Nathan Regier works in leadership development, with a focus on helping organizations handle conflict and build drama resilience. Regier presents workshops and shares a Compassionate Accountability framework with learning and development audiences.
Nathan Regier is useful for manager-facing workshops and keynotes on conflict, drama resilience, and measurable culture health.
Best for
A leadership development company wanting manager training, a conflict process, and a measurable diagnostic.
Not for
Consumer brands or creator sponsorships needing short-form video, consumer reach, or performance-based content.
Key takeaways
Conflict is inevitable; drama is optional.
Companies should have a standard operating procedure for conflict.
Behavior, not style, is what changes leadership outcomes.
Check first: Confirm availability, fee, terms, and whether attendees are managers.
Main ideas
Conflict is inevitable; drama is optional · Companies should have a standard operating procedure for conflict · Behavior, not style, is what changes leadership outcomes
Audience
13,843 LinkedIn followers · 7,500+ learning leaders ATD 2026 conference attendance (event audience reached, not Regier's own audience)
Nathan Regier works in leadership development, focusing on how organizations handle conflict and reduce workplace drama.
They present Compassionate Accountability and describe Drama Resilience as a measurable, learnable leadership skill.
They have announced a new edition of Conflict Without Casualties.
Ask for a chapter or sample to assess the book’s contents.
For readers interested in practical approaches to conflict at work, their posts point to a central question: how can organizations make constructive conflict a repeatable capability rather than leave it to chance?
Regier connects a memorable distinction—conflict is inevitable, drama is optional—to practical organizational tools.
At ATD 2026, they described a booth activity where visitors measured their Drama Resilience and compared scores, and a session asking whether one number could measure culture’s health.
They argued that organizations could use a standard process for handling conflict, and that leadership behavior matters more than style.
Together, these ideas frame conflict management as something teams can assess, learn and build into everyday practice.
For a direct look at how they teach the framework, ask for a demonstration: one post recommends other authors’ book rather than teaching their own ideas.
Regier argues that workplace conflict is unavoidable, but the drama around it is a choice, and that resilience to drama is a leadership skill people can learn and organizations can measure.
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They urge companies to document conflict processes rather than leave them to chance, and distinguish leadership styles from trainable skills: behavior, not style, changes outcomes. They present the work through workshops, expo-floor conversations and association retreats alongside peers, rather than as a solo expert's lecture.
Conflict is inevitable; drama is optional
Regier's central claim is that conflict is a normal, unavoidable result of people working together, while the drama around it — escalation, blame and avoidance — is optional.
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Resilience to drama, they argue, is a leadership skill that can be learned, practiced and measured. That gives managers a concrete focus and leaders and teams a way to track progress, not just hear encouragement.
At ATD 2026 in Downtown Los Angeles, which drew more than 7,500 learning leaders, Regier presented two workshops with Jamie Remsberg and Aaron Chappell Deckert and shared the Compassionate Accountability framework on the expo floor.
Booth visitors measured their own Drama Resilience and compared their scores with attendees from that year and earlier years.
Regier also delivered a session titled "Drama Resilience: Can One Number Measure the Health of your Culture?"
Regier told readers that a new edition of Conflict Without Casualties is in progress with publisher Berrett-Koehler, indicating the book is being revised and reissued rather than retired.
Companies should have a standard operating procedure for conflict
Regier argues that conflict is too consequential to leave to chance.
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Organizations document processes for other recurring, high-cost parts of work but rarely for conflict, leaving responses inconsistent from manager to manager. In their view, a standard operating procedure for conflict helps companies scale the capability and save time, energy and resources.
Regier lists this among the points that resonated most with learning leaders at the ATD 2026 booth: "Conflict is too consequential to leave up to chance. If companies had an SOP for conflict, it would help them scale this capability and save so much time, energy and resources."
Behavior, not style, is what changes leadership outcomes
Regier distinguishes styles from skills: a style describes how someone prefers to operate, while a skill is a trainable behavior.
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Because effectiveness shows up in what a leader actually does, they argue development should target behavior rather than try to rework someone's existing style.
Among the lines Regier says resonated most with visitors at ATD 2026 is "Styles and skills aren't the same thing.
Behavior trumps style when it comes to leadership effectiveness."
The post pairs that claim with the booth's drama-resilience score, turning a conversation about behavior into a number attendees could compare.
Advancing the work through the learning-and-development community
Regier's public activity is collaborative: co-presenting workshops, facilitating panels with other providers, attending multi-day association retreats, introducing peers' sessions and recommending their books to the same audience.
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In recommending peers' work, they endorse professionalism as a daily practice — turning a point of view into a practical, authentic business strategy.
Regier spent four days at the ISA — The Association of Learning Providers business retreat at the Wigwam Resort outside Phoenix with colleagues Jamie Remsberg and Aaron Chappell Deckert, describing the event as unusually open and generous in connection and shared knowledge.
They reported learning from Amy Edmondson and Gabriel Millien, introduced Dr.
Alaina Szlachta's presentation on using data in learning businesses, and received that year's ISA Rising Star Award, introduced by David Dye.
Separately, Regier recommended The Thought Leadership Handbook by Bill Sherman, Peter Winick and Naren Aryal, quoting Seth Godin's line that professionals "get up every day, clear about the difference they want to make in the world, and go about doing it."
See what Regier delivers in a room: the workshop format, the measurement device, and the specific claims about conflict audiences hear repeated at the booth.
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Regier recaps ATD 2026 in Downtown Los Angeles: presenting two workshops with Jamie Remsberg and Aaron Chappell Deckert at an event for more than 7,500 learning leaders, sharing a Compassionate Accountability framework on the expo floor, and co-facilitating a workshop with Let's Grow Leaders on making learning stick.
Booth visitors measured their “Drama Resilience” and compared their scores with attendees from this year and previous years.
They also delivered a session titled “Drama Resilience: Can One Number Measure the Health of your Culture?” and met with Berrett-Koehler Publishers about an upcoming new edition of Conflict Without Casualties.
They list the lines that resonated most with visitors: “Conflict is inevitable.
Drama is optional.”; conflict is too consequential to leave to chance, and a company SOP for conflict would help scale the capability and save time, energy and resources; drama resilience is a measurable and learnable leadership skill; and styles and skills are not the same thing, because behavior trumps style in leadership effectiveness.
For brands planning a campaign
This post is the closest thing to a ready-made template for a briefed keynote and workshop series.
The offer is concrete: a framework session, a measurable diagnostic people take on the spot, and a session that turns one number into a culture conversation, with a pre/post score to show movement.
The “SOP for conflict” line points to manager-facing process work rather than a motivational talk, and the new edition of Conflict Without Casualties gives brands a book-based tie-in to build around.
See where Regier sits in the learning-and-development industry and how peers treat the work.
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Regier writes about attending the annual business retreat for ISA — The Association of Learning Providers, four days at the Wigwam Resort outside Phoenix, accompanied by Jamie Remsberg and Aaron Chappell Deckert.
They report learning from Amy Edmondson and Gabriel Millien, sharing practices with peers in panel discussions, and introducing Dr.
Alaina Szlachta, who presented on using data in learning businesses.
They received that year's ISA Rising Star Award, introduced by David Dye, and credit the event's program committee, naming Carrie Beckstrom, Staci Nisbett, Deborah Molique and Pamela Eyring.
For brands planning a campaign
This is third-party evidence rather than self-description: an industry association gave Regier an award in front of peers, and they help program the kind of multi-day event a brand might want to co-host or sponsor. The overlap with Amy Edmondson's work matters for a conflict-and-psychological-safety brief: Regier's material sits within a research conversation buyers already recognize.
This post shows the sharing and recommendation side of Regier's feed, including peer promotion and industry events.
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Regier congratulates Bill Sherman, Peter Winick and Naren Aryal on publishing “The Thought Leadership Handbook,” calls it a complete road map from having a point of view to being a professional, quotes Seth Godin on the difference between amateurs and professionals, and urges fellow members of ALDO and ISA to pick up a copy.
For brands planning a campaign
Regier uses the post to recommend peers' books and resources to fellow learning-and-development providers, a fit for co-marketing or endorsement-style collaborations.
Regier’s recurring argument is that conflict is inevitable but drama is optional, and that drama resilience is a measurable, learnable leadership skill.
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They also separate styles from skills, saying behavior rather than style drives leadership effectiveness. They say most companies lack a standard operating procedure for conflict and that having one would help them scale the capability and save time, energy and resources.
Regier presents workshops on drama resilience, facilitates panel discussions and uses an expo-floor assessment where visitors measure their Drama Resilience and compare scores with other attendees. One talk title asks whether a single number can measure the health of a culture.
For brands planning a campaign
A leadership development company can propose a keynote or workshop series that pairs the conflict-is-inevitable, drama-is-optional argument with a measurable assessment, giving managers a score they can act on. The content fits manager training on conflict, culture health and behavior-based leadership.
Regier works through and with the learning and development industry: co-presenting at ATD 2026, attending the ISA Association of Learning Providers retreat, facilitating a panel with Let’s Grow Leaders, reconnecting with peers from ALDO and ISA, and introducing a peer’s presentation on using data in business.
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At the ISA retreat, they describe learning from figures such as Amy Edmondson and Gabriel Millien and discussing shared struggles and industry trends.
Co-presented workshops, peer panels, multi-day association retreats and networking across learning-provider organizations.
For brands planning a campaign
Regier is a fit for programs that benefit from association reach and practitioner credibility or need a co-delivered session with another learning provider. Their collaborative approach can help a brand enter learning and development networks through shared programming.
In recommending The Thought Leadership Handbook by Bill Sherman, Peter Winick and Naren Aryal, Regier endorses the idea that professionals should be clear about the difference they want to make and turn a point of view into a practical, authentic and effective business strategy.
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They quote Seth Godin on the difference between amateurs and professionals and call the book a road map for that move.
Book recommendation and public endorsement aimed at learning and development peers.
For brands planning a campaign
Regier can serve as a voice for practical thought-leadership programming or endorse resources that help experts turn a point of view into a business strategy. A brand seeking a credible recommendation within learning and development networks could consider this role.
Regier describes an upcoming new edition of Conflict Without Casualties with publisher Berrett-Koehler and looks ahead to ATD in Boston the following year.
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The book and event offer potential anchors for programming around their conflict and drama resilience work.
For brands planning a campaign
A campaign could time a launch to a new edition or a major ATD appearance, using the book and the event as anchors for a keynote or workshop series.
Regier's posts describe publisher and professional-association relationships and a co-facilitated workshop.
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They refer to Berrett-Koehler Publishers as “our publisher” for Conflict Without Casualties, identify as a fellow member of ALDO and ISA — The Association of Learning Providers, and describe presenting at ATD 2026 and facilitating a panel/workshop with Let’s Grow Leaders.
Association for Talent Development (ATD)
Disclosed partnership
Regier and colleagues presented two workshops and hosted a booth at ATD 2026, where they shared a Compassionate Accountability framework and measured attendees’ Drama Resilience.
Regier attended the ISA annual business retreat, received the ISA Rising Star Award, and refers to “our program committee” in connection with the event.
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Original disclosure
My fellow members of ISA — The Association of Learning Providers; our program committee
Nathan Regier's public work is easiest to follow through two recurring ideas: conflict at work is inevitable, but the drama around it is optional, and resilience to that drama can be learned and measured like any other leadership skill.
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The ATD 2026 recap shows how the argument is delivered in practice — two workshops, a session asking whether one number can measure the health of a culture, and an expo-floor assessment where visitors compared their own drama-resilience scores with other attendees.
The ISA learning-providers retreat post shows the collaborative side: co-presenting, facilitating panels, introducing peers and working through industry associations rather than as a solo expert.
Regier also recommends other people's books to the same audience, most visibly The Thought Leadership Handbook, framing thought leadership as a daily professional practice.
Together, these posts show where to find the substance of the work and the community it happens in.
Both write practical, script-based guidance for people who manage workplace problems — HR, learning and talent leaders — and publish through leadership imprints (HarperCollins Leadership and Berrett-Koehler).
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Each turns a difficult management situation into something readers can act on: Regier offers a framework and a score, while Falcone provides ready-made language for hard conversations.
Falcone's material focuses on employee relations, HR compliance and ethics in AI rollouts, with an emphasis on what to say in a specific conversation. Regier's work focuses on conflict as a repeatable organizational process and on a measurable resilience score.
Both present in the same learning-and-development circuit — ATD, TechLearn and related conferences — and use those sessions as the main vehicle for their ideas, aimed at practitioners who want something they can take back and use.
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Robyn A.
D.'s published work focuses on microlearning content design, learner engagement and giving practitioners a simple method for cutting content down.
Regier's focuses on manager behaviour in conflict and on a culture-health measure.
Both work at the intersection of people development and workplace culture, and use conversations — interviews, shows and conference encounters — to surface other practitioners' thinking rather than only their own.
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Their shared subject is helping people develop so organizations perform better.
DiNofa's published work centres on employee wellbeing, mentorship at scale and featuring HR leaders on a show. Regier's centres on conflict skills, drama resilience and culture measurement for managers.
For a keynote and workshop series aimed at managers, Nathan Regier's posts place them in front of learning and development professionals, not a general consumer audience, but do not verify that readers are managers.
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They describe presenting two workshops in downtown Los Angeles at ATD 2026, an event that drew more than 7,500 learning leaders; running an expo booth; and inviting visitors to measure their Drama Resilience against scores from ATD attendees that year and in previous years.
Another post describes four days at the ISA — The Association of Learning Providers business retreat outside Phoenix, teaching and sharing practices with peers from the learning and development industry.
The only measured platform figure available is the LinkedIn follower count below; their posts do not give age, geography, gender, employer, occupation, or seniority breakdowns.
Before treating this audience as an exact match for a managers' program, ask whether they have audience survey results or another documented source covering job titles, seniority, and geography, and request recent results from comparable workshop and keynote engagements.
LinkedIn followers
13,843
LinkedIn profile follower count · 2026-10-11
ATD 2026 conference attendance (event audience reached, not Regier's own audience)
7,500+ learning leaders
Regier's post about presenting at ATD 2026 · 2026-05-21
Nathan Regier's public posts show conference teaching, not a documented creator-sponsorship offer.
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They describe workshops and a panel at ATD 2026 alongside Jamie Remsberg and Aaron Chappell Deckert on making learning stick and measuring culture health; an expo-floor booth where attendees measured their Drama Resilience; a Compassionate Accountability framework presented to learning leaders; and four days of programming at an Association of Learning Providers retreat, where they received an ISA Rising Star Award.
The posts also mention an upcoming new edition of Conflict Without Casualties with Berrett-Koehler Publishers.
For a buyer planning a keynote and workshop series on conflict and drama resilience, ask directly about availability, format, fees, exclusivity, and whether they offer sponsored or co-branded partnerships.
Good fit: a leadership development company wants a keynote and workshop series that helps managers handle conflict and build drama resilience.
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This is a strong match.
Nathan Regier's public argument is specific and repeatable: conflict is inevitable, drama is optional; drama resilience is measurable and learnable; styles and skills are not the same, and behavior matters more than style for leadership effectiveness.
At ATD 2026, they describe presenting two workshops with Jamie Remsberg and Aaron Chappell Deckert, co-facilitating with Let's Grow Leaders on making learning stick, and giving a session titled 'Drama Resilience: Can One Number Measure the Health of your Culture?' Booth visitors measured their Drama Resilience and compared scores with attendees from that year and previous years.
That is direct evidence of the workshop-plus-assessment format the company wants.
The ISA learning-providers retreat adds peer recognition through an ISA Rising Star Award and shows them inside the learning-and-development community.
The upcoming new edition of Conflict Without Casualties gives the series a book anchor.
The fit is strongest when the buyer wants manager-facing practice, a measurable diagnostic, and a conflict process rather than a motivational talk.
No speaking rate card or verified audience job titles are published; ask about availability, fee and terms, and whether the audience is made up of managers.
When to choose a specialist
Poor fit: a consumer brand or a creator-style sponsorship.
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Example: a national consumer wellness app wants a paid short-form video series with fixed placements, exclusivity, a rate card, and performance-based creator content aimed at a broad consumer audience.
Nathan Regier's posts describe conference teaching, workshops, panels, and association retreats for learning and development professionals, not consumer short-form content.
The only measured platform figure mentioned is a LinkedIn follower count; consumer demographics, geography, age, and purchase intent are not given.
A campaign that needs a documented creator-sponsorship product, consumer reach, or fast high-volume social output is a poor match.
For a manager-training campaign, ask for audience data to confirm whether followers or attendees are managers.
A worked campaign example
Worked campaign angle for the good-fit brief: 'Drama Resilience at Work,' a keynote plus two-workshop manager series.
1) Baseline: managers take a Drama Resilience assessment before the event; the organizer collects aggregate scores.
2) Keynote: 45-60 minutes on conflict is inevitable, drama is optional; one number as a culture-health signal; behavior trumps style; and why companies need a standard operating procedure for conflict.
3) Workshop A: 'Can one number measure culture health?' Use the ATD 2026 session framing; teach managers how to read their own scores without turning the number into a ranking.
4) Workshop B: 'Making conflict practice stick.' Build on the make-learning-stick session they co-facilitated with Let's Grow Leaders.
Managers work through real conflict scenarios, draft a one-page conflict SOP, and practice a conversation script.
5) Book tie-in: offer a manager book club around the upcoming new edition of Conflict Without Casualties with Berrett-Koehler.
6) Follow-up: retake the assessment after 60-90 days, compare movement, and publish an internal summary.
Ask Nathan Regier's team about availability, fee, co-presenter needs (Jamie Remsberg and Aaron Chappell Deckert are named in the conference work), and whether the assessment can be licensed for the company's own use.
Keep the campaign measured, manager-focused, and tied to a repeatable process; do not present a sponsorship package as already available.
Choose Paul Falcone when the buyer wants manager and HR conversations delivered as ready-to-use scripts backed by a trade publisher's book list.
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Their posts point to a HarperCollins Leadership author page covering staff burnout and overwhelm, upskilling in an AI-enabled world, leading through crisis and disruption, workplace ethical dilemmas, team emotional intelligence, M&A integrations, and the return-to-office debate.
They also describe a SHRM article that scripts how to talk with teams about AI adoption: the human-in-the-loop principle, confidentiality and data privacy, guarding against AI hallucinations, and investing in the human side of implementation.
For a campaign that has to cover AI rollout and policy-adjacent conversations alongside everyday manager communication, that is closer to the task than a drama-resilience workshop: the deliverable is language a manager can use in one specific, high-stakes talk.
The tradeoff is measurement and a single repeatable framework.
Nathan Regier's posts show scripts, articles, and book topics rather than a named diagnostic a company can retake.
They focus on employment-relations and communication subjects rather than a shared team practice for conflict.
Buyers seeking one number to track culture health or a workshop built around 'conflict is inevitable, drama is optional' will find a library of conversation guides, not a program with a before-and-after score.
D. when the deliverable is short learning content and the workshop has to be designed as well as delivered.
Their posts recap conference sessions at #TechLearn and ATD's #Core4, and show an explicit method: cutting down existing content into a microlearning product using a quick handout method shared with the room, alongside attention to attendee feedback, hallway questions, and follow-up conversation.
For a company that wants its managers' conflict training broken into short, repeatable microlearning pieces that survive outside the event, that craft is the relevant skill.
The tradeoff is subject depth on conflict itself.
The posts show learning-design practice — community building, curation, transparency on stage, and microlearning production — but no conflict or drama-resilience framework, assessment instrument, or book anchor.
Buyers would be hiring the format and facilitation method; ask them to provide the conflict content and diagnostic.
Choose Devin DiNofa when the manager program should be framed around wellbeing, mentorship, and peer support, and the buyer wants a continuing channel rather than a one-off event.
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Their posts describe conversations with HR leaders about LifeGuides and 'the power of human-to-human mentorship at scale,' including the question of who fills the cup of the leaders responsible for filling everyone else's.
They also name a Rebels with a Heart show and a growing community of people leaders.
That maps well to manager burnout and ongoing support, with guest interviews and community access as deliverables.
The tradeoff is that the offer sits inside a mentorship platform and a show, not a conflict-skills curriculum.
Devin DiNofa's posts show no assessment, conflict process, or workshop teaching on handling disagreement; the wellbeing frame addresses how managers are sustained rather than how they run a hard conversation.
Buyers who need a diagnostic and repeatable conflict method should ask how those will be provided.
This profile draws on three full public LinkedIn posts from Nathan Regier's account: a recap of ATD 2026, a summary of the ISA — The Association of Learning Providers business retreat, and a recommendation of The Thought Leadership Handbook.
The page also includes overview, ideas, relationships, and fit sections.
The posts describe Regier's stated ideas and conference work, but they do not include the text of Conflict Without Casualties, the Drama Resilience assessment, workshop materials, session recordings, sponsorship terms, or audience demographic data.
Those gaps are treated as open questions rather than filled in.
