I’m a licensed psychologist, with a specialty in industrial and organizational psychology. I’ve been practicing for about 30 years now. Currently, I serve as the Assistant Vice President for Learning and Development at Emory University. I lead a department of 16 people, which is divided into four distinct teams: Learning and Development, Workplace Culture and Belonging, Organizational Development, and Talent Management.
I’ve been with Emory for 14 years. In addition to my role at Emory, I’m also a part-time professor in the Master’s of I-O Psychology program at the University of Georgia. And now, I also teach part-time at Emory’s Goizueta Business School, where I lead a course focused on self-awareness for leadership and team building.
What skills do you believe will be most critical for leaders to develop over the next five years?
For anyone managing people, I’m a big fan of Patrick Lencioni’s Ideal Team Player model, which emphasizes being humble, hungry, and smart. I think these qualities are absolutely essential. We need leaders who are humble – who don’t need to be the center of attention. We need leaders who are hungry – driven to get things done. And we need leaders who are people smart – emotionally intelligent, with the people skills to lead others effectively.
I’d also add integrity to that list. It’s closely tied to humility, but I think it deserves its own mention. I’m still a huge fan of the Turknett Leadership Character Model. I believe it’s more relevant today than ever. Good leadership requires a balance of respect and responsibility – you need to have both. And in my experience, finding that balance is incredibly difficult. But that’s the kind of leadership we need now more than ever.
How can leaders build a culture that encourages continuous learning and growth?
First, leaders have to personally value continuous learning and growth. If they don’t see its importance themselves, it’s hard to encourage it in others. Once they do value it, they need to create an environment where learning is expected – and even hold their people accountable for it.
One reason this matters so much right now is because a significant portion of the workforce – I’ve seen estimates ranging from 33% to 40% – will be eligible for retirement in the next five to seven years. That means succession planning is critical. The math just doesn’t add up – we can’t expect to hire 40% of our workforce from the outside to replace key individuals. We have to be proactive about developing talent from within. Tools like the nine-box model can help us identify future leaders who are three, five, or seven years out and start investing in their growth now. Leaders need to understand that part of their job is preparing their teams for the future.
People, Millennials and Gen Z in particular, want to work somewhere they can grow. If they don’t see that opportunity, they’re going to find someplace else to work. They’re not just looking for a job – they’re looking to develop a career.
So, leaders need to support learning and development at every level – and importantly, they need to be secure enough to not feel threatened by it. Sometimes leaders hesitate to invest in their team’s growth because they’re afraid of being replaced or outshined. That mindset is shortsighted and, honestly, sad. I’ve seen it before. What we really need are leaders who are confident and self-aware enough to see their role as developing others. When you do that – when you give your team opportunities, let them take on stretch projects, even let them make a few mistakes – they learn and grow. They get engaged. And the results speak for themselves.
I mean, I can’t even begin to list all the great things we’ve accomplished on my own team just by giving people opportunities to grow. When you cut folks loose and let them realize their potential, it’s incredible what they can do. Over the past couple of years, especially with the newer talent we’ve brought in, we’ve made huge strides. We gave them chances to take on projects, special assignments, and space to make a few mistakes, and they’ve just taken off. They’ve learned so much and they’re incredibly engaged because they know we believe in them. That’s what makes me feel really proud of the culture we’ve built on our team.
What role does curiosity play in professional development and adaptability?
I think curiosity is incredibly important. You want to hire people who are naturally curious – people who want to grow, try new things, experiment, and do things a little differently. Those are the folks who are constantly learning, and that’s essential because the pace of change right now is just so fast. Without curiosity, you end up with people who just want to do what they’re told, clock in at nine, clock out at five – and honestly, even that mindset is outdated.
These days, it’s more about getting the work done, period. When, where, and how you do it should be flexible – as long as you’re delivering results and not letting down your team or your customers. Remote and hybrid work has shown us that people can be productive in all kinds of ways. At Emory, we’ve adapted a hybrid model. We ask folks to come in one day a week, and oftentimes there are times when people need to be on-site beyond that required one day for meetings or events. But beyond that, if someone wants to start at 7:00 AM and wrap up at 3:00, or take a long midday bike ride and log back in later – that’s fine. What matters is that the work gets done and that we support a culture where people can learn, grow, and thrive.
How should individuals approach upskilling when they feel overwhelmed by the pace of change?
Well, let me start with the second half of that question – because that feeling of being overwhelmed, of change fatigue, is very real. We’re dealing with it in my organization, and I know a lot of others are too. The pace of change is so rapid, it leaves people feeling disheartened and discouraged, not knowing what to do, or what to focus on. It’s difficult. That’s why effective leadership is so important right now. We need leaders who can guide people through change, help them focus, and connect the dots around why upskilling matters – how it’s not just another thing on the to-do list, but actually a tool to navigate the change we’re facing.
And part of what enables people to upskill effectively is creating an environment where adaptability and flexibility are encouraged – where it’s okay to try something new, even if it doesn’t work out perfectly. I’m a big believer in Amy Edmondson’s work on psychological safety.
If you don’t have that, people won’t take risks, they won’t ask questions, and they certainly won’t grow. Upskilling in a modern workplace requires room for mistakes and room to ask for help without fear of being judged.
To answer your question more directly: I think microlearning can play a huge role here. Providing people with short, targeted opportunities to build new skills – things they can do in 15 or 20 minutes – makes learning feel manageable rather than overwhelming. And if they want to go deeper, they can. But starting small is key.
We’re actually building a new program for our senior leaders that we’re calling Leading in a VUCA World – VUCA meaning volatile, uncertain, complex, and ambiguous. It’s a term that’s been around for a while, but it is so apropos for society today. We are absolutely living in a VUCA world, and the need for leaders who can guide others through that kind of environment, and help them build the skills to adapt, is more urgent than ever.
What practices or habits help leaders stay open to learning while balancing day-to-day demands?
One of the simplest and most effective things a leader can do is put time on the calendar – literally block it off. I tell people this all the time when I’m coaching them: if you don’t make time for strategic thinking or creative exploration, something else will come along and take that time. It always does. So schedule time, even if it’s just 30 minutes a week, to focus on learning, reflection, or development. That’s not wasted time – it’s an investment in yourself.
I also remind leaders: you are a resource, and like any resource in your organization, you need to be maintained and nurtured. So find small, consistent ways to keep learning. Maybe that’s listening to a podcast or audiobook during your commute. Maybe it’s taking a short webinar or microlearning module over lunch. And at least once a year, get out of your day-to-day environment – attend a conference, connect with peers, expose yourself to new ideas. You’ll come back with fresh energy and perspective.
It doesn’t have to be complicated. Daily, weekly, or yearly – build learning into your routine however you can. As Stephen Covey used to say, it’s about keeping the saw sharp. Leaders who invest in their own growth are better equipped to lead others, especially in a world that’s constantly changing.
How can organizations ensure their learning programs are relevant and impactful in a rapidly changing world?
The first thing organizations need to do is stay attuned to the broader landscape. Leaders should be regularly scanning the environment, monitoring trends, and engaging with thought leadership from places like SHRM, Harvard Business Review, and other industry-specific resources. You can’t design relevant learning programs if you’re not aware of what’s changing in the world.
But just as important as looking outward is looking inward. You have to ask your people directly what they need. We’re about to launch a learning needs assessment at Emory, asking questions like: What topics interest you? What’s missing from our current offerings? That kind of listening is essential. In fact, we’ve developed an entire “listening strategy” that spans the full employee lifecycle – from onboarding check-ins at 3 and 6 months, to biannual engagement surveys, to exit interviews. We’re even piloting a “stay interview” process to ask people why they haven’t left – what’s working, and what should we do more of?
One key insight that emerged at the enterprise level was a strong desire for more career growth and skill development opportunities. In response, we launched a new service called Career Navigation. It offers employees access to tools and career coaching to help them map out a path from where they are to where they want to be – even if that path involves shifting into an entirely different role. For example, someone working in procurement who aspires to become a chief business officer can explore what skills they need to build, such as financial expertise or broader operational experience, and receive guidance on how to gain that exposure within the university. This program was directly shaped by what we heard in the surveys.
We also recognize that not every solution can come from the top. That’s why we’ve trained leaders across individual units to run what we call the action planning process. After each engagement survey, they meet with their teams to review the results, brainstorm ideas for improvement, and share those ideas with leadership. From there, leadership can provide input and approve initiatives to move forward. This process allows each unit to address the specific needs and concerns of their people – because while some actions can be taken organization-wide, many of the most impactful changes need to happen locally. It’s our way of making sure the feedback loop stays active and meaningful at every level.
Any final words for our readers?
Don’t stop learning. Don’t stop growing.
For those of you in leadership roles, remember: leadership is a continuous journey of growth. Keep striving to get better, because it truly makes a difference. Leaders set the tone for their teams and organizations – your influence is far greater than you may realize.
Never underestimate the power you have to shape the culture, inspire others, and model what’s acceptable and valued. Be a leader worth following. When you focus on being that kind of leader – one who puts people first – you’ll bring out the best in those around you and help them realize their full potential.
At the end of the day, leadership isn’t about you. It’s about the people you serve. I’ll leave it at that.
