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Nina Morel, Ed.D., is dean of professional studies and professor of education at Lipscomb University where she leads an innovative competency-based undergraduate and graduate program. She is the winner of the Milken National Educator Award and has taught at the secondary and university levels. As a school district administrator, Morel created and led a large scale coaching initiative. Morel is the author of “Learning from Coaching: How do I work with an instructional coach to grow as a teacher?” (ASCD, 2014); “How to Build an Instructional Coaching Program for Maximum Capacity” (Corwin, 2012); and "Redefining Competency-Based Education: Competencies for Life" (Business Expert Press, 2018).

Nina Morel

January 2017 - TD Magazine

Its initiatives validate and teach organizational competencies to bridge the gap between school and work.

Lipscomb University Has Stepped Up Its Effort to Prepare Students for the World of Work

Professionals who model being coached, provide trained coaches, train employees in coaching skills, and practice mindfulness can impact everyone—from frontline employees to C-suite executives.

4 Ways to Foster a Coaching Culture in Your Business

(From Forbes) -- The first day of the three-day Grace Hopper Celebration of women in computing kicked off with an afternoon of panels and talks about thought leadership, mentorship, sponsorship and more leadership exercises. Around four thousand women engineers and academics are in attendance, as well as women from tech companies recruiting Grace Hopper conference attendees.On Becoming a Thought Leader“One thing a thought leader can be is a change agent,” stated Professor Janet H. Murray from Georgia Tech.HP Product Manager Nina Bhatti said, “Creating credibility in an organization… to inspire others is to belive something is possible, and to invite people to join you in that quest to create it.” We remember Nina from a previous Women 2.0 event where she spoke on “intrapreneurship” – bringing traits of entrepreneurship to corporate environments like HP and big companies. She encouraged women to go outside of your own company or organization to build your network and gain more opportunities.Nina Bhatti reminded us that “opportunity is rarely gift wrapped with a big bow. When people give you a mess, they are telling you to go do it the way you think it ought to be done. Don’t just fix the edges and stitch it up. Remodel it – and make it into something better.” She left the audience with a book recommendation – It’s Not A Glass Ceiling, It’s A Sticky Floor.On Mentorship and SponsorshipCatalyst VP of Partnerships Emma Sabin talked about the benefit of mentorship programs:“Mentoring programs increase commitment from staff, increase staff loyalty to the organizaton, reduce turnover, improve performance and created greater knowledge sharing throughout the organization. We know also that women benefited form those programs – decreased stress levels (you know you’re not alone, you have someone to work with), increased job satisfaction (you have a better sense of where your work lies in the organization), and increased performance (someone guides and works with you to improve your performance).”Read more.

Women and Thought Leadership

Here are some practical first steps to help you prove learning ROI and effectiveness.

Beyond the Survey: Why L&D Needs More Than Smile Sheets to Show Impact

June 2019 - TD Magazine

Stay focused on the learning function’s goals and resist the lure of broader objectives.

Avoid Mission Creep

Most organizations track learner satisfaction and completion rates, but does that really move the business forward? Our joint research with ATD shows that only 43 percent of organizations report strong alignment between learning and business goals. That means more than half risk investing in training that fails to translate into performance gains and measurable outcomes.What Alignment Really Means and Why It MattersAlignment isn’t a buzzword; it’s the operating system for strategic L&D. True alignment exists when L&D leaders, HR, and the C‑suite share a common definition of success and design learning experiences to advance it. In practice, this means mapping every learning objective to one or more business KPIs, whether that’s revenue growth, customer retention, safety incidents, cycle time, or quality metrics. Hence, the connection between training and value is explicit, visible, and testable.This clarity does three things: Focuses limited resources on the highest‑impact skillsIncreases executive confidence in L&D investmentEquips teams to iterate quickly because outcomes are tracked with the same rigor as any other initiativeDiagnosing MisalignmentMisalignment rarely announces itself; it shows up as familiar symptoms. There’s overreliance on activity metrics (enrollments, completions, smile sheets) without behavioral or business indicators. L&D gets kept out of strategic conversations about growth plans or capability gaps. Demonstrating ROI becomes a struggle, which slows funding decisions. Programs stagnate as content falls out of step with shifting priorities. Each symptom erodes trust and makes it harder for learning to influence performance at scale.The Four‑Step Alignment FrameworkUse this simple, repeatable framework to tighten the connection between learning and results:Discover. Start with the business problem, not the course idea. Clarify the desired outcome (for instance, increase win rate from 28 percent to 34 percent in H2) and the behaviors that would move that needle. Interview leaders and exemplary performers; mine performance dashboards to identify capability gaps.Design. Translate outcomes into skills and practice. Build learning objectives that mirror the KPI and embed practice activities that simulate real work (role‑plays, system sandboxes, decision games). Co‑create content with stakeholders to maintain relevance and ownership.Deliver. Meet learners in the flow of work. Blend short, applied learning assets with manager‑led coaching. Managers influence a large share of engagement, so equip them with conversation guides, observation checklists, and micro‑challenges to reinforce transfer on the job.Measure. Track leading and lagging indicators. Pair learning analytics (progress, proficiency, practice quality) with behavioral and business signals (pipeline hygiene, NPS shifts, first‑call resolution, defect rates, time‑to‑productivity). Review results monthly with stakeholders and adjust.What High‑Performing Organizations Do DifferentlyIn our findings, high performers consistently co‑create training with senior leaders, focus on a small set of KPIs that matter to both HR and the business, and use performance data to continuously refine programs. The key difference is philosophical: They don’t just measure activity, they measure contribution to business success. This orientation turns L&D from a service provider into a strategic partner.Manager Enablement Is NonnegotiableEven the best course fails without manager reinforcement. Provide managers with “day‑one” toolkits like talk tracks, observation rubrics, and simple dashboards so they can coach to the targeted behaviors. Recognize and reward managers who model desired behaviors and create time for practice. When managers champion the effort, adoption accelerates and results stick. Managers account for more than 70 percent of team engagement, so their role is critical.Technology as an Enabler (Not the Strategy)Modern platforms can make alignment easier to execute. AI‑powered solutions such as Learn365, embedded in Microsoft Teams, bring learning into daily workflows and surface real‑time insights through Power BI dashboards. That matters when only a minority of organizations feel confident evaluating impact; technology helps consolidate data, automate evidence collection, and free L&D to focus on coaching and design. The tools don’t create strategy; they make good strategy scalable.Start Small, Prove Value, Then ScalePick one business outcome and run a 90‑day pilot. Example: reduce customer churn by two points. Map the chain of impact: skills (active listening, needs discovery) → behaviors (probing, summarizing) → metrics (repeat contact rate, NPS, renewal). Instrument your pilot with a pre/post skills check, manager observations, and a simple dashboard that pairs learner progress with operational KPIs. Share results with leaders monthly and capture quick wins and lessons learned.This approach builds a repeatable playbook: define outcomes, design for practice, enable managers, and measure what matters. Do it once, then standardize templates, data definitions, and governance so future programs start aligned rather than retrofitting alignment after launch.Where to Go NextAlignment doesn’t happen overnight, but it does happen by design. Begin with a single program and ask, “Which business outcome does this serve, and how will we know?”For deeper benchmarks and practical checklists, explore the full research report and see how peers are operationalizing alignment in the flow of work.

Driving Business Impact: Aligning Training With Strategic Goals

(From Business Wire) -- Workforce empowerment should be a priority for businesses if they want to retain top talent and stay competitive as the market recovers, according to a new white paper from talent management software provider Cornerstone OnDemand. "The Empowered Workforce: Crucial to Success in the New Economy" explores the notion of empowerment - what it means for employees, why it matters for the bottom line, and how organizations can leverage learning and HR strategies to foster employee empowerment."Closing the empowerment gap is about providing employees with the tools they need to learn and grow, encouraging them to make their own decisions and enabling them to contribute to the success of the business," said Charles Coy, Director of Product Marketing for Cornerstone OnDemand. "Empowerment also is a key driver of engagement, which can result in higher customer satisfaction, increased productivity, improved retention and a boosted bottom line."Research from the Gallup Organization shows that companies that had higher-than-average employee engagement also had 27 percent higher profits, 50 percent higher sales and 50 percent higher customer loyalty.1"Ultimately, every company wants employees who are engaged in their work and empowered to succeed in their roles," said Nina Ramsey, Senior Vice President of Global Human Resources for Kelly Services, a leading provider of global workforce management services. "Our customers want to work with front-line people who are fully capable of meeting their needs and are committed to delivering excellent service. It's Kelly's job to prepare our employees and ensure they are equipped to make key decisions that will help create loyal customers and, in turn, impact the success and profitability of our company."Read more.

Cornerstone OnDemand White Paper Examines Why Employee Empowerment is Crucial to Business Success

R. Karl Hebenstreit is a certified executive coach, leadership and organization development consultant, and international speaker with more than 25 years experience coaching leaders and their teams (from individual contributors to CEOs in myriad industries and sectors) to work better together and consistently exceed their organizations’ goals. He holds a PhD in Organizational Psychology and has authored three books: The How & Why: Taking Care of Business with the Enneagram (now in its third edition), Nina and the Really, Really Tough Decision (available in English, Spanish, French, and Greek), and Explicit Expectations: The Essential Guide & Toolkit of Management Fundamentals. Karl is motivated by seeing his clients achieve their full potential, professionally and personally. 

R. Karl Hebenstreit 

Massive turnover. Rapid market shifts. Disruption of global supply chains. Organizations are dealing with constant and rapid change. And HR teams must prepare for what’s ahead to help leaders of all levels handle the effects. To stay ahead of the curve, DDI research points to HR leadership best practices to help leaders and organizations thrive in 2022.1. Teach Leaders to Manage ChangeAs deep shifts take place in your business strategy, offer leadership training on managing change. Offering training consistently across all levels of leadership can help the collective organization effectively manage change. Even in HR, managing change can be a challenge. And with the increasing frequency and rapidity of changes, it is risky for any group to be unprepared.When training on managing change is offered in organizations, the likelihood of having strong leadership effectiveness doubles from 25 percent to 50 percent.2. Ensure Leaders Get Transition SupportIn addition to training on managing change, HR needs to keep a pulse on leadership development offerings. During disruptive times, priorities fluctuate so much that leadership development may be missed. According to the Leadership Transitions Report 2021, the percentage of recently transitioning leaders who received leadership skills training dropped from 61 percent in early 2019 to 48 percent in 2020.HR teams should evaluate their talent programs to ensure leaders are being set up for success. They should pay special attention to ensuring leaders get transition support during disruptive times. These are the times when leaders will need it the most.3. Focus on High-Quality Diversity and Inclusion ProgramsDiversity and inclusion (D&I) programs accomplish far more than just improving specific demographic numbers in your company. These programs have a strong effect on the overall culture of the workplace and help to attract and retain talent of all backgrounds. In fact, a DDI report showed that companies with strong D&I programs are nine times more likely to have overall high-quality leadership, and 28 percent more leaders are ready to fill critical roles. By focusing on increasing the quality of current D&I programs or starting one if it is currently nonexistent, HR teams can change the culture of their organizations for the better. In changing the culture to one that’s more inclusive and diverse, the organization will be more likely to recruit from a diverse pool, which opens the door to find more qualified talent faster.4. Use a Consistent Process for Hiring and PromotionsInconsistent hiring practices are inefficient and make implicit bias easier to creep into your process, and this can make it harder to make the right hiring decisions. As HR teams struggle to replace leaders, having a structured selection process in place will minimize potential bias and improve the quality of hiring and promotion decisions.To learn more, including the three top challenges HR needs to be able to overcome to thrive in 2022, read the DDI blog.

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