Scientists use genetic engineering to manipulate the DNA in an organism’s genome and enhance or modify certain characteristics. Such engineering can be applied to any organism, from a virus to a plant.¹

Genetic manipulation is often used to introduce a new, favorable characteristic into the recipient organism, such as tolerance to a chemical herbicide or resistance to insect attacks. It can also be used to alter the organism’s genes’ activity, such as slowing down natural decay.

Key takeaways

• Genetic engineering modifies an organism’s DNA to produce or enhance desired traits through methods like vectors and gene guns.
• It has broad applications across plants, animals, and microorganisms, improving agriculture, enabling medical advancements, and supporting fundamental research.
• CRISPR technology revolutionized gene editing with its precision and accessibility, leading to human therapies and gene-edited food available for purchase.

What is genetic manipulation?

Genetic engineering is a process that uses laboratory-based technology to alter an organism’s DNA and produce a desired trait. This includes deleting a region of a DNA strand, adding a new segment, or altering a base pair.²

DNA is the genetic code found in humans and almost all other organisms that make them behave and appear as they do. Most DNA is housed in the cell nucleus, but a small amount of DNA is also found in the mitochondria — the structures within cells that convert the energy from food into a form that cells can process and use.³

How genetic engineering works

DNA’s double helix consists of a base pair: two bases on opposite strands of the DNA molecule. A base pair forms one ‘rung’ on the DNA ‘ladder’. Among base pairs:

• A (adenine) binds with T (thymine)
• C (cytosine) binds with G (guanine)⁴

Genetic manipulation may change one base pair (A-T or C-G), remove a whole region of DNA, or add an additional copy of a gene. Gene modification could also include extracting DNA from one organism’s genome and joining it with the DNA of another.

While methods of genetic modification vary, the process generally follows these steps:⁵

1. Identify the genetic information desired for the organism.
2. Isolate and copy the information from the organism that displays that trait.
3. Insert that characteristic into the desired organism.
4. Propagate the organism.

Methods of genetic modification

Methods for genetic manipulation have rapidly evolved over the last century, from basic animal husbandry and inserting genes from one organism into another to more advanced methods of directly editing the genome.

1. Plasmid method. Plasmids are small circular pieces of a DNA molecule used to alter microorganisms, such as bacteria. The plasmid is placed in a container with enzymes that cut the plasmid up into small pieces and then joined with the gene of interest.⁶ 
2. Vector method. This method uses a ‘vehicle’ or vector to transfer foreign genetic material from one cell to another. Vectors are typically viruses that attach to a cell and insert DNA into the host cell before detaching. The DNA, now part of the host cell, will start replicating as part of the genetic information of the host cell and producing the desired trait.⁷
3. Biolistic method. The gene gun method, or biolistic method, uses a gene gun to ‘fire’ DNA particles into a cell. DNA can adhere to extremely small particles of metal, such as gold, silver, or tungsten. The DNA-coated metal particles are placed inside the gene gun, a slight vacuum is created between the gun and the tissue, and the DNA particles are shot into the targeted cell.⁸

Applications of genetic engineering

Genetic modification is used in a variety of applications, from the food we eat to microorganisms.

Genetic manipulation of plants

The purpose of plant manipulation varies, from creating crops with enhanced traits for increased yield, improved nutritional content, to reducing our reliance on pesticides.

• Pest resistance: One common application is the introduction of genes from a soil bacterium, Bacillus thuringiensis (Bt), into crops like corn and cotton. These Bt crops produce proteins that are toxic to specific insect pests and reduce the need for chemical insecticides. Bt corn acreage in the United States reached 86% in 2024, according to the USDA.⁹
• Drought resistance: As climate change presents new challenges, researchers are developing genetically engineered crops that can withstand arid conditions. For instance, a drought-tolerant corn variety was developed using a gene from Bacillus subtilis. It activates a protein in the plan that helps mitigate damaging drought effects.¹⁰
• Disease resistance: Genetic engineering is used to introduce genes that confer resistance to various plant diseases. For example, Hawaiian papaya crops were devastated by the papaya ringspot virus until genetically engineered virus-resistant varieties were introduced in the 1990s.¹¹

Genetic manipulation of animals

Genetic engineering in animals is employed for a variety of purposes, from improving livestock productivity and disease resistance to biomedical applications.

• Disease resistance: Researchers are working to engineer animals with increased resistance to common diseases, reducing the need for antibiotics. For example, the FDA approved the use of gene-editing technology that creates pigs that are resistant to porcine reproductive and respiratory syndrome (PRRS) virus, a disease that caused $1.2 billion in losses per year for the U.S. pork industry between 2016 and 2020.¹²
• Research models: Genetically engineered animals, particularly mice, are used as research tools for understanding human diseases and testing new therapies. Scientists can introduce or deactivate specific genes in mice to mimic human conditions like cancer, Alzheimer’s, or cystic fibrosis, providing critical insights into disease mechanisms.¹³

Genetic manipulation of microorganisms

The genetic engineering of microorganisms is also used across various industries, from medicine and biotechnology to environmental remediation and food production.

• Insulin production: One of the earliest examples of microorganism genetic engineering is the alteration of E. coli bacteria to produce human insulin. Previously, insulin for diabetics was extracted from animal pancreases. Humulin, a recombinant human insulin, became the first genetically engineered drug approved by the FDA.¹⁴
• Enzyme production: Genetically engineered microbes produce industrial enzymes used in countless applications, including detergents, food processing, textiles, and paper manufacturing. These enzymes offer more efficient and environmentally friendly alternatives to traditional chemical processes.¹⁵

CRISPR: the next step in genetic manipulation

CRISPR-Cas is a technology of genetic engineering that allows the genetic material of viruses, bacteria, cells, plants, and animals to be altered in a relatively simple, but very accurate and efficient way. The technology works by changing characteristics through genetic alterations or by adding entirely new genetic information.¹⁶

• 2007: Bacterial immunity discovered

Researchers Rodolphe Barrangou and Philippe Horvath at Danisco, a leading yogurt culture producer, discovered something in the bacterium Streptococcus thermophilus. They found unusual clusters of repeated DNA sequences, or CRISPRs, that matched the DNA of viruses that attacked the yogurt culture. This ‘genetic memory’ allowed the bacteria to identify and fight off these invading viruses.¹⁷

• 2008: A universal editing tool

A year later, Erik Sontheimer and Luciano Marraffini at Northwestern University published a paper suggesting that CRISPR could be an all-purpose genome-editing tool. Their research demonstrated that the spacers between the bacterial CRISPR segments effectively ‘cut up’ the invading viral DNA, rendering the virus harmless. They theorized that these repeating spacers could be programmed to target and alter genetic material in most living things.¹⁸

• 2012: Therapeutic potential emerges

In 2012, Jennifer Doudna and Emmanuelle Charpentier discovered how CRISPR could potentially provide gene therapy for patients with genetic diseases.¹⁹ In 2013, Feng Zhang and George Church built on this research and demonstrated CRISPR’s efficacy in editing human and mouse cells, specifically highlighting its therapeutic applications for nervous system disorders.²⁰

How CRISPR works

You can think about CRISPR like the ‘find and replace’ function in a word processor, but for DNA: CRISPR finds the genetic data you wish to alter and replaces it with new material.

There are three key components that allow CRISPR to work effectively:²¹

1. Guide RNA (gRNA). A piece of RNA (a genetic cousin of DNA) is engineered in a lab that finds the targeted gene.
2. CRISPR-associated protein 9 (Cas9). The ‘scissors’ that cut out the undesired DNA.
3. DNA (new material). The desired piece of DNA that is inserted after the cut.

CRISPR is more affordable and available than earlier forms of genetic engineering. Research institutions deliver CRISPR components worldwide — non-profit Addgene reports sharing nearly 300,000 CRISPR plasmids since the organization’s start.²²

CRISPR-edited organisms are already in our grocery stores:

• In 2023, CRISPR-edited mustard greens hit U.S. shelves, engineered to remove the pungency that makes them taste bitter while keeping the nutritional value.²³
• CRISPR gene editing is being used to make larger tomato varieties sweeter, like cherry tomatoes, by disabling genes that limit sugar production.²⁴

When it comes to genetic modification and engineering on plants, animals, and microorganisms, the methods listed ultimately result in the same thing: altering the basic DNA structure of a cell in order to bring about a preferred characteristic. As these scientific methods continue to improve, dynamic gene modification will continue to provide alternative solutions to the way we live on the earth.

Explore the possibilities of CRISPR genetic engineering with online health science courses offered on GetSmarter in collaboration with the world’s leading universities.

HARVARD'S VPAL
CRISPR: Gene-editing Applications

MIT Sloan School of Management
Unsupervised Machine Learning: Unlocking the Potential of Data

MIT Sloan School of Management
Artificial Intelligence in Health Care

The post Methods and mechanisms for genetic manipulation of plants, animals, and microorganisms appeared first on GetSmarter Blog.

UCT has a proud tradition of academic excellence, which is reflected in the 74 online short courses – spanning topics as diverse as project management, marketing, property and construction, teaching, law, finance, and data science. It is also committed to social change and development, equipping individuals with the practical tools and skills needed to enter and excel in today’s job market. Online short course students also gain free access to edX’s Career Engagement Network. This platform provides valuable career resources and events to support your professional journey, including rich content, career templates, webinars, workshops, career fairs, networking events, panel discussions, and exclusive recruitment opportunities to connect with potential employers

The post Celebrating 130,000 Lives Changed With UCT appeared first on GetSmarter Blog.

The second part of this blog series revealed how online executive education is one of the most effective tactics for leaders to grow their skill sets, enhance their influence, and embrace the challenges of tomorrow.

This third and final piece offers an opportunity to hear from some GetSmarter past students who have already developed their leadership skills to thrive in an ever-changing workplace. While their backgrounds and roles may vary, each of these professionals is united by a determination to supplement their experience and training with continuous learning and upskilling. The following quote from Sally Duplantier, founder of Zing and a GetSmarter past student, encapsulates this commitment:

Whether you’re taking the first steps on your leadership journey or you want to update your skills to stay relevant, GetSmarter’s online short courses are tailor-made to help you land an impact and thrive in your career.

The post Leadership Lessons: Tips on How To Lead Better appeared first on GetSmarter Blog.

In this piece, you’ll unpack some of the lessons this holds for leaders, and aspiring leaders, and explore practical steps for excelling in the future workplace by focusing on developing key leadership traits.

How to be a good leader

Both the leadership landscape and the expectations we have of leaders have changed. The inescapable conclusion is that leaders themselves must change too. This brings the growing importance of leadership development into the spotlight.

Unfortunately, leadership development is an area in which most organizations and individuals have historically fallen short. According to GetSmarter’s research, a majority of professionals currently feel that they don’t spend nearly enough time developing their leadership competencies.

This, in turn, has a detrimental impact on an organization’s long-term resilience and stability, as inadequate leadership development ultimately equates to the lack of a coherent succession plan.

Understand that development is not equal

Leadership development is unevenly distributed across organizations. GetSmarter’s survey suggests that leaders who identify as female are much more likely as their male counterparts to state that they don’t spend enough time on their development. And almost a third of women have neither a formal leadership plan nor a career development plan in place (as opposed to only 21% of men).

Drill down into the detail and the research reveals that female leaders of individual contributors are the group most likely to be without any sort of development plan (more than twice as likely as their male equivalents). This may be indicative of a ‘broken rung’ at the first step up to manager, where only 86 women get promoted to manager for every 100 men.¹

The knock-on effects of this are considerable. Fewer female managers mean fewer women are promoted at higher levels, which, in turn, deprives junior employees of critical mentorship and support (as 84% of women executives say that their mentors were key in developing their resilience).² Furthermore, employees with women managers are more likely to say that their manager helped them with workload, burnout, emotional support, and work-life balance during times of crisis.³ And the evidence is that the more women managers an organization has in its ranks, the greater the impact those managers have on others around them.⁴

Learn to leverage self-acceptance, self-management, and self-development to excel as a woman in leadership.

Gender aside, the message is clear: Leadership development cannot be neglected, and all future-focused professionals need to consider creating a leadership development plan if they are to thrive. Ultimately, most organizations possess the solution to their greatest challenges within their talent pipeline. However, shortcomings in leadership development deprive them of these talents and place them at an entirely avoidable disadvantage.

Create a leadership development plan

There was a time when promising prospects entering their firm’s leadership program would effectively be set on a 20-year track to the top.⁵ However, the rapid rate at which companies are changing course – and employees are changing companies – has turned the once-predictable march up the corporate ladder into a snaking labyrinth of potential career paths, rife with twists and turns.

The responsibility now lies with individuals themselves to plot their own career trajectory and promote their self-development. To achieve this, an individualized leadership development plan must become a priority. While details may differ, an effective plan will incorporate these key steps:

Do a self-assessment

Compile a list of strengths and weaknesses, identifying potential pitfalls and areas for improvement. This helps frame a personal leadership style, and highlights which skills you need to fine-tune, build upon, or consider learning from scratch.

Set goals

Define a clear selection of short- and long-term goals that address both the skills you need to develop and your broader professional ambitions. Additionally, a personal mission statement can bring structure to this exercise and help you uncover your purpose.⁶

Add a timeline

While an entirely predictable, long-term timeline may not be realistic in today’s volatile world, a working schedule for goal achievement can help with motivation and accountability. Hooking specific actions to set dates encourages proactive steps to development. The more regular your milestones are, the more achievable they become.⁷

Train and upskill

Seek opportunities to learn and grow in order to bridge self-identified skills gaps, drive objectives, and stay abreast of disruption. This continuous learning should address both technical proficiencies and interpersonal or ‘soft’ skills, which have lasting relevance over the course of a career.

Be flexible

Ultimately, a plan is just that, and goals, priorities, and timelines will sometimes have to change. A network of trusted peers who offer feedback can be a powerful way to gauge progress and maintain a balanced perspective.⁸

Grow your traits to grow others

Increasingly, there is a realization that leaders themselves also possess the strengths to face up to their biggest challenges.

GetSmarter’s research reflects this pivot: Where once the focus was on leading the organization, optimizing systems, and future-proofing against macroeconomic events, respondents today understand that principles such as self-awareness and inspiring people engagement will be the new leadership imperatives.

There is no magic bullet for world-class leadership, but any leader can become the best version of themselves by committing to their own development and focusing on a handful of key behaviors, as expressed by five of our survey respondents:

“Trust and be trusted.”

Engendering trust is non-negotiable for leaders today – especially since the advent of remote and hybrid working conditions. Trustworthy companies perform 2.5 times better than non-trustworthy ones,⁹ and high levels of trust are linked with greater customer satisfaction, enhanced employee engagement, and improved representation.¹⁰ In periods of crisis, honesty and trust can help create stability and give employees confidence that they are cared for and understood. In turn, this can inspire loyalty and provide a safe space for innovation when the corner is turned. Roughly three-quarters of professionals see senior leaders as responsible for building trust,¹¹ making the imperative for organizations crystal clear.

Develop an adaptive approach to leadership that’s built on trust, clarity, and momentum.

In the following video, Mark McGinn, director of brand and social purpose at Edelman, and a guest lecturer on the Communicating for Influence and Impact online short course from the University of Cambridge Institute for Sustainability Leadership (CISL), explains the importance of establishing trust in a volatile world:

“Be an active listener and seek honest feedback on your leadership approach.”

If empathy is the one leadership characteristic most desired today, clear, participative, and ‘democratic’ communication is the best way leaders are able to transmit it. Studies show that simple initiatives like regularly scheduled one-on-ones and providing opportunities for anonymous feedback can help employees feel more comfortable about having honest discussions with their manager. And openness, transparency, and the ability to handle difficult conversations are all key qualities employees look for in an empathetic leader.

Gain the tools to inspire and motivate diverse teams through strategic communication.

In this video, Dr Louise Drake, course director in sustainability leadership at CISL and a guest lecturer on the Communicating for Influence and Impact online short course, discusses how leaders today must build collective enthusiasm for a shared purpose by involving a diversity of voices:

“​​Keep learning how to develop and empower people.”

Like leaders, the vast majority (77%) of workers want to develop themselves and upskill.¹³ GetSmarter’s 2020 The Future of Work Is Here report revealed that promoting a culture of learning not only helps close critical skills gaps, but can substantially enhance employee engagement and motivation levels. And employees who feel that they have opportunities for personal and professional growth are much more likely to stick around.¹⁴

Sue Dopson, a Programme Director on the Oxford Women’s Leadership Development Programme from Saïd Business School, University of Oxford, describes effective leadership using the example of a farmer, who may not take part in every single project but creates the conditions in which others can thrive:

“Be true to yourself and your vision.”

The numbers are sobering: Less than half of US employees strongly agree that they know what their organization stands for, and only 22% feel that their leaders have a clear direction for the business.¹⁵ Defining your organizational purpose and clearly articulating this vision to all employees doesn’t just inspire teams to improve, it empowers them to succeed. Phil Smith, a guest expert on the Oxford Executive Leadership Programme from Saïd Business School, University of Oxford, explains the importance of having an ambitious vision in business today:

“If you’re not developing, you can’t help others develop.”

While the majority of CEOs acknowledge that developing the next generation of leaders is one of their greatest challenges, only 28% of leaders are currently being developed in critical skills for the future.¹⁶ The best way to develop your people is to start by developing yourself. After all, no leader is expected to be the finished product – in fact, we look up to those who acknowledge that they’re always working on bettering themselves.

Develop your personal leadership identity to confidently and effectively influence and manage others.

Run through the five characteristics that make a great leader today in this shareable animated video:

Upskill to lead the way

The lesson is clear: Our view of leadership has changed, and all leaders – whether vastly experienced or new to the role – must change with it. Seeking out coaching and mentorship opportunities, online resources, and on-the-job training are all valuable ways of developing your leadership skill set for any situation. Another highly effective method is to embark upon an online executive education program. Our respondents voted this as one of the best ways to foster leadership skills and attain one’s leadership goals.

GetSmarter’s courses combine a people-mediated approach to content delivery with the high-touch support of both Success Advisers and expert tutors, giving you all the benefits of online learning with a hands-on edge. Watch this video to learn more:

Now is the time to reevaluate your leadership approach for the challenges that lie ahead. So, what kind of leader are you? Or, more importantly, what kind of leader would you like to become?

GetSmarter has a wide range of online short courses dedicated to equipping future-focused professionals with the leadership and interpersonal competencies to thrive. Start upskilling today to succeed in the workplace of tomorrow.

The post Effective Leadership: The Qualities You Need To Become a Better Leader appeared first on GetSmarter Blog.

Discover how to measure your organisation’s own environmental impact using key performance indicators (KPIs) on the Oxford Leading Sustainable Corporations Programme. Over six weeks online, you’ll gain access to expert insights and leading research from the University of Oxford, empowering you to design a change management plan that promotes meaningful sustainability strategies and processes within your business.

Here’s what previous forward-looking participants have said about their experience on this programme:

Matthew Ayearst
Director Consulting Expert, Sustainability (ESG) and Management Consulting, Global Wealth and Capital Markets, CGI

“I had previously taken two other sustainability courses at known institutions when I signed up for the Oxford Leading Sustainable Corporations Programme from Saïd Business School, University of Oxford. I definitely wasn’t a blank slate, and I had expectations: In short, my expectations were exceeded. […] The course has three key advantages over other offerings out there in the virtual six-to-eight week professional sustainability course market: (1) Engagement. (2) Assignments. (3) Support.

At this price point, there really is no better value course globally, and I have a spreadsheet on that. I was able to leverage my education at Saïd Business School, University of Oxford in the job market and landed a lead role in sustainability at a large global firm.”

Vincent Li
Vice President, DBS Bank

“This programme offered great content on an intuitive and easy-to-use platform. […] The flexibility of the programme and the availability of online tools meant I could complete it with no issues. I was impressed by the depth of the lecturers; every module was run by an expert panel of well-respected professionals. The format of the programme encouraged discussions, and I feel I have learnt almost as much from my fellow participants as I have from Professor Barker and the rest of the teaching staff.”

Patricia Gil
Investor Relations, Oil States International, Inc

“This comprehensive programme educates, challenges, and provides resources to support any organisation in its plans to effect sustainable change. The online learning experience was very well organised and easy to follow. I feel that I have enhanced my skill set and added to my toolbox, equipping me with the knowledge to improve my company’s sustainability and ESG processes and reporting.”

Ole Oeystein Aspholm
Environmental Manager, Oil & Gas Industry

“The Oxford Leading Sustainable Corporations Programme has been excellent, and has advanced my ability to develop a progressive but realistic sustainability strategy for my company. A great thanks to all the inspiring tutors from academia and industry that really make this programme exceptional. It has put sustainability into context through theory and practical examples. You have motivated me for further work for a more sustainable business development.”

Laura Royston
Operations, planetSHINE

“This programme has significantly changed my way of thinking about sustainability. It has enhanced my knowledge and got me thinking about what can be done differently, and how I can continue my sustainable story. Sharing experiences and knowledge with my classmates has been really helpful and provided a more rounded approach to my thinking. The programme itself is well structured and the online support has been very helpful.”

João Zeni
Sustainability Director for Latin America, Electrolux

“The programme brought a very interesting view of the complexity and interdependence of sustainability. It explored important macro views to apply this concept in practice within companies, such as the relationship with internal and external stakeholders. It highlighted the need for a comprehensive view of the topic, from risks to practical applications with a structured governance model. The learning model, which included interaction with colleagues and videos, was very interesting and brought not only academic concepts but also real cases of companies, which demonstrated practical examples of how we can move forward in this direction.”

Guatimozin Santos
External Affairs Manager, Philip Morris International

“The programme was a unique opportunity for me to learn new ways to embed sustainability into the corporate strategy from both experts and senior executives, and drive organisations towards more sustainable, inclusive, and stakeholder-oriented business models. The clock is ticking, and it’s no longer possible for corporations to continue ‘business as usual’.”

Araceli Gutierrez Olivares
Director, Villagyo Consulting

“The programme has exceeded my expectations, the knowledge gained is invaluable, and this is by far one of the best courses in sustainability I have taken. I started out as an entrepreneur, and now I have a plan to achieve the objectives and lead my company along the path to sustainability.”

Catherine Edmunds
Brand Marketing Director, AVEVA

“The Oxford Leading Sustainable Corporations Programme has been a great experience and one which I’ve recommended to many colleagues. It was well paced – enough to be challenging but not overwhelming – and well constructed, progressing logically through environmental, social, and governance issues. There were two highlights for me: first, the diverse and talented programme mates who I was encouraged to meet and interact with in the live chat sessions. I felt very privileged to be part of such a group. Equally wonderful was the variety and experience of the lecturers, from Al Gore to Baroness Vadera, Charmian Love and Professor Barker. Their different perspectives provided many insights on each topic: For example, Al Gore’s views on digital transformation post-Covid were fascinating, and I enjoyed hearing from Ladi Balogun about the complex stakeholder relationships that his bank nurtures and enables. I am sad to finish, but excited to continue to be part of this network of great individuals, and energised to put my action plan to work.”

Develop the skills needed to lead sustainability initiatives in your organisation.
Register now to learn with a global network, taught by industry leaders.

The post Oxford Leading Sustainable Corporations Programme Participant Testimonials appeared first on GetSmarter Blog.

Gender disparity within leadership roles has been built up over generations, as non-inclusive customs and practices nurtured stereotypes and patriarchal cultures. A decade ago, the number of women in leadership positions were still relatively low: in 2011, there were only 12 women holding CEO roles in Fortune 500 companies; in 2016, 21 women held CEO roles, and in 2020, 37 women were CEOs.¹

While the statistics may seem discouraging, they do show growth. Right now, the effort to overcome barriers in male-dominated business sectors is being driven by some of the world’s leading women in industry and major campaign initiatives. The future leaders of our world are being reimagined.

Identify your unique strengths and use them to drive network-supported innovation with the online Women’s Leadership course from the Yale School of Management Executive Education.

A shift to female leadership

Gender diversity in leadership roles has historically been limited, as men have taken the lead in socioeconomic and political spheres. In 2020, the percentage of women in national parliaments was 25.58 percent. While this number increased less than a percentage point from 24.63 in 2019,² there’s good news: the number of female CEOs featured in the Fortune 500 hit an all-time record in 2021 when 41 women held the coveted title of CEO.³ However, in South Africa, only 13 percent of women held a CEO position in 2021.⁴

Can the current gender imbalance solely be blamed on past systems of corporate patriarchy? Or are many of today’s businesses still not providing a space for women to develop and thrive in?

In recent years, there’s been a focus on creating more women-oriented mentoring spaces,⁵ as companies realize they need to facilitate the space and policies for female leaders to develop.

Refinitiv’s Diversity & Inclusion (D&I) Index rates 100 top organizations based on their diversity and inclusiveness. In 2021, the U.S. led with 25 companies, while the U.K. had nine companies on the list. Close behind were Germany, Australia, and Italy, each with six spots on the list. South Africa, Canada, and France followed with five.⁶ The South African companies that formed part of the index included Woolworths Holding Limited, Nedbank Group Ltd., Truworths International Limited, Foschini Group Ltd, and Adcock Ingram Holdings Limited.⁷

Globally, women (and men) are making a case for diversity and inclusion. Many businesses, and the women who work for them, are implementing strategies that drive the changes they’d like to see. One way in which many organizations now prioritize female leadership is by offering training and encouraging women who show leadership potential to join relevant courses.

Make women feel valued by closing the gender pay gap

The gender pay gap is arguably the most significant barrier between women and career progression. It’s been previously debated that the lack of women in senior executive positions is due to the lack of incentive.

Research shows, however, that closing the gender pay gap can have countless benefits. For example, the Council on Foreign Relations found that the four indicators of gender parity identified by the McKinsey Global Institute – education level, financial and digital inclusion, unpaid care work, and legal protection – are linked to significant gains for countries. In the Middle East and North Africa, the gross domestic product (GDP) can be impacted by $2.7 trillion, while the Sub-Saharan Africa GDP could be increased by $721 billion if gender parity is achieved.⁹

Many organizations are fighting for equal pay and decreasing the gender gap in the workplace. Some of these include the American non-profit organization Equal Rights Advocates, the Institute for Women’s Policy Research, Workplace Gender Equality Agency, the Equality and Human Rights Commission, the Equality Trust, and the U.S. National Women’s Law Center.

However, despite the obvious benefits of equal pay, South African women still earn an average of 30 percent less than men for the same job, according to Stats SA’s Inequality Trends in SA report.¹¹

More women equals greater profitability

Gender diversity benefits individuals and businesses, as it’s been proven to enhance workplace productivity and profitability. In fact, there’s a direct link between increasing female partners and increased revenue: research shows that including 10 percent more women in a business can increase revenue by 10 percent.¹²

But why are we seeing these positive changes when more women join the workforce?

A Forbes article discusses how women are evaluated as effective leaders and quotes research that shows they’re more effective than men – with their rating increasing even more during the COVID-19 pandemic.¹³ In addition, McKinsey & Company Lean In released their Women in the Workplace 2021 report recently and found that, despite COVID-19 burnout, women are still becoming stronger leaders. The report indicates that women are:¹⁴

• Supporting their teams
• Spending time on work that falls outside of their formal job responsibilities
• More likely than men to learn about and work to remedy a lack of equity and diversity in the workplace
• Strategizing and driving growth

The value of women is increasingly being recognized in the workplace. To help shine the light on your abilities as a valuable female leader, it’s important to keep your skills sharp. Discover how to upskill yourself for today’s highly competitive workplace here.

Progress toward gender equality in the workplace

Organizations such as Accenture, Women’s Forum, the Lean In movement, and Time’s Up are all harnessing the power of women. These organizations acknowledge that women leaders also empower other women.

For example, Lean In is a global initiative that’s committed to helping women achieve their goals. The organization facilitates mentoring spaces for women and, in more than 160 countries, women regularly gather to talk, encourage, and support each other. Their research shows that individuals feel more confident and able within a group.¹⁶ As a collective, Lean In is dedicated to creating awareness campaigns and developing research that aims to advance women.

Current research makes it clear that there’s still a major diversity gap within international C-suites. However, the huge under-representation of women in leadership positions means there’s a wealth of opportunity waiting. Female development initiatives have never been so pertinent. With the correct structure supporting women leaders, there’s the potential to influence industries and enhance businesses through increased inclusivity.

Leadership and female empowerment are lifelong journeys of learning, investing, and developing. This leads to the question: how can you join this movement? The first step is to refine your skills, learn how to face workplace challenges, and develop practical strategies for leadership development.

The post The Value of Women Empowerment in Leadership Today appeared first on GetSmarter Blog.

In the post-COVID economy, CEOs need to confidently steer their organizations towards success. Top management will need to be able to engage and inspire others through their own example. These are skills that are easily acquired through formal training. There are numerous benefits to this type of training: for example, C-level leaders who have received formal training indicate their companies are 1.6 times more likely to be in the top five percent of financial performers than those without formal training.¹

In order to remain successful in a fast-paced, competitive landscape, it’s key for today’s businesses to make executive leadership training programs part of their DNA.

Let’s take a closer look at what these programs entail:

What is an Executive Development Program?

An Executive Development Program (EDP) incorporates both short- and long-term training methods through a systemized, continuous process where employees learn advanced knowledge and skills to prepare them for leadership.²

Once you’ve made the commitment to improve leadership skills within your organization, implementing an EDP is the best place to start. It plots the plan your organization will follow in terms of nurturing leadership skills in all employees, at all levels. This program should cover goals that align with strategic business and interpersonal needs.³

There are two streams of EDPs that are worth considering:⁴

1. Formal training

Formal training comprises classroom-based and online courses, seminars, formal mentorship programs, and certification programs.⁵

Classroom-based training for leaders includes a Master of Business Administration (MBA) and an Executive Master of Business Administration (EMBA), arguably the best executive training options out there.⁶ A formal mentorship component is usually included alongside classroom-based learning to support participants with ongoing and practical feedback as they learn.⁷

2. Informal training

Informal training includes anything that isn’t covered under formal training. Examples of informal training methods include:

• Rotational assignments
• Action learning, where small groups tackle problems together to learn as a unit⁸
• Task forces
• Supplemental readings
• Speaker forums and conferences
• Peer coaching

These options typically form the building blocks of informal training.⁹

The top three Executive Development Program methods

While there are multiple EDP methods to consider, the following three have proven to be effective:

1. Face-to-face learning

The benefit of face-to-face learning is that a formal mentor facilitates the training and participants get the chance to discuss, collaborate, practice, and engage in roleplay. This all takes place in a ‘live’ environment with the facilitator present to guide the process. Learning as part of a group and being held accountable are both powerful learning tools.¹⁰

2. Online learning

Online learning (or e-learning) allows for flexibility – participants can typically do the training at times that suit them. Executives can follow a self-study route, learn from or with a facilitator or peers, or participate in a formal development program.

Online learning is typically more cost-effective than face-to-face learning programs. In addition, it saves time: research shows that online learning requires 40 to 60 percent less employee time than traditional classroom learning.¹¹

3. Blended learning

This training approach blends face-to-face and online learning, with one method supporting the other.

Many companies choose to follow this route for the simple reason that it blends the established success of more traditional approaches with the innovation of modern techniques and tools. Organizations can use this learning method in various ways, such as offering formal, face-to-face mentorship opportunities during online programs or supporting part-time, classroom-based programs with online material. The advantage of blended learning is that participants receive some of the benefits of both approaches.¹²

It’s important to implement the program that’s right for your company and its executive leadership. Before you develop an EDP, answer the following questions:

• What type of budget is necessary to support a formal training program?
• What skills and values do you want to instill in your executive leaders?
• How do your executive leaders typically prefer to learn?

Five steps to creating an Executive Development Program

Now ask yourself: where will you find your next leaders? If your focus is on external recruitment alone, acquiring the right talent could be costly. Your organization’s future leaders may already be within your company.¹³ It could be an important step to nurture your workforce through an EDP and identify employees with leadership potential along the way.

There are five steps to creating the ideal EDP for your business:

Step 1: Find leadership potential

Step 2: Build a coaching culture

Employee and peer-to-peer coaching lead to improved leader engagement.

When peers coach and mentor, strong relationships and leadership skills are the result. This promotes shared leadership and gives employees the opportunity to enhance their leadership potential in less formal and more relaxed situations.¹⁸

Step 3: Develop existing managers into leaders

Help your managers work on these skills:

Step 4: Train new leaders

Once you identify potential leaders, it’s important to provide opportunities in their day-to-day activities to help them flex their leadership ‘muscles’:

Step 5: Nurture and retain leadership talent

Nurturing the talent in your company helps prevent skills gaps and costly recruitment efforts down the line. Take these actions:

Reskilling and training employees for the changing nature of jobs takes a joint effort, and today’s organizations must play a key role in these partnerships.²⁸ The steps highlighted in this article can ensure you’re constantly improving and experiencing organizational growth. As your employees grow to be the next generation of leaders, your company will benefit in numerous ways.²⁹

Kickstart the investment in your organization’s future with a collection of courses focused on developing leadership and interpersonal skills.

The post 4 Methods Used in Executive Development Programs appeared first on GetSmarter Blog.

The World Economic Forum’s Future of Jobs 2020 report predicted that by 2025, 85 million jobs will be displaced from humans to machines; there’ll be 97 million new positions that focus on the relationship between humans, algorithms, and machines.¹

McKinsey & Co. suggested that computer-based office work makes up one-third of employment in advanced economies, and nearly all of this work has the potential to be remote – a transition that managers will need to be equipped for. The World Economic Forum’s report indicated that more than 90 percent of companies plan to accelerate the digitization of work processes, and more than 21 percent aim to use external online training to upskill their employees.

As certain manual jobs become redundant, and new specialist jobs respond and establish themselves in the job market, the pressure for skilled managers will increase. If the global market predicts workforce transformations, labor will need to adapt accordingly. Technological advancements are set to dominate in the coming years – driving business and market growth. In response, managers will need to develop technological acumen to progress at the same rate. What then, are the most in-demand skills for managers and leaders in 2022? What’s for certain is that agility within change, and innovation within technology will be crucial considerations for global leaders.

Change across industries and economies is occurring at such a pace, that a focus on up- and reskilling is becoming imperative. The Future of Jobs report identifies the following trending skills:²

• Analytical thinking and innovation
• Active learning and learning strategies
• Complex problem-solving skills
• Critical thinking and analysis
• Resilience, stress tolerance, and flexibility
• Creativity, originality, and initiative
• Leadership and social influence

The above, among others, are all management skills leaders and executives harness for effective productivity. These skills exhibit a move away from manual labor, and more towards strategy and critical thinking, and will consequently affect the career progression of both the employee and the manager.

In an interview with Fast Company, Liz Bentley from Liz Bentley Associates, a consulting firm that specializes in human behavior, progression, and performance, stresses the need for adaptability and notes how the existing and past hierarchical structures will no longer be suited for future management.³

Technology continues to be the biggest driver of change in business, but there are many human trends that shape the future of work.

These are some of the skills set to be at the forefront for future managers:

• Leadership skills
• Soft skills
• Technology skills
• Collaboration
• Emotional intelligence
• Transparency

Leadership skills

Traditional leadership styles are being replaced by dynamic relationship-focused development models.⁴ The egocentric managerial approach will no longer apply. Effective management skills will see leaders being collaborative contributors, who focus on team development. Having great leadership skills will help you stand out from the competition. As your career evolves, your leadership and soft skills will too. GetSmarter offers many online courses in leadership and interpersonal skills, designed and led by industry experts from the world’s top universities and institutions.

Soft skills

Despite the emphasis and shift toward a digital, automated workplace, managers still need to remain strategic and innovative in their leadership style; they will also need to understand their team more than ever as workplace changes continue to increase.⁵ It’s precisely because of the technological pace that creative problem-solving skills, listening, effective communication, and time management will remain top management skills for the future. These soft skills are instrumental for your career, especially when managers are focusing on increasing their teams’ skills, as discussed in this career guide.

Technology skills

No job will be exempt from technological advancement, and managers will have to grapple with new challenges, conflicts, and opportunities that emerge.⁶ In order to remain relevant, managers will need to be aware of the latest developments, and embrace change to anticipate market movements and internal business dynamics. All emerging roles – and most in-demand jobs – will have a focus on technology, such as artificial intelligence (AI) and machine learning specialists, data analysts and scientists, big data specialists, Internet of Things specialists, process automation specialists, project managers, information security analysts, and digital marketing and strategy specialists.⁷

Explore the many digital transformation and disruptive technology courses available through GetSmarter to learn how to get ahead in trending industries.

Collaboration

Globalization has opened the channels for cross-border teams. Organizations operate through consultants, contractors, and remote employees, which can be challenging when establishing company cultures. Workforces are also becoming more dynamic as Generation Z enters the labor market and baby boomers reach retirement.⁸ Soft skills, interpersonal skills, and leadership skills will all help to create an effective cross-generational workforce. Managers will need to be aware of dynamic demographics to capitalize on market changes and navigate team diversity.

Emotional intelligence

Emotional intelligence (EI) is a crucial leadership skill and is being recognized as a business differentiator. It encompasses self and social awareness, and self and relationship management. Managers need to remain flexible within the complex space of chance and transformation. EI is about behaviors, and it can vastly help managers to navigate the organizational landscape.⁹

Transparency

In a global world where data is accessible and available for all, managing trust and fostering a healthy company culture is a key attribute to high-performing teams and leaders. Transparency ensures that problems are solved efficiently, teams are built on a basis of trust and support, and performance levels rise.¹⁰ Being an effective manager within markets of hyper-growth and innovation will require clear channels of information and exchange.

What is evident among all these management skills and industry trends is that leading through change will be at the forefront. The future for effective managers is bright – especially those well-versed in in-demand skills.

The post The Most In-Demand Skills for Managers and Leaders in 2022 appeared first on GetSmarter Blog.

An EDP is a strategy that comprises short- and long-term training methods to motivate and build your executive team’s skills.¹ EDPs are more intensive than general leadership training. They’re more personal and specifically allow executives to gain a broader perspective, giving them the power to grow their departments and identify future leaders within their teams.²

Ways to conduct training include face-to-face, online, and blended learning (a mix of face-to-face and online learning that supports the same development plan) – all of which aim to deliver a holistic, engaging learning experience.³

Deciding what kind of plan your business needs to implement to thrive is best seen as a five-step process. Investing the time to create an Executive Development Plan is investing in the future of your company and your employees.

Five steps to creating an Executive Development Plan

1. Define your goals

• Defining goals helps you to understand who you are and what drives you as a company. Right from the start, a development plan needs to incorporate goals from two different parties: a) the company and b) the individuals.
• Determining SMART goals are always a good place to start. This process involves weighing every goal against the SMART criteria ensuring they’re all Specific, Measurable, Achievable, Relevant, and Time-bound. A good example of a SMART goal looks like this: By the end of the month, I want to increase my typing speed from 50 words a minute to 100 words a minute by making small speed improvements each week.⁴
• It’s vital to define both short- and long-term goals. For instance, you may immediately require your staff to understand and implement new policies like those outlined in the Protection of Personal Information (PoPI) Act but, over a longer term, you might want to develop your executives’ systems-analysis skills.
• Short-term goals are generally easier to define because they grow out of immediate concerns or motivations, while long-term goals can be harder to formulate (yet as important). One way to have a view into the future is to consider specific leadership gaps your company may have. Will any of your employees retire or go on maternity leave soon? How will their departure affect the company and which skill sets will be missing? Are there any opportunities to take into consideration?

2. Recognize development potential

• Potential leaders could be found anywhere in your company and identifying them can be challenging. Focusing only on top-performing employees is a mistake because it’s key to develop your team beyond those already showing potential. Good performance also doesn’t necessarily denote leadership qualities – soft skills (i.e. communication, efficiency, delegation) are more revealing of leadership potential than hard skills.
• Employees who collaborate easily, are able to delegate when necessary, have an eye for system efficiency, and are excellent at communication are the ones worth developing. If you lack these soft skills in your workforce, developing them should form part of your goals and executive development curriculum, as they act as the foundation of leadership performance.⁶

3. Create a self-supporting plan

• It’s completely acceptable to get training on how to build a training plan, or to outsource parts or all of your training. Even when you outsource your training, you can still choose to be actively involved in building the curriculum.
• A balance of formal and informal leadership strategies⁸ is necessary for a self-supporting plan, as each supports the other in attaining their goals. This approach also provides a more holistic learning environment.⁹
• Formal leadership strategies might include elements such as classroom training (e.g. MBA programs), executive education short courses, and structured online courses. Formal education is generally a good base for a development plan as there are fixed outcomes and they’re far easier to outsource. This allows you to support your company goals with more flexible, informal strategies.¹⁰
• Informal leadership strategies are usually implemented to support formal strategies in achieving an organization’s goals. They might include peer mentoring, job rotation, job shadowing, and conferences.¹¹
• An EDP works best when participants are supported with ongoing feedback and coaching or mentoring, developing both the mentee and mentor.¹²

4. Encourage learning before, during, and after training

• Conceptualizing and implementing an EDP isn’t enough to ensure your executive team will gain the required skills. The development plan will be far more effective if you adopt an ongoing learning culture.
• A learning culture results in an organization where “employees have opportunities to expand their skills, reinforce existing knowledge, and advance within their organization.”¹⁴
• This type of culture requires constant re-working and learning from the stream of data all around you. It’s an iterative process where there’s no end goal but rather an ongoing process of reframing.

There are many ways to encourage continuous education for your employees. One way is to offer staff members the opportunity to continue their education through online short courses.

5. Measure and optimize

• Once you have your goals in place and know what kind of program you can implement to achieve them, you’ll need to decide how to measure the success of your development plan.¹⁶
• To measure the plan’s impact, it’s key to capture hard statistics (e.g. financial metrics and the number of participants who completed the program) and soft statistics (e.g. employee satisfaction, customer satisfaction, and growth of leaders).¹⁷
• Once your EDP is running, you can collect this data and optimize your plan and goals as you move forward.

Implementing an Executive Development Plan could be seen as an employee retention and leadership longevity strategy. The plan will help you to identify potential leaders and nurture those who are already leading. Keep your broader business goals in mind as you build a development plan, and understand from the very beginning how you’ll analyze its success. Be sure to focus on creating a learning culture within your organization, even before you implement any formal executive development plans.

Invest in your organization’s future with online short courses.

The post How to Write an Executive Development Plan (EDP) appeared first on GetSmarter Blog.

Women in business are a driving force in the global economy. In the U.S. in 2020, women started 1,821 new businesses every day.¹ The perception of female leadership is changing. To succeed in business, professional women now have a unique opportunity – not just to lead, but to do so in a way that suits them, rather than merely emulating their male counterparts. There’s a growing recognition that many traits and competencies often considered innately feminine – such as empathy, self-awareness, and compassion – are effective in guiding motivated teams and making smart and considered organisational decisions.

The six-week online Oxford Women’s Leadership Development Programme from Saïd Business School, University of Oxford invites current and aspiring female leaders to join a global network of peers honing their professional toolkit. Learn to leverage your personal leadership strengths with guidance from industry experts and forge ahead as a strong and confident leader, empowered to enable the next generation to succeed.

Become inspired with the skills to:

Join a network of female business leaders who have already had the opportunity to study online with the Oxford Women’s Leadership Development Programme. Here’s what past participants thought of the programme:

Amy Dearing
Head of Marketing and Digital, Havens Hospices

“This leadership programme has tested and challenged my thinking like no other course I have participated in. The content is insightful, designed to provoke thought and reflection. My understanding of the different elements of leadership, and how women can adapt the techniques traditionally dominated by males, has been vastly enhanced thanks to this programme. I feel confident in immediately applying this in my own context.”

Andrea Mayer
Location Head Munich, Kaiser X Labs (A company of Allianz)

“The programme has been invaluable in terms of building my confidence as a leader, as well as giving me the right tools to perform better. At this moment in my career, this has been exactly what I needed. I am particularly impressed by how much insight into the topic of women’s leadership this course has been built on: I caught myself often going through the modules, thinking “Exactly, this is such a struggle for me at the moment” and knowing that not only I am facing these challenges, but also having tools to help, made me a substantially stronger leader.”

Diane Chang
Executive Director, DBS Bank Singapore

“The course affirms some of the thinking that I have often had but was unable to pin down the fundamentals in a structured manner, such as the style of negotiations and power of influence. I found the content and some of the modules helped to frame our thinking and steer us towards our next milestones.”

Doris Ann Varghese
Master of Public Policy student, Monash University, Australia

“The Oxford Women’s Leadership Development Programme from Saïd Business School, University of Oxford provided me with an excellent platform not only to learn many new aspects but also for an in-depth self-analysis and a new sense of self-awareness. Over the six weeks, this intense programme took me for a wonderful ride to visualise how my leadership journey has evolved over the years, and how I am going to evolve further to achieve the purpose of my life. I am looking forward to practically applying all these lessons in both my professional and personal life to become a well-refined and assertive leader.”

Gina Izumi
Senior Vice President of Sales, Growth Markets, SAP

“It’s not often you get the opportunity to step back and reflect on your personal development, goals, and aspirations. This programme provided a lot of insights, theories, and great examples of women leaders that you can learn from. The assignments really challenge you to become more self-aware and they stretch you to build actionable plans to achieve career aspirations. I strongly recommend anyone interested in ‘breaking the glass ceiling’ to invest the time in this programme.”

Jayelee Grady
Program Manager, Youth, Mental Health and Addictions, Health PEI

“Though the content and delivery were very well done, the interaction with the tutors and other women around the world was a highlight of the course for me. Not only was it informative and interesting, but it validated my own experiences in various leadership roles. My awareness, insight, and understanding of my own strengths increased substantially and I find myself motivated to continue my journey. I am so appreciative of the time and energy the staff have put into this programme!”

Jessica Rodriguez
Implementation Director, Epic

“I was driven to take this programme due to feeling a lack of direction and growth, and because I wasn’t sure how to navigate a path forward on my own. It has given me back my spark. I now have [the] knowledge and actionable takeaways in several key areas, including leadership, power/influence, negotiation, and personal development planning, that have enabled me to define my future learning and career path. I’m excited to see what the future will bring!”

Kim Cassar Torreggiani
Associate Vice President Advancement and CEO, TRU Foundation

“The programme work was applicable and I have already been able to implement strategies learned. Understanding that women have innate abilities that make them strong leaders and that we should use these strong points to our advantage was a key takeaway for me. We are at the beginning of a change, and being grounded in your leadership style will improve your career opportunities.”

Lindiwe Zungu
Executive Dean, Graduate Studies, University of South Africa

“This online programme was carefully designed to benefit both current and aspiring women leaders, across all industries and business functions. The programme offered me, as a woman in leadership, an ideal platform to build on my critical leadership and management skills to grow within the workplace and successfully navigate the challenges and gender biases facing female leaders today. The programme has made me strongly urge those aspiring women, who are aiming to challenge the notion of male dominance in executive leadership levels and want to overcome workplace barriers and break through the glass ceiling, to take up the Oxford Women’s Leadership Development Programme – for the sake of both their careers and that of their organisations, as well their respective countries. There is no doubt in my mind that they will immensely benefit from such development training, and will strengthen their leadership skills to immensely benefit their organisations, as the programme has done for me.”

Melissa Nealon
Account Director, Aerospace and Defence, Splunk

“I felt stuck in my career without focus or understanding of where to take my career. This programme helped fine-tune my career trajectory and development and led me to think more about the skills and experience needed to get to my goals. While taking this programme, I asked my leadership for a raise and promotion. I used the skills I developed to help shape my negotiations, my approach and an understanding of everyone’s context to get my way. And it worked!”

Claire Melia-Tompkins
Senior Manager Stakeholder Communications, London South Bank University

“I found the online learning environment very well-organised and easy to navigate. It made completing the activities and tasks easy to do and logical. The modules covered all the main themes, and there is a good blend of theory with practical examples and testimony from women leaders and other experts on the topic areas. The tutors assigned to us were very helpful, supportive, and explained anything we asked. It has been great to connect with other women leaders from all over the world and in different industries, and to discuss our experiences on the forums. I felt it was a real community, and we really helped each other with the challenges we face in our respective organisations.”

Aurora Ailincai
Executive Director of the Council of Europe Observatory on History Teaching in Europe, Council of Europe

“The Oxford Women’s Leadership Development Programme is a very complete, interesting course for any woman who wants to have a better understanding of the concept of leadership and gender dimensions in leadership. The modules are very well-weighted and can be followed by women who work full-time. The online support is very efficient. Today I feel equipped as a leader, with knowledge and tools, and most importantly, as a female leader, with increased self-awareness and self-confidence. This programme was an additional confirmation that lifelong learning is key for effective leadership and self-confidence. I think that after this programme I have much more to give back and build around me, and I am satisfied with the time invested in this learning exercise. I feel energised and motivated for new challenges.”

Realise your leadership potential with the Oxford Women’s Leadership Development Programme

Looking to prepare for a leadership role in the future? Harness your potential to rise to the top. The Oxford Women’s Leadership Development Programme from Saïd Business School, University of Oxford gives you the room to review, scrutinise, recognise, and grow your leadership style with the support of a group of dynamic and experienced women.

Underpinned by attributes of self-acceptance, self-management, and self-development, walk away equipped with the skills and confidence to broaden your impact and realise your full potential as a leader.

Upon successful completion of this programme, you’ll gain access to the official Oxford Executive Education Alumni group on LinkedIn,* and connect with global thought leaders and experts who are focused on advancing their career, much like yourself.

*Access to this group will only be granted following your successful completion and passing of the programme.

Register now and discover your authentic and most impactful leadership style.

Saïd Business School, University of Oxford
Oxford Women’s Leadership Development Programme

The post Oxford Women’s Leadership Development Programme Testimonials appeared first on GetSmarter Blog.