Alan E. Nelson is a leadership development trainer, professor and engaging speaker and workshop leader. His expertise is in identifying and developing emerging leaders, along with implementing effective organizational change strategies. Alan can also assist in executive communication coaching and new manager development. He’s currently a Lecturer of Management at the Naval Postgraduate School and adjunct professor at USC Marshall School of Business, where he teaches organizational behavior and leadership, and human capital performance and motivation. His students stay engaged as Alan implements an array of resources, including projects, case studies, media, and active learning methods.
Alan’s graduate degree is in communication-psychology, specifically effective message design. His doctorate is in leadership from the University of San Diego. He’s an avid writer, with 20 books and over 200 articles to his credits. Alan’s books include Leader Lessons, The Secret of People, and Instant Impact, along with others on org change, message design, and identifying and developing leadership giftedness. As a young adult, he was mentored by John C. Maxwell. He’s been a keynoter at conferences and a workshop trainer for small and large groups.
Over the last decade, Alan’s primary focus has been on identifying emerging leaders. His pioneering work has taken him to numerous countries, interacting with over 10,000 preteens and teens, to get to leaders while they’re moldable, not moldy. Filling the leadership pipeline with effective and ethical leaders is part of his mission. He’s the founder of KidLead Inc. and designer of LeadYoung Training Systems, an executive-skill curricula for 3-23 year olds. He’s been active as a social entrepreneur, starting and developing organizations from scratch.
Another niche that Alan fills is assisting new managers and HiPo’s transition from technical skill experts, to leaders of people. He designed the NMI (New Manager Inventory), an online assessment that estimates leadership acumen. The roles mentioned require distinct skill sets that elude many who find themselves in roles of supervision. His recent work with the Institute for Management Studies as the Los Angeles Chair, has afforded unique looks into very large organizations, their struggles and leadership development goals.