Donna Wiggs

Donna Wiggs

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Donna is a lifelong learner with 30+ years of experience in leadership and organization development, talent management, and workforce diversity. She’s been fortunate to work across an eclectic array of organizations, including professional services, banking, agriculture, consulting, and government. Donna embraces curiosity, with a personal mission to never stop asking questions.

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AI, anxiety, and emotional intelligence are on learners' minds as they prepare to tackle the new year.
4 things you should consider before launching your next global learning program.
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Today’s technology presents unique challenges for social awareness and relationship management at work, making emotional intelligence all the more critical.
New research from Big Think+ shows that leaders crave more feedback on their leadership and management skills.
Much like a muscle, providing effective feedback is an asset leaders can develop over time with focus, consistent effort and commitment.
Feedback frights
New research from Big Think+ sheds light on why employees can find the act of providing feedback to be intimidating, and how L&D can ease this fear by elevating feedback beyond pure evaluation.
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The ability to toggle between abstract and concrete thinking is a key differentiator of high-potential leaders.
Two hands fitting together puzzle pieces with the words "mindset" and "capabilities", against a backdrop featuring the word "execution" and an image of a rocket launch.
For human-centered leadership to achieve a “tipping point," people, productivity, and profits must be aligned.
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To be successful, leaders would be wise to remember that AI isn’t a replacement for people; it exists to enhance their capabilities.
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Many capabilities contribute to effective change leadership, but four stand out as vitally important at a macro level.
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Research consistently points to a set of leadership skills that are high-impact, difficult to develop, and not easily replicated by technology.
on-the-job training
To gain its full value, L&D leaders must be open to challenging assumptions about how they approach on-the-job training.