Joe Hart, Global President Dale Carnegie & Associates

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.