, and thrive.ConclusionThe rise of revenge quitting signals a pressing need for L&D professionals to rethink not only engagement and retention strategies but company culture, too. When employees feel undervalued, unheard, or stagnant, they start looking elsewhere.The long-term benefits of preventing revenge quitting far outweigh the initial effort: a healthier workforce, more engaged leaders, greater performance, and a sustainable talent pipeline that makes for a resilient organization.

4 Strategies to Prevent Revenge Quitting: A Guide for L&D Leaders

Ericka Elliott is a Sr. Solution Manager with AchieveGlobal. Her primary role is to work with client organizations to manage and implement strategic solutions, blended workflow learning solutions and global learning initiatives. Ericka's role as a solution manager blends her expertise in project management, training solution implementation and strategic sustainment planning. She has more than 10 years in project management experience and has spent the last 8 years performing not only as a strategic project manager, but also as consultant for successful training implementations and behavior change initiatives. Ericka has partnered with a diverse group of organizations including Wal-Mart, Samsung, Morgan Stanley, and American Airlines to ensure that their multi-million dollar learning and development projects were planned and executed in a way that maximized learning effectiveness and had an impact business results. As a Sr. Solution Manager Ericka has demonstrated the analytical and organizational skills required to plan and organize multiple facets of complex performance improvement project; including outlining the training solution, defining goals and objectives, delegating tasks, coordinating resources and managing budgets and timelines. Her area of expertise extends from the facilitation of strategic project management to designing customized sustainment plans to maximize learning effectiveness. Ericka has extensive experience managing large, global implementations and specializes in blended learning solutions. Ericka's professional experience includes a wide-ranging employment background where she has held project management, business analyst and sales roles at Mellon Financial Corporation, Johnson & Johnson, and Hewlett-Packard. Before joining AchieveGlobal in 2005 she held the position of Field Sales Analyst with American Express. Ericka began her undergraduate studies at Bryn Mawr College and holds a Bachelor of Arts degree in Business Management from Chatham College. She also holds a Microsoft Project Specialist certificate and is a Certified Associate in Project Management (CAPM).

Ericka Elliott

Lisa Patt-McDaniel, a lecturer at The Ohio State University John Glenn College of Public Affairs, teaches public policy and strategic management. She has had a distinguished career in economic, workforce and community development. Since November 2016, she has served as the first CEO of Aspyr (formerly the Workforce Development Board of Central Ohio), leading strategies to place job seekers on paths to family-sustaining careers and helping employers build talent pipelines. Under her leadership, the board directs the Ohio Means Jobs Center Columbus Franklin County and partners with agencies to deliver innovative workforce solutions. She spent over 20 years at the Ohio Department of Development, culminating as director and a member of the Governor’s Cabinet, helping Ohio earn its third Governor’s Cup. At the Ohio Capital Corporation for Housing, she led community development efforts and established the Community Development Finance Fund to support economic development and housing in Franklin County and Columbus. A Certified Economic Development Professional, she serves on several boards, including the Ohio Workforce Association and the U.S. Conference of Mayors Workforce Development Council. She holds degrees in public administration from Miami University and The Ohio State University. 

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