Balancing AI and Empathy in Learning and Development

Joshua Long, Director of Learning & Development, Bell Partners Inc

Joshua Long, Director of Learning & Development, Bell Partners Inc

Joshua Long brings extensive experience in leadership training, instructional design and facilitation to help individuals and organizations reach their potential. He blends assessment-driven insights with creative learning strategies to foster growth and resilience. Through data, collaboration and mentoring, he designs initiatives that encourage curiosity, strengthen communication and equip professionals to thrive in changing environments.

The Learning Pivot

Learning and development leadership wasn’t in my plan, but it became my journey. My career began in sales and operations, where I thrived on solving problems and working directly with customers. Yet I soon discovered that what energized me most was not simply closing a deal or improving a process, but helping colleagues master the skills to do it themselves. That realization pulled me toward on-the-job training.

I started by guiding new hires and coaching peers, which led to opportunities in live facilitation and virtual classrooms. Over time, I moved fully into learning and development, taking on instructional design, LMS management, curriculum creation, and ultimately the responsibility of leading a team. Today, I focus on shaping how people learn, how they teach, and how those efforts drive the company forward.

My current work revolves around building scalable programs aligned with strategic goals. At Bell Partners, we draw on behavioral tools such as DISC and Myers-Briggs to inform leadership development, onboarding, and coaching.

I design pathways for high-potential talent and collaborate closely with business units to understand their priorities. The key is not a one-size-fits-all approach but an assessment of what employees already bring to the table, then closing the gaps that remain.

Coaching with Clarity

When training initiatives fall short, my first step is always to listen. Many L&D practitioners rush in with assumptions, eager to confirm what they already believe. I learned that progress depends on entering every conversation without expectations, talking to people across levels, and truly hearing their stories. Metrics and performance data point to symptoms, but only dialogue reveals the root causes. Often, the problem is not the content itself but how it is delivered or understood. Sometimes, leaders don’t have a complete grasp of their team’s learning needs. To bridge this gap, we create coaching guides and actionable checklists that help supervisors track the precise behaviors and outcomes that matter most. Without that clarity, training can drift into tribal knowledge instead of measurable skills.

Behavioral science has been a powerful ally in making development personal and relevant. I have long been fascinated by tools like DISC, not as personality labels but as frameworks for understanding communication and motivation. In our leadership programs, we coach managers to recognize their own behavioral tendencies and to adapt when interacting with others.

I believe that by first addressing others’ values, they become more willing to fulfill my needs in return. That clarity guides feedback conversations, performance reviews, and even difficult coaching discussions. By embedding DISC and similar tools into the fabric of our talent strategy, we provide a common language that helps teams navigate stress, perception, and collaboration with greater agility.

Smart Learning Solutions

As technology reshapes the design and delivery of learning, I view it as a powerful tool instead of a replacement for human connection. AI has streamlined course creation, reporting, and decision-tree scenarios, allowing us to build branching simulations in minutes instead of hours. These advances free up time to improve content quality, but true engagement still comes from empathy and presence.

Adult learners respond when they feel someone cares about their growth. That is why mentorship and coaching remain central to our culture. Programs such as our “bell buddy” initiative pair new hires with experienced colleagues who can share insights and encouragement. AI helps us match people, but the strength of the relationship comes from live interaction, trust, and shared purpose.

“Curiosity is the trait that keeps us relevant. By asking questions, collaborating across teams, and embracing emerging technologies, we continue to learn alongside the people we serve”

Adopting new technology also requires transparency. We are clear with learners whenever a course or video is AIgenerated, ensuring they understand the source and intent. Trust is fragile, and without it, even the most sophisticated learning platform loses impact. Balancing innovation with authenticity is an ongoing discipline. AI will only grow more capable, so we must learn how to prompt it effectively while protecting the depth of human connection that inspires people to care.

The Future of L&D

Looking ahead, my advice to L&D professionals, whether just starting out or seasoned veterans, is to design for adaptability. The tools, demographics, and skills of today will not remain static. Newcomers often arrive with an instinct for rapid change, but even experienced leaders must resist the comfort of “how we have always done it.” Every new solution invites us to revisit existing programs, update them, and keep them alive through fresh possibilities. Curiosity is the trait that keeps us relevant. By asking questions, collaborating across teams, and embracing emerging technologies, we continue to learn alongside the people we serve.

In essence, our mission is simple: never stop learning. As facilitators, we sometimes pour energy into teaching and forget to grow ourselves. When we stay curious and informed, we design experiences that meet learners where they are and prepare them for what lies ahead. That commitment to growth—both theirs and ours—is what turns training into transformation.