JD: Melisa, tell me what inspired you and your district to begin using Emergenetics? 

MS: I first learned about Emergenetics in my principal licensure program. When I became an assistant principal, I used Emergenetics to facilitate a structured process to get to know my teammates. It helped increase self-awareness, social awareness and improved how we worked together. 

When I became a district leader, I shared our work with our superintendent at the time. She emphasized the value of organizational development strategies, change management and the intentional use of leadership tools, so Emergenetics aligned well with our initiatives. It supported our organizational culture, and as a strength-based tool, it connected to our focus on valuing the individual gifts people bring to work. 

From a wellness perspective, Emergenetics fits right into so many dimensions, including trauma-informed practices, social-emotional learning and concepts like inclusivity and belonging. The theory can be applied in several ways, so it was great for our needs. 

JD: How Emergenetics has been applied in your district? 

MS: Emergenetics touches all our worlds, from instructional to noninstructional roles. I’ve done a Meeting of the Minds in every school – in some multiple times because we get new staff over the years. We’ve hosted multiple Meeting of the Minds workshops with our Board of Education and leadership teams.  

We use many extension activities using groupings for projects or encouraging staff and students to talk about things that make them feel scratchy. We’ve held Team Dynamics for Small Groups and Power of WE workshops like Managing Change, Fostering Innovation and Building Trust.  

The Building Trust topic has been especially influential in my work because it’s so connected with interpersonal wellness. Emergenetics gives us space to focus on psychological safety. It offers a language to help people speak up without feeling judged because we reinforce that every Profile is valued.  

With students, we use the tool primarily with our freshmen, who complete their Youth Reports and the Youth Discovery workshop. Over time, we’ll assess how knowing their preferences impacts them in their later high school years. 

We also have a handful of folks using Emergenetics at the middle school level and implementing the curriculum, including Moon Base Rescue.  

JD: What drew you personally to Emergenetics? 

MS: Based on my own preferences, I value evidence-based tools. The strong reliability and validity and the fact that it’s grounded in concepts related to social neuroscience drew me in. 

I’ve done many assessments. What stands out to me about Emergenetics is the fact that it’s simple to use, yet the underlying complexity of the information is robust.  

Emergenetics offers a clear, memorable way to conceptualize things. The emphasis on behaviors and thinking attributes also makes it more actionable and tangible. 

I appreciate that Emergenetics can be used as a system and for the individuals within the system. I mentioned our district’s strengths-based focus, and Emergenetics’ positive tone and common language is part of our culture.  

From an individualized lens, everyone gets their own summary and can connect with others using the app. Employees enjoy the content because it’s relatable and not as fluffy as some other personality tests can be perceived. 

JD: How does Emergenetics support your efforts as Director of Wellness? 

MS: Emergenetics is not about labeling yourself. It truly emphasizes that combination of thought. As people learn about assessment, they make those connections. They recognize that even when they share a preference for a thinking type, the behavioral attributes and percentile scores reveal that people truly are unique. 

That distinction helps make people feel valued, which advances our retention and wellness efforts. Making sure people feel appreciated at work and knowing that their strengths are valued has a strong connection to the concepts of belonging and inclusivity, which influence well-being and employee retention. 

JD: Can you share a bit about your recent dissertation and how you used Emergenetics in your study? 

MS: My dissertation explored different risk factors and protective factors as they apply to mental health.  

Some of the protective factors I researched included self-efficacy and a sense of belonging. If those protective factors are not present, I found that individuals can be at risk for more challenges in mental health. When those factors are present, they’re supportive to well-being. These elements are also useful in teaming, collaboration and growth, so they serve multiple purposes.  

As part of my study, I explored the impact of Emergenetics on belonging. 

JD: What findings did you see? 

MS: The most interesting finding regarding Emergenetics was that it had a statistically significant impact on promoting a sense of belonging.  

It makes sense intuitively. The two primary components of belonging include (1) knowing your strengths and how those assets are valued within one’s environment or group and (2) experiencing connectedness and purpose when your gifts are having a positive impact that is important to the group.  

It was validating that the research revealed the effect of Emergenetics on perceptions of belonging. Awareness of confirmation bias is critical in research, so it was powerful to find that what we truly know and love about Emergenetics was reflected in the data. 

JD: In addition to this evidence, are there any stories that stand out in your mind about Emergenetics’ impact? 

MS: One story happened during the pandemic in a virtual Meeting of the Minds. I noticed an individual in the training was becoming tearful. Emotions were running high during the pandemic, so I invited that person to a breakout room to check in.  

I asked: Are you okay? How are you feeling about this? 

And they said: I’m first-third Expressive, and I also have a very strong preference in Social thinking. All these years I’ve never had language to attach to why I feel misunderstood sometimes. Or, why I feel like I need to connect, but I’m not going to be the one that initiates conversations all the time. The tears are from that realization and that I now have words to describe myself. 

Emergenetics was a big light bulb for her. It was a powerful moment for the participant and a story I often share with educators to elevate awareness of ways to support their students. 

In a school setting, it’s important to connect with students who have a preference for relational connection and be aware when they are first-third Expressive because there might be a tendency for these adolescents to internalize their feelings. That internalization can be a risk factor for mental health as I explored in my dissertation.  

JD: I’ve often heard that the first-third Expressive, Social combination defies a lot of stereotypes, so I appreciate you sharing those nuances. 

MS: That’s why I like the tool. The combinations allow people to feel they are truly represented versus just some box they are put in.  

That’s a nice fit for students who are thinking about their futures. We don’t ever want to tell kids that because of this thing about yourself, only certain careers are good for you. 

People need to feel empowered to pursue what they want, and Emergenetics helps with that. 

It shows adolescents what gives them energy, so they understand how to support themselves and how those preferences may come to life in a work setting. 

JD: What have you enjoyed most about applying Emergenetics? 

MS: Seeing its widespread impact. People feel such a sense of empowerment and connection to one another after the sessions. And I love the reflections at the end of the workshops! 

Recently, I did a workshop with a group, and I had them do a one-word checkout. We’re going around the room and get to a participant who’s, let’s say, from a generation younger than mine, and she said: Dope.  

I often hear words like enlightening, powerful, transformative or informative. I enjoy seeing that Emergenetics resonates with every generation from Xers to millennials and boomers to Gen Z.  

JD: If you were to give advice to other school leaders who are thinking about using Emergenetics, what would you suggest? 

MS: My number one piece of advice is figuring out how to make the learning extend beyond a workshop. Emergenetics can be a tool for transformation and sustaining a positive organizational culture. Like anything else, it will only work if there’s strategy around it. Make sure the initial Meeting of the Minds isn’t a one-and-done session. Design a plan to determine when you’ll revisit the concepts and how you’ll incorporate the language.  

Another piece of advice is to remember that this assessment is a way to supercharge understanding. It’s important to have the courage to look at yourself. If you’re going lead change, it’s essential that you embrace all the Attributes and their strengths. 

Also, give people a voice on how to use Emergenetics. They will think of things that you don’t, particularly if you’re in a leadership team. You want to get perspectives from everyone and find out what they want to see next.   

JD: Is there anything else you’d like to share about Emergenetics before we wrap up? 

MS: Emergenetics has become an essential part of my leadership and can be a powerful tool for any leader. 

It has shaped my thinking and approach, especially with cognitive diversity. It’s common for people to talk about visible differences—gender, ethnicity and age—which matter, yet we don’t see everything about a person. There’s so much that shapes how someone thinks. That understanding is influential for any leader in any industry.  

You can promote cognitive diversity in any organization, and when it’s valued, the results are impressive. 

Curious to learn how Emergenetics could influence belonging in your school? Let’s connect! Explore our programs or fill out the form below to speak with a team member today. 

Traditional hierarchical models, characterized by rigid departmental silos and defined roles, are gradually giving way to more fluid, skills-based frameworks. The progression is driven by the need to utilize the skills of the entire workforce to address dynamic challenges. Because the pace of change is likely to continue accelerating, an adaptive structure allows businesses to respond more effectively to near- and long-term demands. 

In the modern model, employees will be mobilized to contribute to various projects based on their capabilities and backgrounds, promoting a more collaborative and agile work environment that empowers its people to achieve their potential. 

Identifying Readiness for a Skills-Based Structure 

84% of business leaders think talent approaches need to reflect a focus on competencies rather than traditional job roles. Still, they are unlikely to flip a switch and immediately adopt a fully flexible operating structure. In the near term, companies can apply a hybrid model where departments still exist, and staff allocate portions of their time to more cross-functional projects.  

Even if leadership is not ready to go all in on a skills-based structure, it’s important for Learning & Development (L&D), Human Resource (HR) and Organizational Development (OD) teams to be prepared to support the shift as leaders start to: 

• Create cross-functional teams to initiate or manage priority initiatives  
• Utilize the gig economy to support projects and day-to-day work 
• Identify significant gaps between current operations and their desired future state 

When any of these conditions are met, companies are likely to benefit from adopting some of the practices of a skills-focused organization to meet demands. Specifically, it’s necessary to evaluate current workforce capabilities, compile talent inventories and identify missing proficiencies. Understanding and regularly updating the scope of competencies available across the business, including technical, soft and behavioral skills, will allow companies to create a functional talent marketplace. 

Additionally, it’s important to begin cultivating a new mindset within the company. Leaders need to be open to change and invest in the necessary resources to support transitions, and that includes a willingness to share personnel with different teams. Employees must also be bought into the model. Transparent communication about the benefits and expectations of a skills-based structure can help gain their commitment and ease the transition process.  

Promoting Upskilling and Reskilling 

A commitment to continuous learning and development is at the core of a skills-based focus. According to the World Economic Forum, employers predict that 44% of workers’ capabilities will be disrupted by 2028, and 6 in 10 staff members will require training within the next few years. 

Investing in learning programs will help bridge gaps while enhancing employee engagement and retention. When employees see that their organization is committed to their growth and career development, they are more likely to stay. In fact, personnel who experience internal mobility are 3.5x more likely to be engaged and remain with the company. Moreover, a well-trained workforce is better equipped to drive innovation and maintain a competitive edge in the market. 

Building Effective Upskilling and Reskilling Offerings 

Creating successful relearning programs requires a strategic approach with collaboration from L&D, OD, and HR. Together, these teams can develop comprehensive talent inventories and personalized learning paths that align with corporate goals. 

Work with your executive team to clarify objectives and gaps, so you can determine current and future needs. I recently provided guidance on this topic, and I encourage you to read this post for more details on how to identify top priorities. 

In partnering with L&D teams, I’ve often found that one barrier to reskilling and upskilling is the volume of diverse training needs that employees have. While you may address this challenge by partnering with leadership to pare down the volume of development opportunities, the remaining concepts could still feel overwhelming. 

Spend time identifying other collaborators who can support you in your work. From an external lens, consider training partners or online learning offerings to supplement the coursework delivered internally. Additionally, look for individuals inside your business who have expertise in in-demand proficiencies. These leaders can amplify your efforts by hosting lunch and learns, leading masterclasses or providing on-the-job learning experiences. 

Be sure to measure and track the different capabilities staff have as well as the training they are participating in to keep an up-to-date inventory. Engage employees in revising their skills inventories at least annually and regularly meet with leadership to assess any new competencies that need to be elevated.  

Leveraging Internal Strengths for Enhanced Mobility and Agility 

One significant advantage of a skills-based structure is the ability to tap into internal employees for various projects and roles. Internal mobility provides employees with an array of growth opportunities and empowers the organization to respond more swiftly to changing priorities. 

Nurturing and developing existing staff can help leaders build a versatile and resilient workforce capable of navigating the complexities of today’s corporate landscape. By promoting continuous learning as part of your work culture, you will attract and retain top talent as well as position the business for long-term success. 

Learn more of the L&D trends shaping the future of work! 

To discover how Emergenetics can amplify your reskilling and upskilling initiatives with in-demand soft skills, fill out the form below! 

Modernizing the Learning Experience 

The push for more flexible, accessible development offerings has grown exponentially in recent years. Employees now prefer to learn through online, self-paced courses, followed by online instructor-led training and in-person facilitated experiences. While traditional methodologies still hold value, it’s clear that personnel are seeking alternatives that fit their fast-paced, mobile and on-demand lifestyles. 

L&D professionals can meet those needs by diversifying their approach through: 

• Self-Paced, Online Offerings: 94% of survey respondents from a Deloitte study said they would benefit from work flexibility. Engaging through online platforms, eLearning and on-demand content has become increasingly popular. Self-paced options allow employees to balance training with their daily responsibilities and gain more autonomy over their growth paths, while businesses benefit from maintaining accountability and trackability. 
• Instructor-Led Online Training: Even though personnel appreciate the convenience of on-demand learning, many still prefer some instructor guidance, especially depending on a person’s Emergenetics preferences. Blending virtual trainer-led offerings with self-paced modules increases engagement as employees can interact with experts and peers in real time. 
• In-Person, Facilitated Sessions: Curating face-to-face experiences remains valuable for developing interpersonal skills, team dynamics and strengthening organizational culture. Through workshops, team-building exercises or seminars, facilitated offerings promote rich, experiential learning that can be hard to replicate online. 
• On-the-job Initiatives: So much knowledge is built from day-to-day activities and interactions, so be mindful of how they can integrate development into the flow of work. Talent developers can cultivate meaningful growth opportunities using project-based training, shadowing or formalized mentorship and coaching. 

Modernizing the learning experience involves integrating emerging technologies, not just mixing digital and in-person options. 

• Gamification: Adding game elements—such as points, badges or leaderboards—helps motivate individuals to participate in a fun and (if desired) competitive way. Gamified learning can increase completion rates and promote a sense of achievement as learners progress through different stages. Our social-awareness lesson kit for students, Moon Base Rescue, is a prime example of using this approach to empower kids to build skills.  
• Micro-Learning: Breaking content down into bite-sized, easily digestible pieces allows people to learn in short bursts. Take TikTok as an example, where 25% of its users engage with the mobile platform for educational purposes. While TikTok may not be your source for content delivery, we can take cues from the platform and repackage material to prevent information overload and increase knowledge retention. 
• AI-Powered Learning: AI can add to the development experience by designing content based on learner preferences, performance data and behavioral trends. A recent case study came from LinkedIn Learning, which added AI-powered coaching features to its platform. Applying advanced technologies in L&D could include using predictive analytics to suggest new coursework or implementing AI-powered chatbots to provide on-demand support. 

Personalizing Career and Growth Paths 

In addition to modernizing programming, it’s vital to adapt learning to team members’ roles, career aspirations and preferences. 91% of employees want personalized training that aligns with their individual goals. In 2025, companies that can customize growth opportunities will have an advantage in engaging and retaining top talent. Stay ahead of the curve with the following tactics:  

• Data-Driven Personalization: L&D teams have long recognized that one-size-fits-all solutions are not as effective as tailored approaches, yet they have had few tools to adapt at scale. Now, data and predictive analytics have made it possible to deliver personalized learning. By tracking progress, performance and preferences, L&D leaders can design growth paths that align with individual career trajectories and address skill gaps. Get started by reviewing data from annual performance reviews and your business’s 2025 goals to identify learning needs. 
• Career Pathing: Linear career paths are increasingly becoming a thing of the past, especially as job roles and needed skills evolve in the next few years. Training professionals can address the evolution by engaging employees in training that helps them gain exposure to different roles and build in-demand competencies. Additionally, it’s important to publicize the talents needed for different functions and leadership levels so staff know how to advance.  Offering dynamic, individualized growth opportunities helps personnel reach their potential and align with the organization’s long-term needs. 
• Choice in Trainings: Give colleagues the autonomy to research the programs that best connect to their aspirations and the company’s growth priorities. Partner with HR and Finance to establish budgets for individuals or departments to explore learning beyond what is available through the organization. Of course, choices in training can still be extended through internal avenues. For example, encourage staff to participate in cross-functional teams, mentorship, rotational programs or job shadowing to learn and grow. 

Inspiring a Culture of Continuous Growth 

Promoting a mindset of ongoing development and adaptation will inspire companies and workers to thrive in the year ahead. Three significant factors that will help include: 

1. Flexibility: Offering a mix of formats and giving personnel the chance to have a say in their professional growth.  
2. Personalization: Using data and AI to customize experiences that align with corporate objectives and individual goals. 
3. Innovation: Deploying new technologies to cultivate engaging, scalable learning environments. 

Future-focused L&D leaders will create a training ecosystem that is accessible and meaningful to every employee. When staff gain new capabilities, it will also promote increased employee retention, higher performance and long-term organizational success. The question isn’t whether your organization will adapt to these trends—it’s how quickly you can seize the opportunity to take charge. 

Ready to optimize your L&D approach? Download our resource! 

Or, fill out the form below to speak with our team members about how Emergenetics can improve your training programs. 

42% of C-suite leaders say that skills shortages are among the top three challenges that would hold their organizations back from responding to transformation. As artificial intelligence (AI) becomes more integrated into the workplace, training will be even more imperative. Many pundits have spoken about the danger of AI taking jobs away. The more significant challenge that Korn Ferry found was that there simply wouldn’t be enough skilled workers to hire for the roles of tomorrow. They estimated that 85 million jobs could go unfilled by 2030, heightening the need to invest in ongoing growth. 

Beyond navigating evolving environments, it’s important that businesses prioritize training to attract and retain employees. I recently read a study from Culture Amp, revealing that the main reason individuals left their positions was not their managers. It was a lack of continuous and meaningful learning. Additionally, employees who are looking to switch jobs in the next 12 months are twice as likely to consider upskilling opportunities as a critical factor in their decision.  

These shifts have created a powerful moment for L&D professionals to seize as they positively transform their companies. To support this change, I recommend focusing on two trends: 

1. Alignment to Business Needs 
2. Measurement of Impact 

Alignment to Business Needs 

L&D teams can maximize their programming by working with executives and department leaders to understand their intentions and targets. Start with the C-suite and gain a clear understanding of the: 

• Vision for the organization 
• Changes expected to the strategy or operations 
• Objectives for the business 
• Challenges and gaps in achieving those goals 
• Pain points across the operation 

Once data has been collected, spend time evaluating the identified opportunities with department leaders and employees to get a more complete picture of the organization’s needs. You’re likely to discover insights into the day-to-day challenges of employees the C-suite may not fully understand. 

It’s likely through this process that you will turn up potential wins than can be realized in one year, so spend time assessing: 

• What will most significantly affect the long-term vision and goals? 
• Where will the greatest day-to-day impact be felt? 
• Which needs or gaps affect employees the most? 
• Where can you get the highest return on your investment? 

As priorities rise to the top, reconnect with executives to refine your plan and clarify how these elements will support the company’s objectives. That way, L&D teams and leadership are fully united on next steps. 

For more tips to plan your approach, read these two posts detailing how you can uncover and prioritize employee needs as well as expand your influence with the C-suite. 

Measurement of Impact 

Demonstrating the influence of learning investments is especially important to receiving continued support from leadership and staff alike. As professionals, we want to be able to prove the effectiveness of our initiatives and optimize areas that need continued improvement.  

To determine your measures, revisit conversations with executives to explore what matters most to the business and pinpoint the connections that exist between those targets and training. For instance, if organizational agility is a priority, L&D may choose to assess metrics like new skills gained by the workforce, internal mobility as well as performance evaluations. One of my favorite blog posts can also offer more examples of how you might draw connections between development and common corporate goals. 

Once metrics have been determined, take your work a step further by adding a financial component. To continue with the example above, evaluate the impact made on new skills or internal mobility and compare those gains with the cost of bringing on a contractor or hiring a new full-time employee to illustrate the bottom-line benefits of your programs. 

Be mindful to consider how technology may support you. Your company is likely collecting more data than ever before. If it has been a while since you’ve evaluated the information available to you, take stock of what new sources can support your measurements. 

Make sure to share progress towards your metrics on at least a quarterly basis. In doing so, executives will see the significance of your work and recognize the value L&D provides in advancing corporate objectives. 

Taking the time to align efforts with the C-suite and consistently reporting on impact will empower L&D teams to make their mark on 2025. If you’re seeking more inspiration to improve your training programs, I invite you to explore our latest resource: 11 Learning & Development Priorities for 2025. By understanding these trends, you will be well on your way to a more positive, productive year! 

Discover how to use thinking and behavioral insights to strengthen your training initiatives. Learn how we help organizations or connect with our team by filling out the form below! 

Cultivating an environment where personnel have greater control over their schedules requires more than policy changes. It also invites a mindset shift. As companies in Singapore and across the globe formalise flexible work practices, I’ll share a few insights from my experience as Regional Director of our Asia Pacific office to help your staff and organisation thrive. 

Our Approach to Dynamic Work Arrangements 

Worldwide, Emergenetics International has been a proponent of adaptability in the workplace. Specific to Singapore, we have adopted a hybrid environment. Each Monday, we connect in person to discuss challenges and engage in team meetings. During the rest of the week, staff may choose to work from the office or home (or a coffee shop, family member’s house, etc.) as long as we remain reachable and productive. 

While team members generally follow standard office hours, we can also adjust our schedules based on our needs so long as we are able to manage our assignments and meet deadlines. 

These practices have been quite effective. Employees are engaged, recognising that we can take care of personal and professional commitments while our throughput measures remain intact. When I consider why these practices have been so successful, I believe that the root cause lies in our trust in one another. We know, without being in the same location or even in the same time zone some days, that each team member will do what they say they will do and deliver high-quality results. 

If we did not have the confidence that we enjoy today, I imagine it would be quite difficult for flexible work arrangements to flow as seamlessly as they do. Based on my experience, I recommend four best practices for building similar levels of trust in your organisation: 

1. Align on Objectives & Measures 
2. Prioritise Accountability  
3. Commit to Continuous Communication 
4. Recognise the Value of Self-Care 

#1 – Align on Objectives and Measures 

In the past, if an employee showed up early, stayed late or always had their head down at their desk, there was a common perception that this person was industrious – which may or may not have been true depending on the condition of their output. 

To move away from this traditional view, prioritise outcomes rather than metrics like hours in the office or how long a Slack or Teams icon remains green. Make sure that managers and staff members have a clear understanding of their goals as well as the specific measurements that will be used to indicate whether or not they have been successful.  

When assessing performance, remind supervisors to evaluate results and not consider past perceptions of productivity. We all have our own preferred methods of working, and when leaders focus on outcomes, employees are free to operate in the ways that serve them best.  

#2 – Prioritise Accountability 

Integrating flexibility does not mean that responsibility is ignored. In fact, it is even more important to have consistent check-ins to review progress and address performance challenges.  

It is vital to promote a culture of accountability by explaining the boundaries that exist within your policies. At Emergenetics International, we accommodate flexi-hours so long as deadlines are met and output aligns with the quality levels we expect. If challenges arise, supervisors step in to provide coaching, and staff are aware that they may need to be in the office more frequently or work according to our standard hours to accommodate this level of training. 

Being clear about the limitations of flexibility helps individuals know what to expect and ensures employers can get the best out of their team members. 

#3 – Commit to Consistent Communication 

Overcommunication is often the best policy in adaptable environments. In the absence of information, individuals may make assumptions about what is or is not happening. 

Define communication guidelines to help your teams flourish. Consider how frequently and in what mediums to provide regular project updates. Determine a cadence of virtual or in-person check-ins as well as standard response times for phone calls, emails or chat messages. Also, consider co-creating a set of team norms to establish behaviours that will be helpful in creating a collaborative culture. Having clear expectations will empower teams to work together effectively across locations or timeframes and build trust in their colleagues. 

Additionally, I find it helpful to check in with staff over the course of the year to discuss what is and what is not working with our policies, and to ensure that communication guidelines and norms are having a positive impact on well-being, not just productivity. That way, we can adjust our norms to support our employees and the business. Having that two-way conversation allows personnel to have a voice in the process, safely share any concerns or challenges they may have and realise why we are making adjustments. 

#4 – Recognise the Value of Self-Care 

Pre-pandemic, it was quite common for employers to focus solely on the roles individual contributors played at work, rather than the holistic elements that influenced each person’s world. COVID forced leaders to reckon with the idea that our lives outside of the office do have a significant impact on our jobs. 

Since then, many employers have embraced the idea of whole-person well-being and are looking for opportunities to strengthen the holistic wellness of staff, realising that doing so will positively impact the business’s financial health. Flexible work arrangements are one such opportunity. 

It’s important to continue reminding personnel about the value of taking care of themselves and the impact wellness has on productivity and turnover. By making well-being a priority, leaders and managers will be more likely to adopt flexibility as a tool to support their people. 

Offering adjustable schedules and working locations is a powerful way to address staff’s desire for greater personalisation in their employee experience. By doing so, employers can also expect to bolster the bottom line because happier, engaged personnel boost profitability and performance. 

How else might you optimise the employee experience? Explore how Emergenetics can advance customised approaches to communication, leadership and management. Visit our website or fill out the form below to speak with one of our team members today! 

The Course Catalog  

As I mentioned, the egLearning Library consists of five self-directed eLearning courses:  

• Ignite Your Preferences 
• Learn to Flex: Behaving to Improve Rapport 
• Learn to Flex: Thinking to Build Connection 
• Cultivating Culture Through the Language of Grace 
• Hone Your Habits: Managing Stress 

Each course is available for purchase with unlimited access for one year and is accompanied by a course companion that Associates can use to maximize learning and comprehension with participants. Details on the curriculum is featured below.  

Why is the egLearning Library valuable?

The courses are an extension of the learning from receiving an individual debrief or partaking in the Emergenetics essential workshops – The Meeting of the Minds and Team Dynamics for Small Groups. Through the digital courses, individuals engage with the nuances of the seven Attributes, so they can reinforce their understanding of themselves, understand the viewpoints of others and get specific guidance to improve collaboration to work more effectively. Expanding a participant’s knowledge helps boost productivity as well as reduce conflict and miscommunication. 

How do I find the egLearning Library?

Associates can locate the egLearning Library in the “My Courses” tab on Emergenetics+. You can purchase and assign individual licenses directly on the portal. For organizations with large employee populations, I encourage you to consider an Enterprise license, which is the most cost-effective way to broaden the reach of the program.  

It’s important to note that the “My Courses” section differs from the “My Library” resources. While they may sound similar, “My Library” is where free training materials, Attributes in Action guides and marketing materials are available.  

Who can benefit from the courses?

Anyone who has an Emergenetics Profile is a good fit. From my experience, I find it’s especially useful for:  

• Teams who have completed an essential workshop and want more training to improve communication and collaboration 
• Personnel who took a questionnaire months or years before and are looking to reignite their Emergenetics learnings 
• Leaders seeking knowledge to better guide their workforce and cultivate a positive culture 
• Managers who are looking for insights and applications to motivate and engage their direct reports 
• One-on-one coaching clients 

What possibilities do the courses unlock?

One element that I love about the egLearning Library is the freedom it gives to Associates to customize and build new learning opportunities. Practitioners can select a course that aligns to the needs of their stakeholders or mix and match classes that together target a workplace challenge. These programs can support a blended learning model by serving as a great primer before a follow-on workshop or as a post-session class to empower individuals or groups to apply their learnings in everyday life. 

Details of the egLearning Library 

Below are in-depth explanations of each course as well as my personal guidance on how the programs can best support your learners. 

1. Ignite your Preferences

Illuminates the brilliances and common misconceptions of each of our Attributes. It amplifies participants’ self-awareness as well as helps them understand how their preferences (or another person’s preferences) may influence their work and interactions with others.  

I recommend this course for teams that have colleagues who tend to think and behave differently from one another. It can also be beneficial to employees and departments who frequently work cross-functionally.  

2. Learn to Flex: Behaving to Improve Rapport 

Supports skill building in the art of flexing and teaches participants about the five most common Behavioral combinations. Behaviors are often what people notice first and can be sources of friction when they are not well understood. By diving into these preferences, teams can improve their teamwork and overall productivity.  

If you are noticing tension within a team or across work styles, this offering is a great way to open conversations around those challenges. I find that the class tends to resonate with visual learners since there are more whimsical activities as well as anyone seeking to spot the differences between each third of the behaviors, which can be particularly useful for Associates and managers.  

3. Learn to Flex: Thinking to Build Connection 

Empowers individuals to make connections with the Thinking Attributes through the power of cognitive diversity. Cognitive diversity is a leading contributor to a team’s capacity to innovate, problem solve and work through communication gaps. 

I recommend this course for employees who want to understand their Least Preferred Thinking Attribute and improve communication. Learn to Flex: Thinking to Build Connection is great to pair with the Behavior course list above. Using both allows participants to fully interpret and integrate the seven Emergenetics Attributes into their work and lean into the benefits of each as well as ease the tensions that may arise as a result of cognitive diversity.   

4. Cultivating Culture Through the Language of Grace 

Teaches an important element of Emergenetics, which is the Language of Grace. The culture course is the perfect opportunity to practice using positive language. The course empowers staff inside an organization to use a common language and can help individuals elevate the way they communicate. 

If your stakeholders are seeking to build better work relationships, especially between managers and direct reports, it’s a good option for learning. This session is ideal for whole departments and teams to maximize the effects of using affirmative speech.  

5. Hone Your Habits: Managing Stress

Provides resources and templates for participants to use their Thinking and Behavioral preferences to their advantage during times of tension. The class identifies indicators of stress and actionable solutions through the Attributes. 

Hone Your Habits: Managing Stress is an exceptional activity for a virtual corporate retreat, for teams experiencing high volumes of work and newly appointed managers as they prepare to take on new and perhaps scratchy responsibilities.  

Our self-paced learning experiences encourage anyone with an Emergenetics Profile to better use their strengths, appreciate the differences in others and apply the Attributes to work positively and productively with their colleagues. Using Emergenetics as a cornerstone, companies can solidify the foundation of an inclusive, engaging and motivating workplace. 

Learn more about The egLearning Library or fill out the form below to speak with one of our team members directly!

To be effective in these roles, staff need to develop a set of distinct skills while also being mindful of the needs of the multigenerational workforce. Learning & Development teams: Take note of the core competencies and expectations that are reshaping these positions to elevate leadership and management inside your organization. 

A Snapshot of Priority Skills

While the chart above is not exhaustive of all the capabilities appreciated in each position, it offers a high-level overview of the essentials. I’ll call attention to a few of those needs for leaders, including: 

• Emotional intelligence (EQ), which emphasizes self-awareness, self-regulation, empathy and social skills. High EQ boosts a person’s ability to connect with team members on an authentic level, promoting trust and collaboration. 
• Strategic thinking. Leaders of an organization can see the big picture, anticipate future challenges and opportunities as well as develop long-term approaches to navigate them.  
• Communication. It’s vital to be able to articulate a clear vision to inspire others as well as facilitate open and honest dialogue to engage and influence employees.  
• Change management. Leaders often face unexpected challenges along the way to their desired future state. Addressing these frequent shifts requires creativity and resilience. 

For more insights into in-demand capabilities, be sure to download our recent guide: 

Great supervisors may also be effective leaders and vice versa, so there is often overlap in their proficiencies. However, management requires its own set of competencies to ensure teams operate productively, including: 

• Coordination. Strong managers are adept at creating structured work environments where priorities are clearly identified, resources are allocated appropriately and deadlines are met. 
• Communication. It’s essential that individuals in these roles can offer direction on goals and assignments while also delivering feedback and taking in employee input to optimize execution. 
• Delegation. Understanding who on the team is best equipped to meet different objectives and who may benefit from various on-the-job learning opportunities separates a good supervisor from a great one. 
• Planning. Effective managers can translate a strategic vision into specific action steps as well as proactively problem-solve as they identify challenges along the way. 

When Learning & Development teams prioritize these requisite capacities in their training programs, managers and leaders will gain a solid foundation to shape their styles and advance the organization. These programs can further be elevated by exploring what each generation may want from their supervisors and executives. 

Generational Perspectives on Leadership  

Baby Boomers typically value capable, strategic and admirable leaders. Often, they are not looking for a hands-on partner. Instead, they may see this role as a beacon, guiding the way toward where the organization is heading, and appreciate a mindset that focuses on results and proven capabilities. 

Gen X tends to appreciate leaders who serve as role models. They commonly seek someone who will walk the talk of the company, is approachable and open to new ideas. They may value executives who show up with strength in challenging moments, while allowing for independent problem-solving day-to-day.  

Millennials typically look for a collaborative, participatory and purpose-driven approach from those they choose to follow. They tend to seek out workplaces that offer meaning and align with broader societal goals. It’s also important that they feel they are part of the team and can share their ideas.  

Gen Z is usually eager to have their voices heard and is often engaged by directors who cultivate a sense of belonging and an inclusive workspace. They value EQ and humility to a high degree, so it’s no surprise then that younger generations are less won over by charisma than those of an older generation. 

The Application for Training 

Many of the core skills I identified already do translate across generations. To amplify learning initiatives, share multigenerational insights and help participants consider how their leadership styles will: 

• Embrace employee voice 
• Communicate and align with corporate values 
• Balance approachability with a sense of gravitas 
• Recognize different triggers to indicate what role their people may need them to play (e.g., coach, empathizer, tactician)  

Generational Expectations of Management 

Baby Boomers often value managers who provide clear communication and respect the experience individual contributors bring to the team. They may prefer approaches emphasizing appreciation for their performance and opportunities for ongoing advancement. 

Gen X employees commonly gravitate toward supervisors who are pragmatic, results-oriented and communicate directly. They often value team leads who give them the flexibility and trust to accomplish work on their terms.  

Millennials tend to prefer managers who can serve as coaches and mentors. They are eager for ongoing communication, regular feedback and opportunities to share ideas so they can make an impact on their colleagues. 

Gen Z employees typically look for team leads who care about their distinct needs and interests as well as create inclusive work environments. They generally appreciate work-life balance and a proactive style that helps them effectively cope with their workload. 

And while it’s often said that younger generations want flexibility and ongoing development, these interests are shared by every generation. 

The Application for Training 

Again, the primary management skills I’ve highlighted and the interests of cross-generational staff coincide. A few elements that can elevate development programs include a focus on: 

• Planning and coordination in a flexible work environment 
• Creating on-the-job learning opportunities 
• Optimizing communication and feedback delivery 
• Finding the balance between hands-on and hands-off support 

There is more to an individual beyond their generation; each person has their own interests, which will shape the way they want to be managed and led. When executives and supervisors focus on learning about their staff’s preferences and aim to meet in the middle, they will be able to match rapport and support employees in ways that are more likely to transcend age groups.  

Looking for support to optimize your leadership and management training? Learn how Thinking and Behavioral insights can help your directors and supervisors differentiate their approach and maximize results. Explore our website or fill out the form below to speak with one of our team members today. 

For more than 20 years, I’ve had the great fortune to experience some of the best leadership training programs on the market. I’ve studied many ideologies and theories as well as attended numerous workshops and seminars. The daily newsletters in my inbox and LinkedIn feed offer a barrage of leadership tips. The message (intended or otherwise) that I continue to hear is that to be considered an effective leader you must be always doing at least one hundred things flawlessly.  

My relationship with perfection dates back to childhood and continued well into my professional career. Early on, the need to overachieve plagued me. I would stretch myself beyond my limits to meet the lofty expectations I placed on myself, without recognizing that no one else was asking me to achieve the unattainable. 

As time and experience breed wisdom, I have embraced the concept that progress is the goal. Giving myself the space to recalibrate has served me, especially as the responsibilities of a leader have grown exponentially over time.  

The Paradox of Leadership in Today’s Workplace 

Most often, people given the opportunity to manage employees are high achievers who have mastered their role or area of specialty. Expertise is not an indicator that an individual contributor is ready to supervise or lead others. Yet, this fallacy continues to play out in organizations around the world.  

When I read that 85% of new managers receive no formal training, I was floored. I am a big believer in setting people up for success, and leaving first-time leaders to their own devices is simply wrong. They are likely to take cues from those they’ve reported to in the past, who were also probably underprepared, or they may fall victim to the same trap of email newsletters filled with unreasonable expectations – if they even have time to think about self-improvement at all.  

Without providing training for emerging leaders, companies are creating a breeding ground to perpetuate underperformance, toxicity and burnout. Given that employees spend one-third of their lifetimes at work, they simply deserve better. 

Start Simple 

While there are many skills that can be learned and developed over time, there are three basics that leaders, new and experienced, can apply to gain ground while juggling their abundance of responsibilities.  

#1. Be Responsive 

I recently came across an article by Jason Feifer, the editor-in-chief of Entrepreneur magazine, that perfectly summarized the importance of responsiveness. While responding to others is relevant in all areas of life, in leadership it’s essential. Your direct reports need to know that you see them, hear them, recognize their efforts and are ready, willing and able to engage with them. As a supervisor, your aim is to build productive working relationships with everyone you support. When you are accessible and consistent, you will build trust which is central to any interpersonal connections.  

One straightforward way to be responsive is to schedule regular one-on-one meetings with employees. Encourage them to set the agenda in advance, so you are prepared to address their needs. 

#2. Be Clear  

Brene Brown brilliantly says, “To be clear is to be kind,” and it’s a simple guidepost that any leader can follow. Clarity begins with ensuring your team members understand why your organization is in business and how their objectives align with the vision. Being able to ladder up an individual’s role to the impact it will have on their employer and the world at large immediately creates the space to set meaningful goals and expectations.  

The way leaders communicate can also promote clarity. In the absence of information, people tend to create stories to fill the void. It’s imperative to be as transparent as possible with what you know and how it may impact day-to-day work. Most people look at every situation through the lens of ‘what’s in it for me,’ so conveying information that connects to their personal needs is often the most effective.  

#3. Be Curious 

As we know from our research at Emergenetics, it’s highly likely that the people you support will prefer to think and behave differently than you. The cognitive diversity of your team is your secret sauce for success. Keeping an open mind is the key to unlocking the full potential of yourself and those you support.  

When someone presents an idea or approach that may differ from your instincts, ask open-ended questions to explore the possibilities. Be careful to pose them as nonjudgmental queries to keep the dialogue flowing. Prompts like ‘Tell me more’ or ‘I’d like to hear more about that” will create space for continued exploration.  

When you accept the responsibility of becoming a leader, you are officially in service to others. And these are people who invariably will have distinct needs, expectations and perspectives. With a bit of intention and an investment in time, effort and energy, you will be successful as you guide and support them. The three tactics above can serve as the foundation to help you become the sort of leader you want to be and your teammates value. Start small and celebrate the incremental wins. Here’s to progress, not perfection! 

Emergenetics International helps leaders use self-awareness to improve employee engagement, collaboration and productivity. Fill out the form below to speak with one of our team members to learn how Emergenetics can help. 

AW: What challenges or opportunities did you see within the Residential Life & Housing department that inspired you to engage Emergenetics? 

MB: We are a large organization. We have a full team of 60 full-time professionals who provide leadership to the department, and we experience silos because we have an area for facilities, residential life, another for assignments, etcetera. When we get into our silos, we sometimes start playing the blame game because we feel as though we can do the work better than anyone else. That’s when we start forming assumptions and having intent-impact gaps with one another.  

When we first experienced Emergenetics on our leadership retreat, we saw that our common frustrations were rooted in misunderstanding each other’s decision-making or how others approached their work.  

Emergenetics gave us a common language and allowed us to be more intentional about creating teams, talking through concerns, better understanding each other and gracefully executing work. Those were the opportunities we saw, which is why the leadership team wanted to extend Emergenetics programming to everyone in the department. 

AW: Why did you choose Emergenetics? What stood out to you about our programs?   

MB: When our leadership team took Emergenetics and evaluated the next steps, we were at a crossroads, knowing that we needed to invest time and energy into some type of training for the entire department. We looked at the different inventories we could do and had used strengths-based tools in the past.  

Emergenetics had a different feel that focused on teamwork and collaboration, which the other tool we had used did not have. The other inventory helped individuals recognize and play off their own strengths, which could be translated to a team. The team aspect came more naturally with Emergenetics, which made it our tool of choice.  

AW: I know that VCU’s work with Emergenetics began with a phased approach, first hosting a Meeting of the Minds and Power of WE session with the Student Affairs Leadership team and then with the Student Residential Life team. Can you share a bit about the strategy behind the methodology? 

MB: After our Student Affairs Leadership team experienced an Emergenetics training in the Spring of 2023, we wondered how we could catch up the rest of the leadership team as we hired some new folks or had some leave over the next year.  

Our goal in the Spring of 2024 was for me to become an Associate. The next goal was to train our small group of staff, who hadn’t yet been introduced to Emergenetics, before our annual retreat.  

My relationship manager at Emergenetics helped me prepare for the small group program that included 6 to 8 people. Then, at the annual retreat, I facilitated a refresher on Emergenetics for everyone since it had been a year. Ever since, I’ve held workshops as a part of onboarding new staff, which have been groups of about 20 people.  

AW: How was the Certification process for you? 

MB: I really enjoyed my Certification with Bill Zubek! He is fabulous! I was really nervous about the Associate Certification exam since I get a lot of test anxiety, although the cohort I was in and Bill as a facilitator did a great job of supporting everyone involved.  

I was in a group of primarily corporate professionals, and I was the only one in higher education. It was an interesting experience, and it was worthwhile to learn how Emergenetics was being implemented and utilized elsewhere.  

I also was nervous about it being virtual because my preferred learning style isn’t online learning. I found that, between the virtual sessions and eLearning courses, the program met my learning needs. 

AW: What feedback or sentiments have you received from your counterparts about Emergenetics?   

MB: One of our employees has worked for our department for 40 years. She is the most long-standing individual in our team with the most historical context. While she is a very positive person, she tends to view professional development from a bit of a skeptical lens, having experienced ones that don’t stick.  

After the Emergenetics training, she approached me and said that this was the most impactful experience she had in her entire career working at VCU. She also shared that it helped her better understand her day-to-day frustrations and validated many of the reasons why she naturally works better with some people than others.  

If anything, people just want more Emergenetics, which is why I continue digging through resources and working with Brandi, my Relationship Manager, to provide more material.  

AW: Can you share a little bit about your plan to use Emergenetics to support your university? What are some of your next steps?   

MB: Moving forward, my plan is to host a quarterly training to onboard new staff in the department of Residential Life & Housing. We are also utilizing some of the resources from the online Associate portal for our monthly leadership team meetings. Most recently, we completed the 3-2-1 Boost your Communication Practices activity.  

I pull a lot of the resources marketed on Emergenetics’ social media to continue to infuse the Attributes into our daily work. I am also working with our Marketing professional to create office door tags that feature everyone’s Emergenetics pie charts and Behavioral spectrums to provide a visual reminder to our staff of everyone’s preferences. 

AW: What results have you seen from implementing Emergenetics programming? Is there any evidence or stories you can share? 

MB: We love to throw the Emergenetics colors out in conversations all the time, and say things like, “You’re really leaning into your Blue right now!” And that is part of the camaraderie our team has since many of us have worked at VCU for a long time.  

Not only has Emergenetics given us a common language, it has also created a fun work environment and culture of understanding, where we recognize the impact something may have on someone and that these experiences are not coming from malintent. This way of thinking has helped us form a new culture of grace.  

Additionally, I’ve seen a lot more collaboration between the silos. We are becoming more cohesive and showing up differently at all levels. For example, we better appreciate each other and check in with each other if someone is having an off day. There has been a huge benefit in implementing Emergenetics within our department.  

AW: What have you enjoyed most about bringing Emergenetics to VCU?   

MB: I’ve enjoyed being able to understand better those I directly supervise by seeing how my Thinking and Behavioral preferences interact with theirs, and how I may butt heads a little bit more with someone depending on where we are coming from.  

Also, I’ve found the behavioral information to be really fascinating because quite a bit of our staff lives in the second-third of all three Behaviors. In situations where the room is quiet, now I’m able to say things like, “I think we are all being quiet right now because it depends. We are in that second-third, friends. What more information do you need to contribute to this conversation? What context is missing?” By recognizing who I am in the room with, I can challenge everyone differently and positively, which has been a big help in pushing our team forward. 

AW: If there was one word or phrase you would use to describe Emergenetics, what would it be? 

MB: If I had an elevator pitch to get someone to do this training, it would be, “Why wait?” There is so much personal and professional gain. Emergenetics influences every conversation I have from my three-year-old toddler to my boss. It has transformed how I see and view the world. So, what are people waiting for? 

AW: What advice would you have to other university leaders who are considering implementing Emergenetics at their schools? 

MB: My biggest piece of advice is you need full buy-in. You can’t just train a portion of a department.  You need to train the whole department to get the full effect of what Emergenetics can do to transform your work environment. If I only trained the Residential Life team and not the other teams, then some of us would’ve had this language and not been able to use it to fix the cross-departmental communication strains we were experiencing.  

Emergenetics can’t be a one-off. To maximize the benefits there must be a true commitment that you infuse into your day-to-day work. Then, it will be cost-effective and most impactful overall. 

Curious what Emergenetics could help your institution achieve? Explore our solutions or fill out the form below to speak with one of our team members today! 

Talented supervisors don’t always get the recognition they deserve. As they strive to translate leadership objectives into team initiatives, guide and coach their people to achieve collective goals and contribute on an individual level, they often feel squeezed rather than celebrated. It’s no wonder 71% of middle managers report feeling stressed all the time!  

One small way that personnel at all levels can better support the supervisors in their organizations is to take a moment to recognize them – just like the great ones celebrate their people. As we commemorate National Bosses Day in the United States on October 16, it’s a great reminder to pause and appreciate the brilliance these managers bring to our workplaces.  

Inspired by the Emergenetics® Attributes, below are a few of the many things to celebrate about exceptional people leaders.  

We value your commitment to efficiency.

There is no shortage of demands on employees’ time. Supervisors with an Analytical preference commonly have a knack for keeping their teams directed toward bottom-line-oriented priorities and identifying opportunities to align resources, talent and technology to optimize efficiency in pursuit of those objectives. We appreciate your efforts to maximize effectiveness.  

We celebrate the order you bring to our chaos.

Teams typically juggle many projects and tasks as they work towards individual and collective targets. Managers with a Structural preference are often gifted at decoding these initiatives into clear action items and timelines while also setting expectations so staff know what they need to do. We are grateful for your capacity to keep us on task. 

We are thankful for the connections you create.

Strong working relationships are a significant driver of job satisfaction. Bosses with a Social preference typically fuel these connections by investing time and energy into team building. Additionally, their commitment to learning about their direct reports inside and outside of work promotes strong bonds. Thank you for your relational approach to management.  

We welcome the possibilities you invite.

In times of significant change, it’s important to be open to new ways of working. Those supervisors who embrace Conceptual thought are usually eager to consider out-of-the-box solutions and inventive approaches. They invite us to brainstorm and ideate on the possibilities of any initiative. We value your commitment to promoting and testing new ideas. 

We appreciate the listening ears and sounding boards.

Bosses in the first-third of Expressiveness tend to be quiet and introspective. Their innate disposition often makes them great listeners who create space for others to share their inputs and ideas. Those in the third-third are commonly gregarious and talkative. Their communication style makes them an excellent thought partner to work through ideas, considerations and questions. People leaders in the second-third can easily lean into either approach to support their staff. No matter your Expressiveness, thanks for being a part of many, many conversations. 

We are grateful for your consensus-building and pacesetting.

Supervisors with a preference for first-third Assertiveness typically serve as shepherds. They want to ensure direct reports are brought along and secure buy-in for initiatives, creating a space where personnel know their concerns matter. Third-third bosses often apply a driving pace, encouraging employees with their energy and commitment to push projects forward. Those in the second-third can moderate their style to honor both sides of the spectrum! Wherever you fall on the spectrum, thank you for advancing the work in a meaningful way! 

We value your focus and openness.

Managers in the first-third of Flexibility are usually committed to staying the course. Their actions help employees maintain focus and see projects through to fruition. Supervisors with a preference for third-third Flexibility are frequently energized by change and eager to accommodate the thoughts and actions of others. Their openness helps staff recognize that their inputs and ideas will have an impact. Bosses in the second-third often apply both approaches, depending on the situation and needs of their people. We know bosses have to ‘flex’ their flexibility on the regular, so thank you for adapting to support us. 

Great people leaders have an incredible influence on their personnel and the overall productivity of their organizations. I invite readers to take a moment to think about the managers who have made a difference in their lives and work. Sending a quick email, text or making a phone call to say thanks is a great way to help these individuals recognize the difference they have made and feel more motivated to continue positively shaping their workplaces. 

Want to help your managers be more effective? Empower them with training to maximize their impact and better support themselves and their teammates. Fill out the form below to speak with one of our staff members today to learn how Emergenetics can help.