Build the skills to navigate change with confidence. Here are a few strategies to help you respond quickly, think flexibly, and lead effectively in today’s evolving work environment.

In today’s rapidly changing work environment, adaptability and agility have become core capabilities for leaders and employees at every level. Adaptability refers to an individual’s ability to adjust thoughts, behaviors, and actions in response to new conditions. Agility expands this by emphasizing the capacity to anticipate change, pivot quickly, and take effective action in uncertain or complex situations.

Organizations that cultivate adaptability and agility benefit from improved problem-solving, stronger collaboration, and greater resilience during transitions. Research shows that adaptable employees demonstrate higher levels of learning engagement and performance, especially during periods of change (Pulakos et al., 2000). Similarly, agile teams are more innovative and better positioned to respond to evolving customer and organizational needs (Rigby, Sutherland & Takeuchi, 2016).

eveloping these skills requires a combination of self-awareness, a growth mindset, and ongoing practice. Leaders play a key role by encouraging experimentation, modeling flexibility, and creating environments where teams can learn, adjust, and move forward with confidence.

Resources to Learn More

• External Article: Adaptability in the workplace: Development of a taxonomy of adaptive performance
• Embracing Agile: How to master the process that’s transforming management (Harvard Business Review)
• Video: The Power of Believing You Can Improve with Carol Dweck (TED Talk)
• Tools & Activities:
  • Personal adaptability self-assessment
  • Scenario-based “pivot challenges” for leadership cohorts
  • After-action reviews (AARs) to strengthen adaptive learning 

Written by Amber Anderson Grant, OD Specialist

We tend to think of learning as something that happens in the mind, a mental exercise of reading, practicing, and remembering. But the truth is far more visceral.

Every time you learn something new, your brain physically reshapes itself. How you feel about what you’re learning, whether you love it, tolerate it, or resent it, directly affects how well that reshaping occurs and how long those changes last.

This isn’t motivational talk. It’s neuroscience, and it has profound implications for how we approach education, professional development, and lifelong learning.

1. Your Brain Physically Rewires Itself When You Learn

Learning isn’t abstract, it’s biological. The brain’s remarkable ability to reorganize itself, known as neuroplasticity, means that every new skill or piece of knowledge triggers actual structural changes in your neural wiring. Your brain is never static; it’s constantly being sculpted by your experiences throughout your entire life (Cunnington, n.d.).

Key structural changes that happen during learning:

• Synaptic strengthening, connections between neurons become stronger
• Structural remodeling, the physical architecture of neural pathways changes
• Functional reorganization, brain regions adapt how they work together (Brain Research Review, 2025)

Brain imaging studies show that when you’re learning something new, specific regions light up initially. But as you become more skilled, those localized activity patterns give way to broader, more efficient network connections across the brain (Bertolero et al., 2018). It’s the difference between a beginner laboriously thinking through every step and an expert operating on instinct.

Dopamine’s critical role:

• Dopamine doesn’t just make you feel good, it regulates neural plasticity and motivation by signaling reward and influencing how much effort you’re willing to invest (Neuroscience News, 2015).
• Research on motor learning shows that when dopamine levels are restored, people can reorganize their neural networks and resume learning new physical skills, evidence of its central importance in forming new abilities (Technology Networks, 2025).

2. Why Your Feelings About Learning Actually Matter

Once you understand that learning involves physical changes in the brain, it becomes clear why emotion plays such a decisive role.

What happens when you’re intrinsically motivated:

• Your brain responds differently to feedback and engages memory systems more effectively (Murayama et al., 2015).
• Highly motivated learners show sharper distinctions between positive and negative feedback, helping them learn from both success and failure more efficiently.
• Curiosity activates reward circuits in the brain and strengthens memory formation.

What about external incentives?

• Even external incentives, like the promise of money, can enhance learning, primarily by sharpening attention and filtering out distractions (Gruber & Ranganath, 2020).
• Internal passion and external rewards reinforce learning simultaneously, just through different neural routes.

Dopamine also supports both reinforcement learning and behavioral activation based on anticipated rewards (Neuroscience News, 2023). When you enjoy what you’re learning, your brain releases more dopamine, which improves attention and strengthens the neural connections involved in memory consolidation (Leming, n.d.).

Above: "Brain scans showed that students who took a hands-on approach to learning had activation in sensory and motor-related parts of the brain when they later thought about concepts such as angular momentum and torque." (Ingmire, 2015)

3. The Difference Between Loving and Hating What You Learn

When you love what you’re learning:

1. You focus better and for longer periods, which improves how much you absorb and retain (Leming, n.d.).
2. Positive emotional states strengthen both encoding (the process of forming memories) and recall, making it easier to retrieve information later (Leming, n.d.).
3. Interest naturally drives you to explore beyond the minimum, building richer, more interconnected knowledge networks (Leming, n.d.).
4. Both immediate performance and long-term retention improve significantly compared to traditional methods when learning is enjoyable (BMC Medical Education, 2025).

When you dislike what you’re learning:

• Motivation drops.
• Feedback processing weakens.
• Attention becomes inefficient.
• Learning still happens, it just requires more effort and typically produces weaker retention because engagement and reward signaling are diminished (Murayama et al., 2015).

That said, neutral or unpleasant learning isn’t worthless. With sustained effort, you can reach flow states, those moments when engagement increases as competence builds, reinforcing cognitive control and improving how you process feedback (Lu et al., 2024). But reaching that state usually demands deliberate persistence rather than happening naturally from intrinsic attraction.

4. What This Means Over the Long Haul

The emotional relationship you have with your subject matter doesn’t just affect immediate performance, it shapes your entire learning trajectory.

The long-term impact in a nutshell:

• Loving what you learn: You engage with it repeatedly. That repetition strengthens neural connectivity patterns that persist even when you’re not actively studying (Bertolero et al., 2018). Accelerates adaptation and improves retention.
• Disliking what you learn: Disengagement reduces repetition and cognitive investment, limiting opportunities for deep consolidation. Slows things down but doesn’t make learning impossible.
• Neutral engagement: Produces functional results, but they’re often suboptimal.

The brain is designed to learn under almost any circumstances. It’s just exceptionally good at learning when reward circuits, emotional state, and cognitive effort all point in the same direction.

Final Thoughts

Learning isn’t only a mental activity, it’s a biological transformation. Neuroplasticity, synaptic modification, and network reorganization physically reshape your brain whenever you acquire new knowledge or skills. And these changes are profoundly influenced by emotion.

The Key Takeaways:

1. Motivation, curiosity, and enjoyment modulate how your brain processes feedback, releases dopamine, directs attention, and consolidates memories.
2. Together, they determine how effectively learning becomes durable knowledge.
3. Loving what you learn doesn’t simply make the process more pleasant,it measurably improves your brain’s capacity to retain and apply that knowledge over time.

So, when people say you should be passionate about what you learn, they’re not just offering feel-good advice. They’re describing neurological leverage.

Resources

• 3 Step Guide to Making Learning Stick

Citations

Bertolero, M. A., Bassett, D. S., & D’Esposito, M. (2018). Learning differentially reorganizes brain activity and connectivity. arXiv. https://arxiv.org/abs/1810.08840

Brain Research Review. (2025). The neuroplastic brain: Current breakthroughs and emerging frontiers. ScienceDirect. https://www.sciencedirect.com/science/article/pii/S0006899325002021

BMC Medical Education. (2025). Impact of game-based teaching on learning and retention. https://bmcmededuc.biomedcentral.com/articles/10.1186/s12909-025-07630-9

Cunnington, R. (n.d.). Neuroplasticity: How the brain changes with learning. UNESCO/IBRO Science of Learning Portal. https://solportal.ibe-unesco.org/articles/neuroplasticity-how-the-brain-changes-with-learning/

Gruber, M. J., & Ranganath, C. (2020). How curiosity enhances hippocampus-dependent memory: The intersection of motivation and cognition. Brain Structure and Function. https://link.springer.com/article/10.1007/s00429-020-02074-x

Leming, M. (n.d.). The impact of enjoyment on learning retention. The Hun School of Princeton. https://www.hunschool.org/resources/the-impact-of-enjoyment-on-learning-retention

Lu, H., van der Linden, D., & Bakker, A. (2024). The neuroscientific basis of flow. arXiv. https://arxiv.org/abs/2409.06592

Murayama, K., et al. (2015). Neural basis of intrinsic motivation and feedback processing. NeuroImage. https://www.sciencedirect.com/science/article/pii/S1053811915005510

Neuroscience News. (2015). The role of dopamine in learning and reward. https://neurosciencenews.com/dopamine-learning-reward-3157/

Neuroscience News. (2023). Dopamine plays double duty in learning and motivation. https://neurosciencenews.com/dopamine-motivation-learning-23403/

Technology Networks. (2025). Dopamine’s role in learning new motor skills revealed. https://www.technologynetworks.com/neuroscience/news/dopamines-role-in-learning-new-motor-skills-revealed-398033

Written by:Hammond Lake, Communications Specialist

Many who are put in leadership roles don’t know how to, or have never been taught how to, lead themselves. This article will dive into what it takes to lead yourself and how it can introduce ways of leading others.

Imagine you are starting a new position or have been given the chance to manage and take on leadership opportunities. Many achieve this and gain valuable insights, diving right into learning how to lead others. This is a normal and exciting thing. Numerous individuals have been in this position and learned how to lead others in this way. What if I told you there is another piece of this puzzle missing in plain sight? One that doesn’t show up for some time.

Let's start with a quick history lesson. It is well documented that in Ancient Rome, Roman soldiers were able to ask citizens to carry their gear up to a mile. What this implies is that the same soldier carried their own gear beforehand. This isn’t a second-mile service article; this is about the first mile. You may be thinking, “OK, what are you getting at? We didn’t sign up for a history lesson.” That’s fair. Your challenge is this: how can you expect to lead others AND expect them to want to follow you, if you are not able to lead yourself?

Here are five practical steps and three best practices directing you in how you can start leading yourself. Not only will you grow and develop, but others will also notice something different about you. These principles are coined by Mark Miller, who started as a Chick-fil-A team member in 1977 and went on to serve as Vice President of High Performance Leadership for two decades. He is known most recently as a co-founder of Lead Every Day.

H.E.A.R.T.

Hunger for Wisdom
Best Practices:

• Design a Plan
• Enlist Mentors
• Learn Daily

Expect the Best
Best Practices:

• Choose Optimism
• Fail Forward
• Remember Wins

Accept Responsibility 
Best Practices:

• Own Your Role
• Admit Mistakes
• Give Praise

Respond with Courage
Best Practices:

• Acknowledge Your Fears
• Embrace Risk
• Initiate Action

Think of Others First
Best Practices:

• Add Value
• Express Gratitude
• Serve Unconditionally

Resources to Learn More

• Book: The Heart of Leadership
• LinkedIn: Mark Miller

Written by Kal Keiffer, L&D Specialist

References: Miller, M., & Gravitt, R. (2019). The Heart of Leadership: Becoming a Leader People Want to Follow (Quick Start Guide). CFA Properties, Inc. & InteGREAT Leadership.

Career development is no longer a passive journey, it’s a skill that requires intention and action. This article offers practical guidance, tools, and strategies to help you take ownership of your career and prepare for what’s next.

In today’s dynamic workplace, career growth doesn’t happen by waiting for the next opportunity, it happens by actively shaping it. Taking charge of your career means developing self-awareness, seeking continuous learning, and aligning your strengths with evolving organizational needs.

Self-reflection is the foundation of effective career development. Understanding your skills, interests, values, and impact allows you to make intentional choices, rather than reactive moves. Equally important is adaptability: the ability to learn, adjust, and grow as roles, teams, and priorities change.

Career ownership also involves proactive behaviors, such as seeking feedback, building meaningful relationships, and advocating for development opportunities. Individuals who engage intentionally in their career growth are more likely to stay engaged, perform at a high level, and navigate change with confidence. Ultimately, career development is a partnership between you, your manager, and your organization, but it starts with you.

Career Development Strategy

1. Reflect on where you are and where you want to go.
2. Identify strengths to leverage and skills to develop.
3. Seeking feedback and learning opportunities.
4. Build relationships and networks across the organization.
5. Review and adjust your plan regularly.

Resources to Learn More

• Career Reflection Worksheet: Clarify strengths, interests, values, and goals. 
• Skill Gap Analysis: Identify skills needed for future roles.
• Master These 3 Social Skills to Succeed at Work by Sophie Caldwell: a short video emphasizing proactive career planning and continuous learning.
• “Your Career Is Your Responsibility” – Harvard Business Review: an exploration of why career ownership and adaptability are critical in today’s workplace.

Written by Amber Anderson Grant

References: Center for Creative Leadership (CCL): 4 Sure – Fire Ways to Boost Your Self Awareness
Harvard Business Review: Career Ownership and Continuous Learning.

If we want different outcomes, we need to think differently. One proven and practical approach is Edward de Bono’s Six Thinking Hats.

Most say they want innovation. New ideas. Better solutions. Smarter ways of working.

Yet when a challenge shows up, we often rely on the same thinking patterns that created the problem in the first place. We brainstorm quickly, default to opinions, or jump straight to solutions. The result is the same old ideas dressed up as innovation.

What’s wrong with the way we think?

Most team discussions are a mix of facts, opinions, emotions, risks, and ideas all at once. This creates noise, confusion, and complexity. Strong personalities dominate. Cautious voices hold back. Creative ideas get shut down too early.

Enter The Six Thinking Hats from Edward de Bono.

The Six Thinking Hats method solves this by separating thinking into clear modes. Everyone looks at the same problem from the same angle at the same time. This creates focus, balance, and better decisions. Then you progress to another angle or mode.

The Six Hats at a Glance

You can use the hats individually or as a team. Each hat represents a specific way of thinking.

White Hat = Facts and data.
What do we know? What is missing? What information do we need?

Red Hat = Feelings and intuition.
What does this feel like? What are the gut reactions, without justification?

Black Hat = Risks and cautions.
What could go wrong? Where might this fail?

Yellow Hat = Benefits and value.
What could go right? What are the potential gains?

Green Hat = Creativity and possibilities.
What are new ideas? What alternatives exist? What have we not tried?

Blue Hat = Process and focus.
What is our goal? Which hat do we need next? How will we decide

How to get started

Try this in your next meeting or even on your own:

1. Clearly define the problem or opportunity.
2. Spend two to three minutes per hat.
3. Capture insights without debating.
4. Decide after all hats have been used.

For teams, the rule is simple. Everyone wears the same hat at the same time. This removes argument and encourages participation.

Why It works

The Six Thinking Hats method slows thinking just enough to make it better. It creates space for creativity without losing structure. It values emotion without letting it dominate. It allows risk without fear.

Most importantly, it helps teams move from reactive thinking to intentional thinking.

Innovation is not about having smarter people. It is about using smarter thinking.

Resources

Use this job aid to try the 6 Thinking Hats with your next problem

• Six Thinking Hats Job Aid 

Citations

de Bono, E. (1985). Six thinking hats. Little, Brown and Company.

Written by:Jerad Watson, Manager | UAB Learning and Development

Do you struggle and groan at the thought of reflecting on a project or completed work, or of getting feedback from others? There is a cringe-free way of reflecting and giving/receiving feedback.

At my previous workplace, I heard a leadership coach delivering a presentation on feedback that included, in my opinion, one of the greatest models for reflecting on completed or on-going work, projects, or provided feedback. And no, it was not the “feedback sandwich” method, which is where you start with positive feedback, followed by constructive criticism (or not-so positive feedback), followed by more positive feedback.

Have you experienced this type of feedback? It’s like a bad break-up tactic. I imagine a couple at a coffee shop or ice cream parlor ('cause that’s where all break-ups happen, right?), and it goes a little something like, “Hey, you’re great — this isn’t working out, but you’re still great.” Hits a little too close to home, right?

This type of feedback can, and often does, come across as insincere or insensitive. The receiver feels their interests are not being considered and may see the conversation as one-sided, instead of as an open dialogue. I think this reflects current challenges many of us experience when receiving feedback or engaging in real-time reflection.

Then there’s the challenges faced by those working independently who find it difficult to initiate meaningful self-assessment. It’s natural to say things are going great and just keep moving in the same direction, but this may cause you to miss valuable lessons and overlook growth opportunities due to a lack of knowledge or guidance.

Here is the model the leadership coach taught me — the WINS Model. Fair warning, it isn’t groundbreaking, but it offers significant value when applied to reflection and feedback processes.

W – Well
What went well?

I – Improve
What would you improve?

N – Needs
Are there "needs" for next time?

S – Support
What support do you need?

Like I said, this approach is not groundbreaking, but after introducing it at UAB, my supervisor found it valuable enough to make it our go-to method of giving and receiving feedback. I encourage you to pick a feedback method for yourself — preferably not the feedback sandwich! Feedback is important, and delivering it effectively is even more important.

Resources to Learn More

• External Article: WIN Feedback
• External Article: WIN Feedback in Action

Written by Kal Keiffer, L&D Specialist