Dr. Adam Hickman is an accomplished business strategist, leadership coach, international speaker, and international best-selling author with a commitment to empowering teams and individuals to reach their full potential. With a background in organizational psychology and experience working with global enterprises, he brings unique insights into building cohesive workplace cultures. Driven by curiosity, Adam continuously researches innovative methods to enhance productivity, engagement, and well-being. A sought-after consultant, he partners with clients to develop tailored solutions that foster both personal and organizational growth. Beyond his professional pursuits, Adam is a proud father, husband, world traveler, and lifelong learner dedicated to creating meaningful change worldwide.
Recently, in an exclusive interview with CXO Outlook Magazine, Dr. Hickman shared his professional trajectory, insights on the most significant opportunities and challenges facing the HR and organizational development field today, the secret sauce behind his success, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Dr. Hickman. Please tell us about your background and areas of expertise.
I’ve always been fascinated by what makes individuals and organizations tick—how leaders can unlock potential in their teams and how culture shapes outcomes. That curiosity led me down a path of studying organizational leadership in depth. I earned my Ph.D. in Organizational Leadership, where I focused on understanding how leaders, managers, and teams intersect to drive performance and engagement.
Along the way, I’ve had the privilege of partnering with executives across various industries—tech, healthcare, finance, you name it—to help them develop stronger leadership practices. My background includes research on managerial behaviors that create high-performing teams, as well as practical, hands-on consulting where I guide leaders to align their strategies, engage their people, and ultimately deliver better results.
One of the most rewarding aspects of my career has been blending academic insights with real-world application. Whether through coaching one-on-one, facilitating workshops, or speaking in front of larger groups, I aim to demystify the science of leadership so that it becomes actionable for every level of an organization.
My areas of expertise revolve around leadership development, team engagement, and organizational culture. I delve into topics such as how to build trust, measure and improve engagement, and create an environment where people genuinely want to bring their best selves to work. I’ve conducted extensive research on how managerial coaching can improve both performance and retention, and I love sharing those findings to spark meaningful change.
In essence, my passion lies in helping people see that leadership isn’t just a title; it’s a mindset and a skill set that can transform an entire workplace. Whether it’s through research, consulting, or teaching, I’m driven by the idea that everyone can grow as a leader—and that organizations thrive when they invest in making that a reality.
What do you enjoy the most about your current role?
I’ve always been driven by a fascination with how people work—their mindsets, their motivations, and how they connect with one another to achieve greatness. When I step into my office each morning, I feel a surge of energy knowing that my role lets me channel that fascination into something deeply impactful.
What do I enjoy most about my current position? First and foremost, it’s the opportunity to guide leaders toward the best version of themselves. I get to sit down with executives, team leads, and individual contributors—each one with a unique background and perspective—and help them see a clear path forward. Every conversation is a chance to discover a new insight or a strength they never recognized in themselves. It’s a bit like being both a detective and a coach: I uncover clues about what makes them tick, and then we co-create strategies for success. Watching that “aha” moment spark in someone’s eyes—when they realize their potential—is the highlight of my day.
Collaboration is another aspect I cherish. I work alongside an incredible team of passionate, talented people who challenge my thinking and inspire me to keep growing. Whether we’re brainstorming solutions for a client or exploring new ways to interpret data, there’s a buzz of creativity in the air that keeps me on my toes. Everyone brings their own specialty to the table, yet we share a unified goal: unlocking possibilities for the organizations and people we serve.
Finally, I love that my work is never static. One day, I might be poring over research to uncover emerging trends in workplace engagement. The next, I’m in a boardroom, helping a leadership team map out a strategy for stronger collaboration. It’s a role that demands continuous learning—and that’s thrilling to me. I’m constantly evolving, just like the world around us, and there’s always a new insight waiting to be discovered.
In essence, the most rewarding part of my current role is seeing firsthand how practical research, thoughtful coaching, and genuine human connection can transform lives and workplaces. Every day is a fresh opportunity to help someone see further and aim higher—and that’s what keeps me excited to do it all again tomorrow.
What do you think are the most significant opportunities and challenges facing the HR and organizational development field today?
I remember the moment I first realized that HR and organizational development weren’t just support functions but genuine catalysts for driving performance and shaping workplace culture. It was early in my career, and I had been invited to sit in on a leadership meeting where we were discussing employee engagement data. The numbers on the page seemed so impersonal at first—percentages, benchmarks, statistical comparisons. But in that meeting, I watched executives wrestle with the data in real time. Suddenly, those metrics transformed into real people with real needs, aspirations, and concerns.
That experience cemented my belief that HR and organizational development professionals have a responsibility—and an incredible opportunity—to help organizations see their people not as resources but as partners in achieving shared goals. Looking at the field today, I see several opportunities and challenges that feel more pressing and more promising than ever:
- Embracing Technology and Data Analytics
One of the biggest opportunities is how data can be harnessed to guide decision-making. We now have tools that measure everything from engagement and well-being to skill sets and productivity. It’s a watershed moment: The insights from this data can inform hiring, succession planning, and workforce development strategies like never before. But there’s a challenge too. With so many platforms available—employee engagement software, learning management systems, productivity trackers—leaders can experience data overload. Making sense of it all requires HR to build new analytical capabilities and cultivate a “storytelling” approach, bridging the gap between raw metrics and meaningful action.
- Designing Employee Experiences That Foster Engagement
Throughout my work, one of the core truths I keep coming back to is that engaged employees drive business performance. They are the difference between a high-functioning, innovative culture and one bogged down by turnover and disengagement. But employee experience isn’t a simple checklist; it’s a holistic, ongoing process. From onboarding and career development to daily recognition and meaningful work, HR and organizational development professionals must orchestrate experiences that connect employees to their purpose within the organization. The challenge lies in keeping these efforts genuine. Employees quickly see through token gestures, so any initiative must be rooted in authentic commitment from leadership and aligned with the organization’s core values.
- Navigating the Hybrid and Remote Work Era
The recent pivot to hybrid and remote working arrangements has opened up a world of possibilities for both organizations and employees. Geographical boundaries have expanded, allowing talent to come from a broader pool. Leaders have found themselves rethinking what “face time” really means—productivity can no longer be measured solely by someone’s presence in an office. While these shifts open the door to flexibility and a more diverse workforce, they also present challenges in maintaining culture, ensuring equitable opportunities for remote and on-site workers, and keeping communication channels open and inclusive. HR and OD professionals must innovate policies and practices that balance flexibility, accountability, and a sense of belonging among all team members.
- Prioritizing Inclusion and Diversity as Strategic Imperatives
Diversity, equity, and inclusion (DEI) can’t be an afterthought or a PR exercise—it must be fully embedded into every part of the employee lifecycle. When an organization fosters a culture of inclusion, it taps into the full potential of its workforce. It’s not only the right thing to do socially; it drives better decision-making, problem-solving, and performance outcomes. The challenge is that genuine inclusion requires systemic change, from how you source candidates and conduct interviews to how you create leadership pipelines and evaluate performance. The opportunity is just as significant: By building equitable systems, organizations can become magnets for top talent and enjoy a more innovative and resilient culture.
- Upskilling Leaders to Thrive in Continuous Change
Leadership, in many ways, sets the tone. Traditional leadership development models often focus on strategy, vision, and decision-making. While these remain critical, the ever-evolving workplace demands a broader skill set: emotional intelligence, adaptability, coaching ability, and a deep understanding of how to inspire a diverse, global workforce. Opportunities abound for HR and OD specialists to create programs that equip leaders to manage change effectively and keep employees engaged. The main challenge I see is time—leaders are under constant pressure to deliver results, leaving little room for continuous learning. Organizations must carve out space and resources for leadership development if they want to thrive amid constant disruption.
- Creating Cultures of Well-Being and Resilience
Finally, the human side of work has never been more important. Stress, burnout, and mental health challenges can undercut even the most innovative initiatives and strategies. If people don’t have the physical, mental, and emotional energy to perform, everything else collapses. Organizations that invest in holistic well-being programs—covering mental health support, physical health resources, and financial wellness—are seeing better engagement, lower turnover, and higher productivity. The challenge is ensuring these programs are not just a box-checking exercise but are truly integrated into daily work life and leadership behavior.
When I look at all these opportunities and challenges, I’m optimistic. We’re at a unique point in history where HR and organizational development professionals are at the table, influencing strategy and driving meaningful change. By leveraging data thoughtfully, designing employee experiences that resonate, building inclusive cultures, and investing in the ongoing development and well-being of people, HR can play a foundational role in shaping the future of work.
I’ve seen firsthand the transformative power of aligned and strategic HR and OD practices—and I’m convinced that if we embrace our role as catalysts for growth and culture, we’ll not only tackle today’s challenges but also unlock incredible potential for individuals and organizations alike.
What insights can you share on the importance of continuing education and training throughout an organization, and how do you prioritize these efforts?
I recall a project where a fast-growing company had neglected its training infrastructure in its race to scale. Employees found themselves unprepared for new responsibilities, and leaders were overwhelmed by unfamiliar demands. Watching that unfold reinforced my conviction that continuing education isn’t a peripheral perk; it’s a strategic necessity for resilience and innovation.
To integrate training effectively, tie learning directly to business outcomes—make it clear how each new skill advances the organization’s goals. Build a culture of continuous development from the top, with leaders visibly championing their own learning journeys. Tailor programs to specific roles and needs, ensuring real-world relevance, and measure results to refine approaches over time. Above all, prioritize learning in strategic planning and budgets. By weaving education into the daily fabric of work, organizations empower employees to adapt, grow, and consistently push performance to new heights.
How do you approach leadership and management, and what qualities do you think are essential for effective leadership?
I’ve always believed that leadership is as much about creating the right environment for people to thrive as it is about achieving results. Early in my career, I found myself fascinated by what motivates teams—why some leaders could inspire and energize their people, while others, despite having considerable knowledge and resources, struggled to drive long-term engagement. That curiosity led me to immerse myself in the study of leadership principles and, ultimately, to form my own philosophy on how to guide and develop others.
When I step into a leadership role, my first priority is always to build a foundation of trust. Trust, in my experience, is the currency of any successful team dynamic; without it, even the most talented group of individuals can falter. I look for ways to create an open dialogue—whether that means weekly one-on-ones, team huddles, or structured feedback sessions. The goal is never just to instruct but to listen, understand the nuances of each person’s strengths, and figure out how best to align individual passions with collective objectives.
In tandem with trust, I place tremendous value on clarity. Teams perform best when they know exactly what the objectives are and why those objectives matter. Sharing that vision—and the rationale behind it—allows people to see the bigger picture and understand where they fit in. It doesn’t matter if the goal is to increase revenue, develop a new product, or shift organizational culture; clarity of purpose helps everyone focus on the real prize rather than getting lost in busywork or conflicting priorities.
Another hallmark of my approach is constant investment in people. My personal philosophy has always been that leadership is fundamentally about empowerment. It’s in teaching, coaching, and growing others that we discover the true impact of leadership. Whether through formal mentorship programs, skill-building workshops, or simply taking time to ask, “What do you need to succeed?”—I try to make it a continuous practice to develop potential. People stay engaged when they see a path for their own growth, and they take pride in contributing to something larger than themselves.
I also believe resilience is essential for both leaders and those they guide. No project runs perfectly, no team is without conflict, and external challenges can appear at any moment. As a leader, it’s important to model adaptability: to pivot when circumstances demand it, to communicate changes transparently, and to rally the team around new solutions. This mindset helps cultivate a culture where setbacks are seen as opportunities for learning rather than reasons to assign blame.
Ultimately, effective leadership—at least in my book—boils down to four core qualities:
- Integrity, because trust begins with authenticity and consistency in word and deed.
- Empathy, because every decision a leader makes affects real people, and understanding those people is the basis of genuine influence.
- Vision, because without a clearly defined direction, even the most dedicated team can wander.
- Resilience, because challenges are inevitable, and how we respond shapes our credibility and our outcomes.
When these qualities intersect, leaders create an environment where goals are not just reached—they’re exceeded. Teams feel inspired, people grow in their roles, and organizations evolve in ways that make a lasting impact. And that, to me, is the greatest reward of leadership: the chance to help others unlock their potential while collectively achieving something that matters.
How do you stay current with the latest research and trends in organizational development and leadership, and how do you apply this knowledge in your work?
The first time I really understood the importance of continual learning in the field of organizational development and leadership. It was early in my career, and I was in the middle of a client engagement that required me to tap into fresh research on employee engagement and leadership best practices. I realized then that staying current wasn’t just a professional requirement—it was an absolute necessity to deliver meaningful results.
Since that epiphany, I’ve built a system around tracking trends and new ideas. For starters, I make it a point to read peer-reviewed journals and publications on a regular basis. Whether it’s the latest edition of the Harvard Business Review or a newly released study on leadership styles and organizational behavior, I carve out time each week to dig into the research. It’s part of my routine—like brushing my teeth or going for a run—because I know that if I don’t prioritize it, the pace of innovation in our field will leave me behind.
I also attend conferences and professional gatherings whenever possible. There’s something about being in a room full of fellow practitioners, hearing keynote speakers discuss cutting-edge studies, and participating in workshops that sparks new ideas. Not only do I learn from the experts on stage, but I also pick up invaluable insights from casual hallway conversations. Those off-the-cuff chats often lead to collaborations or new ways of looking at a problem.
Another part of my approach is teaching and mentoring. I’ve found that one of the best ways to stay sharp is to share what I’m learning with others—whether that’s through webinars, coaching sessions, or even informal coffee chats with colleagues. When I explain complex research to someone else, it forces me to digest the material in a new way and think about how it applies in a practical setting. In that sense, teaching is a two-way street: I help others grow, and in the process, I refine my own understanding.
Most importantly, I don’t just gather knowledge for the sake of collecting information. I apply it. In my day-to-day work, whether I’m consulting with a leadership team that’s trying to navigate organizational change or helping a manager develop more effective coaching strategies, I bring the latest insights to the table. If a new study highlights how strengths-based development drives employee engagement, I’ll integrate those findings into the design of leadership workshops or one-on-one coaching sessions. If there’s fresh data on remote work and productivity, I’ll incorporate those best practices into an organization’s flexible work policy recommendations.
The real magic happens when research meets real-world challenges. Every client, every team, every leader is unique. By aligning new research with the specific context of each organization, I can tailor solutions that aren’t just theoretically sound but also genuinely practical and effective.
In the end, that’s what motivates me to stay on the cutting edge: the opportunity to translate knowledge into action that truly helps teams and leaders succeed. It’s not enough for me to know what the latest trends are—I need to figure out how they can make a tangible difference in everyday work environments. That’s how I measure success, and that’s why I’m committed to a lifelong habit of learning, adapting, and applying.
You were recently recognised as one of the Top 50 Data Training & Talent Champions in HR in the U.S. 2025. Our readers would love to know the secret sauce behind your success.
I realized early on that HR data isn’t just numbers—it’s a goldmine of insights waiting to be translated into human stories. As I shifted from running basic reports to weaving analytics into broader people strategies, I saw firsthand how data could pinpoint hidden strengths, illuminate development paths, and ultimately transform entire organizations. But the true “secret sauce” is fostering a culture where everyone—from frontline managers to senior leaders—embraces curiosity and collaboration. By aligning data with genuine empathy for people’s experiences, we spark innovation, tackle challenges together, and propel talent development forward in a way that elevates everyone involved.
Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?
I’ve been fortunate to cross paths with quite a few leaders and thinkers over the years, but one mentor who truly stands out is Jim Clifton, Gallup’s Chairman. I vividly remember my first few weeks at Gallup—nervous, excited, and eager to learn from the people who had pioneered strengths-based development. Jim was one of the leaders to take a genuine interest in my ideas and provide me with both the resources and the freedom to explore them.
In those early days, he taught me a crucial lesson: curiosity can be your greatest asset. He never discouraged me from asking questions—no matter how basic or far-fetched they might have seemed. In fact, he encouraged it. He’d say things like never lose the wonder of what you don’t know. It’s often the pathway to truly original thinking. That mindset shaped the way I approach data, research, and client challenges even now. His support made me feel comfortable challenging conventional wisdom or approaching obstacles from unconventional angles.
That kind of mentorship wasn’t just about having a champion; it was about having someone push me to be better than I thought I could be. I learned to trust my instincts but ground them in research. I learned how to articulate big ideas in a way that inspires, rather than overwhelms. And I realized that the best mentors don’t hand you answers—they encourage you to find answers on your own and then stand by you as you see them through.
What are some of your passions outside of work? What do you like to do in your time off?
When I’m not at work—or thinking about work—you’ll typically find me doing one of two things: focusing on my fitness or spending time with my family. I’ve been married for 17 years, and my spouse and I have built a life that’s rooted in love, support, and shared ambitions. It’s incredible to look back and see how far we’ve come together, and there’s nothing quite like unwinding at home with a partner who’s been by your side for nearly two decades.
Working out has always been a huge source of energy and mental clarity for me. Whether I’m lifting weights at the gym, going for a jog, or experimenting with a new HIIT routine, I love the feeling of pushing myself to new limits and seeing the results, both inside and out. It’s that surge of endorphins—and the satisfaction that follows a good sweat session—that reminds me of the power of consistent effort and dedication.
But if I’m not in the gym, you can bet I’m cherishing time with my family. Sometimes it’s as simple as cooking a meal together or enjoying a board game night; other times, it’s something more adventurous, like a quick weekend getaway or exploring a new local spot. These moments of laughter and togetherness are what ground me and fill me with purpose. It’s the kind of recharge that not only balances out my work life, but also sparks the best ideas and insights.
In the end, staying active and cultivating a strong family life—especially after 17 wonderful years of marriage—are the passions that keep me motivated. They bring out my best self, and that energy naturally spills over into everything I do.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
I’ve always believed that leadership isn’t just a job title, but a commitment to continuous growth—both for myself and for those who choose to walk alongside me in a shared mission. Over the years, I’ve been fortunate to serve in roles that challenged me to refine my vision, expand my empathy, and practice resilience. Each day, I strive to mold myself into the kind of leader who genuinely listens, encourages innovation, and empowers others to harness their own strengths.
Looking ahead to the next five years, I see myself evolving in several ways. First and foremost, I want to deepen my ability to cultivate high-performing teams—groups of individuals who feel trusted, inspired, and supported in taking smart risks. I believe that fostering such an environment not only drives results but also nurtures the sense of belonging that keeps people passionate about their work. By continuing to study best practices in team development and leadership psychology, I plan to create spaces where diverse talents come together to tackle big challenges.
At the same time, I know that the modern leader must be adept at navigating uncertainty. Whether it’s leveraging new technology or adapting to shifting market trends, I want to be ahead of the curve—advising my team on strategic thinking and guiding them through changes with confidence and clarity. In five years, I envision standing at the helm of larger initiatives, shaping organizational culture, and mentoring a new generation of leaders who will carry forward the values of integrity, empathy, and innovation. Ultimately, my long-term aspiration is to leave a legacy that reflects a true passion for empowering people and driving meaningful, sustainable change wherever I serve.
One piece of advice you would like to give to aspiring professionals from your industry.
In my early days in this field, a single experience revealed what true leadership transformation looks like. A newly formed leadership team was wrestling with an untested strategic direction—equal parts excitement and trepidation filled the room. Anxiety was etched on their faces, but beneath it all, there was a steadfast belief in their people that outweighed the fear of the unknown. Something about that moment illuminated a core truth: real progress, real transformation, happens when leaders bet on their people and lead with purpose.
That foundational insight has shaped my approach ever since. Aspiring professionals in leadership development, coaching, or organizational consulting often ask me what single piece of advice I’d give. The answer is this: Begin by deeply understanding the people you serve—long before trying to change what they do. You can’t effectively prescribe a solution without diagnosing the real problem, and you can’t diagnose a problem unless trust is built and honest conversations are welcomed.
Here’s where grit and gratitude become indispensable. Grit fuels the determination to keep asking thoughtful questions—even when answers don’t come easily—because real understanding doesn’t happen overnight. It takes persistence and resilience to push through the layers of complexity within an organization. Meanwhile, gratitude reminds you to appreciate each individual’s story and perspective, encouraging an environment where people feel genuinely seen and valued. When clients sense your sincere respect and thankfulness for their contributions, they open up in ways that drive meaningful change.
For anyone just beginning, focus on forging genuine human connections. Get to know the heartbeat of each organization: its culture, unspoken values, and the everyday realities of the people who power it. With grit, you’ll stay the course through challenges and setbacks. With gratitude, you’ll foster the positive relationships that let truth and transparency flourish. From there, the advice and strategies you offer will have a far deeper impact—one that is poised to spark lasting transformation.
Ultimately, put people at the center of your work, and watch how everything else aligns around them. Grit keeps you moving forward, and gratitude keeps you grounded. Embrace both, and you’ll be amazed at the momentum you can create in this industry.