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Cornell and Corporate Partners Recognized in Five Brandon Hall Award Categories

Cornell University and five of its corporate partners earned recognition in five categories at the 2025 Brandon Hall Group™ Human Capital Management (HCM) Excellence Awards. The annual awards honor organizations that design and deliver programs with measurable impact on leadership development, executive training and workforce growth.

Entries were evaluated on alignment to business needs, program design and delivery, user experience and measurable outcomes.

Award-Winning Programs

Big D Construction received the Gold Award for Best Leadership Development Program. About 30 participants took part in sessions on succession planning, authentic leadership and negotiation, along with a business simulation designed to mirror high-stakes decision-making.

Steve Sauer at Big D program

“This award is a reflection of the impact the program has had on our people,” said Shaun Orr, Chief Information Officer at Big D Construction. “It has brought leadership training to our team and sparked a shared language around strategic thinking.”

Dentsply Sirona earned the Silver Award for Best Leadership Development Program. Its blended global program combined asynchronous and live sessions, allowing leaders in multiple regions to participate in both functional and strategic leadership training.

“Our collaboration with Cornell has been instrumental in designing a program that equips our leaders with the skills and capabilities needed to drive high performance,” said Sarah Waltman, Vice President of Global Talent Management at Dentsply Sirona.

Novare Consortium received Bronze in Best Leadership Development Program. Now in its second year, the program for senior leaders in the senior living industry included eCornell modules on strategic change, leadership credibility and empowerment, with a capstone led by General George Casey.

Sun Life earned the Gold Award for Best Executive Development Program. Delivered at Cornell Tech in New York City by five Cornell faculty members, the program focused on artificial intelligence, systems thinking, innovation and productivity for executive leaders.

“This recognition underscores Sun Life’s commitment to cultivating leaders who drive impact and innovation,” said Joanne St. Bernard-Honegan, Vice President of Talent Development at Sun Life. “Our partnership with Cornell has been instrumental in combining business strategy with real-world challenges.”

VINCI received the Silver Award for Best University Professional Development Program. The three-day program in France engaged 30 HR leaders with ILR School faculty leading sessions on strategic HR, workforce trends, coaching and difficult conversations.

Chris Collins at VINCI session

Cornell Perspective

“We are proud to see our work recognized with these awards, which reflect the strength of Cornell’s partnerships with leading organizations,” said Mark Dembo, Area Director of Cornell Executive Education. “By working closely with our clients, we design programs aligned to their strategy and culture, powered by faculty expertise and grounded in measurable impact.”

Global Reach and Impact

The awards highlight the reach of Cornell’s executive education programs, which span industries including construction, health care, senior living, insurance and infrastructure. Faculty from Cornell Tech, the ILR School and eCornell contributed expertise in leadership, negotiation, HR strategy, artificial intelligence and systems thinking.

Programs varied in format from in-person sessions in Ithaca, New York City and France to blended global models. Reported outcomes included greater adoption of shared leadership frameworks, improved strategic alignment and preparation of senior talent for executive roles.

By collaborating with industry partners, Cornell has demonstrated how custom learning programs can address immediate organizational needs while supporting long-term workforce development.

More information about these programs is available on the eCornell Executive Education website.

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Unlocking Second Chances: How eCornell and the Black Men Coalition Are Changing Lives After Incarceration

For many Americans leaving prison, freedom comes with invisible chains: limited access to education, scarce job prospects, and the same unstable environments that led them into incarceration in the first place. The stark result? Nearly 70% of formerly incarcerated individuals in the U.S. reoffend and return to prison.

Corey Marionneaux knows that cycle all too well. A former inmate turned advocate, Marionneaux founded the Black Men Coalition (BMC) in 2020 to break it. Based in Madison, Wisconsin, BMC is a nonprofit dedicated to reducing recidivism and creating real opportunities for change—through mentorship, youth programs, and, most critically, employment support.

Now, thanks to a powerful new partnership with eCornell, BMC is adding world-class education to its arsenal.

Education Meets Opportunity

Through this collaboration, BMC members—many of whom are formerly incarcerated or come from underserved communities—gain access to eCornell’s professional certificate programs. Authored by Cornell University faculty, these online programs offer practical, career-ready training in fields like accounting, cybersecurity, and business analytics.

For many, the impact is transformational.

“There was an individual who came to our office every day to take his eCornell courses,” Marionneaux recalls. “He didn’t have a laptop or internet access, but he stuck with it. He earned a certificate in Restaurant Management. Today, he’s a District Manager overseeing three Arby’s locations. That’s the kind of life change we’re talking about.”

And he’s not alone. Dozens of BMC participants have used their new credentials to secure better-paying, higher-level positions—some in entirely new industries.

More Than a Certificate

The partnership transcends mere job training. It’s about restoring dignity and opening doors that were once slammed shut.

“For people who come home and want to live differently, it’s not just about desire—it’s about access,” Marionneaux explains. “I didn’t have this kind of opportunity; now, I want to make sure others do.”

The eCornell collaboration has elevated BMC’s profile throughout Madison and beyond. “We’re getting attention from employers who never gave us the time of day,” says Marionneaux. “They’re interested now because their own employees can benefit from eCornell programs, too.”

BMC supports its members with more than education by providing temporary housing, free transportation to job sites, mentorship, and financial literacy education.

Building a Future, Brick by Brick

Marionneaux and his team are currently planning a $30 million housing initiative designed to provide safe, affordable housing for those rebuilding their lives. The proposed development will be more than just a place to live—it will be a hub of opportunity.

“We’re designing a mixed-use community with access to programs, support services, and, yes, eCornell certificates,” he says. “It’s not just housing—it’s hope. And I truly believe it will be a game-changer; not just for Madison, but for the whole country.”

From the Classroom to the Community

As BMC continues to grow, its partnership with eCornell offers a compelling model for social impact—one that not only recognizes the challenges of reentry but also works to eliminate them by equipping individuals with the tools they need to thrive, not just survive.

Marionneaux puts it simply: “This partnership is about giving people a real shot—because everyone deserves the chance to write a new story.”

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Executive guides emerging HR leaders, with inspiration from Cornell certificate programs

Sun Holdings’ VP of Human Resources Laura McLand (left) conducts an Executive HR Roundtable at the 2025 Employee Benefits & Total Rewards Summit in Las Colinas, Texas.
Sun Holdings’ VP of Human Resources Laura McLand (left) conducts an Executive HR Roundtable at the 2025 Employee Benefits & Total Rewards Summit in Las Colinas, Texas. (Laura McLand/Provided)

Change comes fast in the dynamic and demanding private equity industry. Laura McLand faced this reality 20 years ago when she, an executive assistant to the president and CEO of an investment firm, was suddenly tasked with processing the company’s payroll.

“It was a deer-in-the-headlights moment,” said McLand, now vice president of human resources at Sun Holdings, the second-largest franchise organization in the U.S. “At that time, my experience in payroll was non-existent. The CEO had much more confidence than I did that I could learn the process in time for the next payroll.”

Her decision to accept the challenge rather than resist the responsibility changed her career. “That decision spearheaded my love for human resources, and I never looked back,” she said.

But McLand needed to gain the HR skills to succeed.

Read more on the Chronicle.

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New Cornell certificate centers individual perspective on metabolic health

a collection of food on a table with meat, bean, oil, and vegetables.

Nutrition tips frequently trend online, but some recommendations from social media nutritionists can do more harm than good. Understanding health through research-based approaches helps consumers fight the influence of fads.

Sander Kersten, director of the Division of Nutritional Sciences and the Schleifer Family Professor in Cornell Human Ecology’s Division of Nutritional Sciences, collaborated with eCornell to design the Nutrition for Metabolic Health certificate program, which guides dietitians, health educators and individuals interested in personal wellness toward lifestyle changes that will outlast today’s trends.

“This online nutrition certificate program was designed to provide level, researched information about metabolic health,” Kersten said. “Of course, this could be directly applicable to dietitians and other professionals, but the courses are accessible and informative to everyone.”

The certificate includes three courses: Foundations of Metabolic Health, Assessing the Effects of Obesity and Optimizing Metabolic Health Through Nutrition. Kersten guides participants through an exploration of what defines metabolic health and elaborates on how diet can be leveraged to improve metabolic health. Learners will assess genetic and environmental effects on obesity and identify how diet can improve overall health, even when weight loss is not the main goal.

“Understanding metabolism is essential, but it is important to keep in mind that there are other factors that can make weight management more difficult. People should be aware of the numerous environmental factors that make it more challenging to implement the necessary changes in diet and lifestyle,” Kersten said.

The program offers a research-based examination of the relationship between diet choices, exercise and sustainable health management strategies. Participants learn to evaluate scientific evidence about metabolic processes while developing practical approaches to lifestyle modification.

“Each course emphasizes nutrition principles that can be applied to personal wellness goals or used to support others in their health journeys,” Kersten said. “The program delivers a science-based approach that creates a foundation for lasting metabolic health beyond quick fixes.”

Navigate the nature-nurture balance in metabolic health — learn more in the Nutrition for Metabolic Health certificate program.

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Data science certificate prepares leaders for high-growth field

two hands hover over a table, which is covered in interconnected circuits. Some of the circuits are lit up orange.

With data science employment projected to grow 36% by 2033, professionals across industries are seeking ways to leverage the power of data analysis to drive decision-making. The Data Science Modeling certificate program — developed by Sumanta Basu, an associate professor at Cornell Bowers Computing and Information Science — bridges the gap between basic statistics and advanced data science applications.

The certificate program consists of four comprehensive courses: Nonlinear Regression Models, Modeling Interactions Between Predictors, Foundations of Predictive Modeling and Ensemble Methods. Participants learn to capture complex relationships in data through advanced regression techniques, transform categorical variables into meaningful predictors and build models that adapt to real-world complexities. Through hands-on practice in R programming, professionals develop practical skills in decision trees and random forests to solve challenging prediction problems.

In a recent conversation with eCornell, Basu explained how the program blends statistics and data science.

How do you help students bridge the gap between theoretical concepts and real-world applications?

“We are teaching students these concepts, but in parallel, we are also giving them very real and relevant topical examples that they can apply right away. For example, we use the data set from Tompkins County’s COVID-19 counts. We plot the number of days since the pandemic, the number of new infections and the number of hospitalizations. All of these variables change over time, so the pattern cannot be captured by a single line.

“This example points out how you can use these [non-linear regression] tools to model. And you use the data to predict and understand the evolution of the pandemic. We use a tool called spline or a piecewise polynomial, which is more advanced for capturing nonlinear relationships. This shows the differentiation and how you can use new models or new methods to improve your fit and improve your predictions.”

What’s your approach to teaching students about different types of data and their corresponding models?

“Machine learning models vary depending on the type of data you’re analyzing. The classical machine learning model is for structured data that can be organized in the form of a table. If your data is unstructured, if it’s just text, or if it’s a bunch of images or audio files or video files, then you’ll need more modern tools like deep neural networks. But as long as the data is structured and can be stored in a table format with a bunch of numbers or categories, what we do here, compared to some other courses in the machine learning world, is still state of the art in industry and built based on statistical foundations.

“We have the flexibility to pause and really get students to appreciate what each piece of this complex machinery is doing, in what way they can go wrong, how to understand the limitations and how to explain it to others in simpler terms.”

Turn statistical expertise into data science proficiency — enroll in the Data Science Modeling certificate program today!

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Digital marketing certificate helps hospitality professionals drive customer engagement

Professionals working on documents at a conference room table

As consumers increasingly rely on online resources to make travel and hospitality decisions, businesses must adapt their marketing strategies to meet customers where they are. But what constitutes a successful strategy in an increasingly saturated market?

In the Hospitality Digital Marketing certificate program, associate professor Rob Kwortnik and former clinical professor Bill Carroll — both from the Cornell Nolan School of Hotel Administration — present an approach based on foundational hospitality marketing concepts and principles designed to integrate a company’s brand communications across media channels.

“Today’s hospitality consumers make decisions across multiple digital touchpoints before they ever walk through your door. This program teaches professionals how to create and execute marketing strategies that reach guests with messaging that resonates,” Kwortnik said.

Through a detailed case study of a fictional Baltimore hotel, participants learn to develop comprehensive integrated marketing communications (IMC) strategies that create consistent cross-channel brand experiences. Courses include Marketing Hospitality Brands Through Digital Media, Implementing Brand Strategy Through Digital Media, Communicating the Brand Across Marketing Media and Success Metrics for Hospitality Digital Marketing.

“We guide participants through building a complete IMC strategy for a hotel,” Kwortnik said. “They learn to identify their target market, develop creative strategies and optimize their online presence. These are skills they can immediately apply to their own properties.”

The coursework covers shaping consumers’ brand beliefs, developing website and search engine marketing strategies and content creation for social media and online communities. Participants also explore the full suite of traditional media, including print, radio, television and public relations. Working with real-world scenarios, professionals learn to adapt to shifting market conditions and evolving media landscapes — and they understand how to measure the success of their IMC activities.

“The hospitality industry’s future belongs to professionals who understand how to connect with guests in meaningful ways through digital marketing,” Kwortnik said. “This program prepares leaders to shape that future while staying true to the fundamentals of hospitality excellence.”

Year-long, free access to the Hospitality and Marketing Symposia are available as part of the program. The sessions enable learners to engage in real-time conversations on essential hospitality industry topics and trends with professional peers and experts from the Cornell community and beyond.

Learn to lead digital evolution in hospitality marketing. Enroll in Cornell’s Hospitality Digital Marketing certificate program.

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Professionals sharpen business, legal communication in certificate program

Two peoples' hands over a paper, marking up a document

Whether drafting a critical email or examining a business issue, professionals in every role need strong analytical and persuasive communication skills. Cornell’s Legal Writing and Communication certificate program strengthens essential legal writing skills for leaders across industries.

According to the program’s faculty author Michelle Whelan, a clinical professor of law and associate dean for diversity, equity and inclusion at Cornell Law School, every written word can carry legal implications.

“Whether you are an employee or CEO, you need to understand all the myriad ways you could be interacting, directly or indirectly, with an attorney,” Whelan said. “Even if you don’t interact regularly with legal counsel, you need to appreciate how this can connect with your work and how your life intersects.”

The program includes four courses: Maximizing Your Value in the Attorney-Client Relationship, Evaluating the Impact of Legal Documents, Composing Documents That Help Lawyers and Writing and Persuading Like a Lawyer.

Whelan charts the ways in which a company’s employees could come to the attention of the company’s attorney. Learners explore how to maximize value in an attorney-client relationship through proper communication and how documentation — including emails and other written communication — can help or hurt during litigation.

Participants explore best practices for building relationships with organizational legal teams, techniques for effective witness interviewing and workplace incident reporting and common misconceptions about business documentation.

“There’s a lot of talk about ‘don’t create this document’ or ‘don’t put everything down in writing.’ But for a company to function, they need documents for institutional memory, and that’s just how they function,” Whelan said. “The program helps employees understand how to create documents that are useful and not harmful.”

“What are the things that you should be looking for that are helpful for the company and the company’s attorney? The program walks through how to effectively gather information from a witness and then it turns to putting that down on paper,” she said.

While these skills are necessary for legal issues, focused expertise in these areas can help professionals excel in any field. As persuasive communication is the core of the program, Whelan emphasizes how impactful the courses can be for anyone in business.

“Persuasion is everywhere you look, no matter what you do, no matter what your role is, and this program teaches students that they’ve been using persuasion all their lives. It’s easy then to transfer some of those concepts, skills and knowledge into a persuasive document that objectively analyzes an issue using the four-step analysis that every good lawyer runs through to analyze an issue to come up with a solid, sound conclusion that’s backed by solid reasoning. And then, once you have that, you can turn it into a document that convinces or persuades.”

Whelan notes that it is important for professionals to think beyond what their business does with an attorney. “There are also specific ways that an employee interacts with an attorney, such as being asked to serve as a witness on behalf of the corporation,” she said. “One day, everybody out there could be asked to do that.”

Build your confidence in persuasive business and legal communication — enroll in the Legal Writing and Communication certificate program today!

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4 AI insights for executives, corporate boards

Ai in the Boardroom Cornell Keynote. Clockwise from left: Partners at Cleary Gottlieb Steen & Hamilton LLP James Hu, Angela Dunning, Chase Kaniecki, Lillian Tsu, Benet O’Reilly and D. Bruce Hoffman.

Understanding AI’s impact and ensuring its responsible implementation is essential for board members and senior executives looking to stay ahead in today’s fast-evolving corporate landscape. In a Cornell Keynote, legal professionals from Cleary Gottlieb Steen & Hamilton LLP shared what top management needs to know about navigating the opportunities and challenges AI brings to the boardroom.

  1. Navigating intellectual property (IP) challenges.

Many generative AI tools feature a public-facing platform in which users enter text prompts to generate new works, such as text, images or songs. However, because these AI models are trained on extensive datasets, often sourced from the internet, AI may create outputs based on copyrighted material.

There are currently around two dozen IP litigation cases in the United States concerning the training and output of generative AI models, including OpenAI’s ChatGPT and Google’s Imagen. “The key question is whether courts will find that the training of these models was fair use or infringing,” explained Angela Dunning, a partner who focuses on commercial litigation.

If the courts rule that AI training methods are not fair use, the development of these tools could change significantly, potentially affecting their availability and competitiveness, especially in the international market.

“The United States Copyright Office has taken the position that AI-generated outputs are not protected under U.S. copyright law because they are not authored by a human,” said Dunning. “This is now in conflict with some jurisdictions around the world, such as the EU’s AI ACT, which may impose restrictions on the use of copyrighted content for AI training and apply them to AI models globally if their output comes into Europe.”

As companies increasingly incorporate AI technology into their workplaces, board members should ensure that their companies have robust policies in place to mitigate IP risks, such as obtaining proper licenses for training data and regularly reviewing compliance with evolving laws. Proactively addressing these challenges can help protect the company’s innovations and preserve its competitive advantage in the market.

  1. Addressing SEC disclosure requirements.

Erik Gerding, director of the SEC Division of Corporate Finance, recently released a statement signaling AI as a disclosure priority for the SEC and compelling companies to be as detailed as possible in their annual reports, including identifying how the company defines AI and how the technology could benefit the company’s operational outcomes, financial condition and growth potential.

Specificity is crucial for general counsels and legal teams submitting AI disclosures to the SEC. “The SEC is focused on making sure that disclosures public companies make on AI and the opportunities it presents are tailored to that company rather than being a generic boilerplate disclosure,” noted Lillian Tsu, a partner specializing in securities and capital markets transactions.

Tsu also highlights the importance of attending to the material risks of AI technology, as the data that AI generates are predictions, not conclusions. “In other words, the disclosure should not be divorced from what is happening in reality,” added James Hu, a partner who focuses on merger and acquisition (M&A) transactions.

By adhering to these guidelines, companies not only comply with SEC requirements but also foster greater transparency and trust with stakeholders. Comprehensive and tailored AI disclosures reflect a company’s commitment to responsible innovation, offering a clear view of how AI integration aligns with the company’s strategic goals and risk management practices. 

  1. Understanding antitrust implications.

According to D. Bruce Hoffman, a partner whose practice focuses on antitrust enforcement, AI introduces four significant issues on the antitrust front: the use of AI for collusion, unilateral conduct, mergers and compliance with the Robinson-Patman Act.

The use of AI for collusion has garnered the most attention from antitrust enforcers such as the Department of Justice and the Federal Trade Commission due to concerns that AI systems could enable competitors to coordinate pricing or other market behaviors. 

“The Department of Justice has drawn an analogy stating that AI, in this context, is no different from a person. If competing companies were to send their cost data to this person who then instructed them to charge the same price, that would constitute collusion. This can potentially lead to antitrust trouble as well as exposure to civil problems,” said Hoffman.

Another issue is the role of AI in unilateral conduct, particularly in monopolization cases. AI systems could make decisions that, while rational, could be seen as anticompetitive if they harm competitors in ways that violate Section 2 of the Sherman Act. The challenge for antitrust enforcers will be determining when an AI’s autonomous actions cross the line from aggressive competition to unlawful conduct.

  1. Leveraging AI in M&A.

AI is quickly becoming a driver of M&A activities as companies look to strengthen their competitive edge. Benet J. O’Reilly, a partner specializing in mergers and acquisitions, notes that AI is a hot investment area, with firms either developing AI in-house or acquiring third-party tools to integrate into their operations.

This surge in AI-driven M&A is fueled by the need to stay ahead in a rapidly evolving technological landscape. Companies are not only seeking innovative technologies but also the talent and expertise behind them. “Talent acquisitions are crucial because they not only bring valuable technology in-house but also prevent that talent from being available to competitors,” explained O’Reilly.

However, integrating these AI-focused teams into larger, more traditional organizations can be challenging. Companies must strike a balance between maintaining the creativity and agility of these teams while aligning them with broader corporate objectives — a process requires careful planning and a willingness to adapt. 

As AI reshapes industries, M&A deals may become more prevalent, with companies increasingly turning to strategic acquisitions to build out their AI capabilities. For executives, understanding the complexities of these transactions will be crucial.

 

For more insights on approaching AI-related developments in the boardroom, experience the full Keynote “Artificial Intelligence in the Boardroom: What Board and Senior Executives Need To Know” on the eCornell website. 

This Keynote is part of  a series of discussions leading up to eCornell’s 2025 Board of Directors Forum. Register now for the opportunity to network and share best practices on cybersecurity, supply chains, data and AI, and earn a Cornell Tech Board of Directors Forum certificate from Cornell Tech.

 

Photo: Clockwise from left: Partners at Cleary Gottlieb Steen & Hamilton LLP James Hu, Angela Dunning, Chase Kaniecki, Lillian Tsu, Benet O’Reilly and D. Bruce Hoffman.

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The power of focused listening in conflict resolution

In-studio Cornell Keynote webcast “Focused Listening: From Conflict to Collaboration” with Katrina Nobles, Liz Davis-Frost, and host Nicholas Phillips

According to The Myers-Briggs Company, managers spend at least four hours managing conflicts per week on average, with poor communication being the biggest cause of conflict. Yet, at the forefront of effective conflict resolution lies a frequently overlooked fundamental skill: focused listening. 

In the Cornell Keynote webcast “Focused Listening: From Conflict to Collaboration,” Katrina Nobles, director of conflict programs, and Liz Davis-Frost, mediation and training extension associate, both from the Cornell University Scheinman Institute on Conflict Resolution, discuss how focused listening promotes interpersonal understanding and collaborative problem-solving.

What is focused listening?

Nobles: “Focused listening, sometimes called ‘deep listening,’ is a tool that comes from the transformative mediation model. It relies on being present and listening to listen — not to respond, craft an opinion or solve a problem. This approach requires us to suspend our judgments and try to truly understand what the other person is saying.”

How can practicing focused listening contribute to effective team dynamics, particularly in supporting less assertive members?

Nobles: “First and foremost, I recommend reflection — reflecting back to the person what you heard — because it prompts you to pay attention to what the other person said without jumping to respond or diminish their words. Pairing focused listening with reflection gives the other person space to correct any misunderstandings.

Secondly, one thing that is largely missing in U.S.-based workplaces is the consideration of nonverbal communication styles. Deep listening works with written communication, like anonymous feedback forms, which are particularly helpful in situations with power imbalances. For instance, a new employee might be less assertive because they are still navigating when it is appropriate to speak up and share their opinion.”

Davis-Frost: “Some of us didn’t grow up in cultures or communities where sharing thoughts, unless explicitly asked, was encouraged. It’s important to recognize that assertiveness, or lack thereof, isn’t due to singular reasons but is shaped by a lifetime of circumstances and experiences.

Everyone in the room has a unique life journey leading to this moment. Sometimes, those more attuned to these nuances try to share with those less aware, but this can feel awkward or become therapeutic, so it’s essential to navigate these dynamics with care.”

Why is conflict a good thing, especially when trying to solve a problem or finish a project?

Davis-Frost: “If I go into every conflict thinking it’s a bad thing, that will influence how I navigate it and my results. Going into conflicts knowing they are inevitable allows me to approach them with curiosity and think about how the situation can help me learn and grow. We put a lot of pressure on ourselves to not make mistakes, which is unrealistic. We need to build a capacity for grace and understanding and patience while being able to hold each other accountable.”

Nobles: “Conflict is often perceived as a negative thing. Eradicating conflict altogether isn’t helpful because it limits the variation of perspectives and ideas within a group. Conflict can be destructive, but it can also be constructive, and we need to mentally reframe it as a powerful tool for problem-solving. When a conflict arises in the workplace, we have to figure out how to approach it in a way that respects team members’ differing perspectives and incorporates them into creative solutions.”

How can teams implement focused listening to help problem-solve together?

Nobles: “One way to use deep listening in team meetings is to combine it with reflection. If you make an agreement with your team that you’re going to reflect back what you just heard before countering it or adding another idea, you can allow for enough of a pause to consider how you plan to contribute to the conversation without escalating beyond the point of control. Another way to use deep listening is in brainstorming. When we’re brainstorming, we’re often throwing out ideas so quickly that we may either miss an idea or the point of an idea. Again, implementing focused listening gives just enough of a pause to reflect on what was said to ensure you understand the idea so you can clarify your own thinking before sharing even more options.”

Davis-Frost: “Sometimes, in brainstorming, ideas are presented with no points. If team members are asking clarifying questions, it’s an indicator that people are having a hard time understanding the point and that I need to think a little further and develop that idea, which the team can support me in doing.”

What first step should managers take when introducing focused listening to their team?

Davis-Frost: “Beyond this Keynote and our prior webcast, I recommend spending time practicing and working through deep listening skills yourself before bringing them to the workplace. We see a lot of people try to implement these tools without fully developing them, which is contributing to conflicts because people have questions about what deep listening is.”

Nobles: “I would definitely try deep listening out for yourself as a first step so that you can speak to it genuinely. Second, I would have a conversation about it with your team where you highlight wanting to create an environment where team members can hear each other better and be more creative together. Offer for the team to try it out in a meeting and see what happens.”

Davis-Frost: “Adding to that, don’t hesitate to reach out for support if you need it. There are lots of practitioners out there who are supporting people and having transformative conversations, so don’t put all the pressure on yourself to do a dissertation’s worth of research on focused listening in a couple of nights and then present it to your staff.”

How can one adjust their deep listening approach when they don’t have much in common with someone and still be genuine?

Nobles: “Keeping in mind that we have more connections than we think we might, deep listening can be more impactful with the people you don’t have much in common with because you are genuinely trying to understand where they’re coming from. If you come to a conversation with genuine curiosity, it can make a really powerful connection of being open and providing space to another person.”

 

To learn more about focused listening as a tool for conflict management, watch part one of this conversation, “Listen Closely: Gaining Clarity During Conflict,” on the eCornell website and explore Cornell’s Conflict Resolution certificate program authored by Katrina Nobles.

This Q&A, drafted by former eCornell writing intern Margot Baker, has been edited for length and clarity. Experience the full Keynote “Focused Listening: From Conflict to Collaboration” on the eCornell website.

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Ukrainian educator gains nation-rebuilding skills with eCornell

nna Semenenko presents at the opening meeting for the Erasmus+ project “Education for Sustainable Development: Synergy of Competencies for the Recovery of Ukraine” at Polissia National University in December 2024.

On a chilly November day in Kyiv, Ukraine, Inna Semenenko takes cover in a bomb shelter as sirens warn of Russia’s latest attack. Media agencies report that the strike is different: a new ballistic missile with greater range.

For Ukrainians, it’s part of a grim survival routine – hearing blaring tones, seeking safety, emerging to continue the day.

Semenenko, a professor, is one of several Ukrainian citizens and refugees who are earning professional certificates from Cornell through a social impact collaboration between eCornell and Taras Shevchenko National University of Kyiv (KNU).

Read more on the Chronicle.