Viveka

Viveka Viveka is the infrastructure for modern workforce development, connecting coaching, learning, and performance into one intelligent platform.
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This month, meet Laura Berman Fortgang, MCC.One of the first coaches in the world to earn the Master Coach Credential fr...
09/22/2026

This month, meet Laura Berman Fortgang, MCC.

One of the first coaches in the world to earn the Master Coach Credential from the International Coach Federation.

A client roster spanning NASA, McDonald's, and Prudential.

A TEDx talk with over two million views. Five best-selling books.

On September 30, she brings that experience to the Viveka network for a masterclass built for coaches tired of competing inside a crowded category: Become a Category of One.

She'll show you how to find your zone of genius, the intersection of lived experience, expertise, and results no one else can replicate, and turn it into a positioning statement so clear that comparison stops being the point.

Save your seat: https://coach.viveka.world/masterclass/laura-berman-fortgang/

Leadership development is often treated as a priority long before it is treated as a measurable system.Blanchard’s 2026 ...
09/21/2026

Leadership development is often treated as a priority long before it is treated as a measurable system.

Blanchard’s 2026 HR/L&D Trends Survey found that 48% of organizations rate leadership-development measurement as only somewhat effective. Just 29% say they see clear value from it.

That gap does not necessarily reflect a lack of effort. It often reflects activity spread across separate coaching, mentoring, training, and performance systems: with no clear line connecting development to outcomes.

Our unified system is designed to make that connection more visible.

We start with a focused program, relevant outcomes, and a clear measurement approach. Then we use the evidence to understand what is working, adjust what is not, and make better decisions about where to invest next.

That is the principle behind our prove-before-you-scale model: build confidence through learning and evidence before expanding across the organization.

The goal is not to reduce human development to a single number. It is to create enough clarity to support responsible decisions.

How is your organization balancing the need to show value with the need to keep development human?

Source: Blanchard, 2026 HR/L&D Trends Report: Turning Uncertainty Into Opportunity.

What happens when AI investment moves faster than integration?A reported 2026 survey found that nearly 60% of CHROs plan...
09/18/2026

What happens when AI investment moves faster than integration?

A reported 2026 survey found that nearly 60% of CHROs plan to invest in AI solutions this year. Yet only 4% reported that AI is deeply integrated into their core processes.

That gap matters in coaching and leadership development.

New technology may increase reach. But reach is not the same as trust, behavior change, or measurable business impact. And in coaching, the human relationship remains central to meaningful development.

We see a more grounded sequence:

Start with the outcome we want to improve.
Define what evidence would demonstrate progress.
Test the approach in a focused setting.
Then scale the technology or program when the results support it.

This is the heart of our prove-before-you-scale model. It is not an argument against AI. It is a reminder that responsible adoption begins with learning: not assumptions.

The question may not be whether we should explore AI in coaching. It may be whether we can show that it strengthens the human work at the center of development.

What are we seeing in our organizations as AI moves from possibility to practice?

Having a development resource is not the same as feeling ready to lead transformation.The State of Workforce Transformat...
09/16/2026

Having a development resource is not the same as feeling ready to lead transformation.

The State of Workforce Transformation in 2026 reports that 64% of organizations give managers access to development resources, while 50% offer coaching.

Those figures show meaningful investment. They do not, by themselves, demonstrate capability or confidence.

The same research points to a deeper challenge: the scope of the manager role has grown significantly. Activity without confidence is the tell.

When coaching, mentoring, learning, performance, and engagement data live in separate systems, it becomes difficult to see whether development is translating into changed behavior and stronger leadership. Adding another point solution may increase activity while leaving the central question unanswered: what is actually improving?

Unified workforce development infrastructure gives organizations a clearer way to connect support, participation, behavior, and business outcomes. It helps reveal where managers are progressing, where confidence remains fragile, and what meaningful progress looks like over time.

How is your organization distinguishing participation from readiness?

Source: The State of Workforce Transformation in 2026:https://3782703.fs1.hubspotusercontent-na1.net/hubfs/3782703/2026%20State%20of%20the%20Workforce%20Benchmarking%20Study.pdf

Leadership development remains a priority. The harder question is whether organizations can show what it changed.SHRM’s ...
09/14/2026

Leadership development remains a priority. The harder question is whether organizations can show what it changed.

SHRM’s 2026 L&D Executives Benchmarking data points to a real measurement squeeze: median L&D spend per FTE fell 28% from 2025, while median learning hours stayed flat at eight.

This does not, by itself, tell us why investment changed. But it does sharpen the responsibility around every development dollar and hour.

Leader & Manager Development remains a top CHRO priority. Yet many organizations still struggle to connect coaching, mentoring, leadership programs, and performance outcomes in one view.

Activity is easier to report than impact.

At Viveka, we believe development should be proved before it is scaled. Our Leadership Performance Lab starts with a focused pilot: a defined group of leaders, two agreed performance metrics, and a time-bound program. The result is an executive impact report and a data-backed expansion roadmap.

Not more activity for its own sake. Better evidence for better decisions.

How is your organization strengthening the link between leadership development and measurable business outcomes?

Source: SHRM, 2026 L&D Executives Benchmarking.

&D

09/11/2026

When I was COO, I used to review exit interviews every quarter.

By the time someone explained why they were leaving, the decision was already months old.

People rarely leave over one bad day. They leave because they stopped feeling invested in. No stretch. No challenge. No sense their growth mattered.

Gallup's latest numbers show manager engagement at a multi-year low. Managers are stretched thinner than ever.

The leaders who catch this early, before someone starts looking around, are the ones who build real loyalty.

What are you seeing in your team?

Coaches can spend roughly 11 hours a week on administration.Scheduling. Notes. Billing. Follow-ups.Each task may seem ma...
09/09/2026

Coaches can spend roughly 11 hours a week on administration.

Scheduling. Notes. Billing. Follow-ups.

Each task may seem manageable on its own. But when an organization supports hundreds or thousands of coaching relationships, the overhead multiplies across coaches, programs, regions, and systems.

That changes the question.

The issue is not whether coaches can tolerate another administrative task. It is whether the organization has built an infrastructure that protects coaching time and makes program operations easier to manage at scale.

Consolidating the coach toolkit is more than a convenience. It can become a scale lever: reducing fragmentation, improving visibility, and giving organizations a clearer connection between development activity and business outcomes.

The goal is simple: less time coordinating the work, and more time creating the conditions for meaningful growth.

How is your organization thinking about the operational overhead behind coaching at scale?

09/09/2026

You got the board seat. The first 90 days are what determine if you keep earning it.

Read the prior board minutes. Know the strategy before you walk in. And when it comes to speaking up: be confident, not overconfident. Say something when you actually know the answer, not just to fill the silence. Want to learn more from Naomi? Go here: https://coach.viveka.world/insights/board-readiness-is-a-reframe-naomi-kent

A day off should make coming back feel possible.Labor Day gives us a moment to think beyond the holiday itself.For coach...
09/07/2026

A day off should make coming back feel possible.

Labor Day gives us a moment to think beyond the holiday itself.

For coaches, return-ready wellbeing can begin with space to recover, reflect, reset expectations, and decide what deserves attention first. The goal is not to return at maximum capacity: but to return with greater clarity, energy, and intention.

For employers, the question is what happens between the big moments. Are coaching and ongoing support accessible before strain becomes a crisis? Do people have systems that make healthy boundaries, thoughtful transitions, and sustainable performance part of the working experience: not something they have to navigate alone?

When coaching is connected to the wider workforce development system, support can become more consistent, visible, and available at the right time.

We’re building toward workplaces where people can look forward not only to time away, but also to coming back.

What would make returning after a day off feel more intentional for your people?

A 13-point drop in one question should make every people leader pause:Does my supervisor care about me?Among Gen Z and y...
09/04/2026

A 13-point drop in one question should make every people leader pause:

Does my supervisor care about me?

Among Gen Z and younger millennials, agreement fell from 54% in 2020 to 41%, according to Gallup.

That shift points to something deeper than a benefits refresh or another retention perk. People experience the organization through their manager: through the quality of everyday conversations, the consistency of support, and whether development feels real or performative.

Manager coaching is therefore more than a leadership skill. It is a retention lever.

When managers have the support to coach well, they can build trust before disengagement becomes departure. They can connect performance conversations with growth, accountability with care, and individual progress with the broader goals of the organization.

We see this as a systems challenge, not an individual manager failure. Consistent coaching support needs to be built into the way leadership development works at scale.

What are you seeing in the relationship between manager quality, trust, and retention?

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