Joe Hart, Global President Dale Carnegie & Associates
Previously Joe was President Asset Health, President at Info Ally, Development Director Taubman, and as a lawyer, Associate at Dawda, Mann, Mulcahy & Sadler, Associate at Clark, Klein & Beaumont. He has a BA from the University of Michigan and a JD from the Wayne State University Law School. He is a certified trainer in the Dale Carnegie Course.
Summary: I reflected on my journey to becoming the President and Global CEO of Dale Carnegie & Associates and wanted to share some key insights about leadership. My career began in law, but everything changed after I took a Dale Carnegie course in 1995. It was a transformative experience that not only gave me the courage to leave law but also set me on a path toward personal and professional growth. Over the years, I've built and sold companies, including an e-learning firm and a wellness business, learning the importance of adaptability and innovation along the way.
When I became CEO of Dale Carnegie, my approach was rooted in humility and a commitment to listening. I spent months connecting with our franchisees around the world, understanding their challenges and opportunities, and using their input to create a five-year strategic plan. My focus has always been on fostering trust, building relationships, and creating a culture where people feel supported and engaged.
The COVID-19 pandemic was one of the most challenging periods of my leadership. Thankfully, Dale Carnegie's foresight in developing online training back in 2010 allowed us to pivot quickly to a digital model. It wasn't easy—shifting globally to virtual delivery required rapid training and certification—but the effort paid off. Transparency and regular communication were critical during this time. I made it a priority to check in with team members, listen to their concerns, and provide as much clarity as possible about our direction. These actions helped build trust and kept the organization aligned during a period of uncertainty.
I also see tremendous potential in leveraging artificial intelligence (AI) to enhance productivity and client engagement. AI can streamline tasks like meeting preparation and research, freeing up time for more meaningful interactions. However, I believe the human element—skills like empathy, communication, and storytelling—remains irreplaceable. Leaders need to build trust and provide the necessary training to help teams adapt to these changes. I emphasized that effective AI implementation depends on employee confidence, motivation, and trust in leadership.
Throughout my career, I've witnessed the power of confidence and psychological safety. At Dale Carnegie, we create environments where people feel empowered to take risks and grow. This approach aligns with our principles of focusing on strengths and encouraging positive development. I'm deeply committed to helping individuals and organizations build these capabilities, which are more important than ever in today's fast-changing world.
For me, leadership is about continuously learning, staying true to core values, and ensuring that people feel supported and valued. By leveraging technology, fostering strong relationships, and prioritizing personal growth, I believe we can navigate even the toughest challenges. My goal is to carry forward Dale Carnegie's mission of transforming lives and reaching more people around the globe with tools that build confidence, inspire trust, and create lasting impact.
