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ELE brings leaders together across companies and industries to work through the messy stuff: decisions, risk, handoffs, execution drag, and what it takes to move from idea to action.

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Find the peer conversation that moves your work forward.The right exchange builds better leaders, closes capability gaps, and cuts through what internal meetings can't.

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Real challenges. Real peers. Clear next moves.

This is where people-leaders get sharper.

Want ELE to come to you? Propose a local gathering — the community decides what gets scheduled.

Executive Learning Exchange (ELE)

Session Focus: Lead Belay combines self-reflection, peer learning, group coaching, and experiential learning to give emerging (millennial) managers needed support.


This session provided valuable insights into the power of cohort-based learning for leadership development, especially in today’s challenging work environment.

As many organizations seek more effective ways to prepare managers, cohort learning offers a uniquely engaging and human-centered approach.
<blockquote>"Engagement is the key to effective learning, and cohort learning resonates because it meets our fundamental human need to connect.” - <a href="https://www.ele.llc/members/mike-kester" target="_blank" rel="noopener">Michael Kester</a></blockquote>
Here are three key takeaways to consider for integrating cohort learning into your leadership development strategy:

1. Peer-Based Learning Drives Lasting Impact
People learn more effectively and are more likely to change behaviors when learning with peers who face similar challenges. Cohort-based approaches harness this by creating a support network that goes beyond traditional, expert-led training.

2. Safety and Trust Enable Authentic Growth
Small, well-matched groups foster trust and openness, creating a safe environment for participants to share real challenges. This openness is crucial for meaningful leadership development and helps build a culture where managers can connect, learn, and thrive.

3. Focus on Purpose and Connection
Cohort learning resonates because it aligns with a fundamental desire to work on meaningful challenges alongside people we trust. By centering learning around real, relevant work, cohort-based programs enhance engagement and promote the application of new skills.

For HR leaders, these insights make a compelling case for cohort-based learning as an impactful investment in today’s managers and tomorrow’s leaders.

Emerging Manager Development | Designing Cohort Learning to Scale

evidence-based research

Engagement &amp; Culture

Leadership

Peer-to-Peer Learning

learning design

cohort learning

collaborative learning

learning culture

upskilling

Millennials

mike.kester

edward.desrosiers

jesse.james

talent management

accelerated leadership development

Coaching

flow of work

Learning Agility

employee engagement

emerging leaders

Semi-synchronous Collaborative Peer-Learning

Scalable Global Cohorts

daryl.fleary

HR Strategy

Designing Cohort Learning to Scale

Session Focus: Lead Belay combines self-reflection, peer learning, group coaching, and experiential learning to give emerging (millennial) managers needed support.


&nbsp;

? Cohort-based collaborative learning and coaching are the hottest topics in L&amp;D right now

During the Covid-19 pandemic, collaborative learning and coaching are rising for many organizations.

Many ELE member companies are sharing best and next practices and validated with the Global L&amp;D Trends Research presented at our May 2022 Exchange. Technology and semi-synchronous learning design help scale with cohorts ranging from 6-8 to more than 1,000.

By benchmarking with your peers, this seven-week series explains the basic concepts and principles for cohort-based learning at scale. 
<iframe title="YouTube video player" src="https://www.youtube.com/embed/U-35pyor-zw" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
For many of us, the journey starts with providing in-person classroom training (synchronous), e-learning (asynchronous), or blended learning.

? An emerging next practice is semi-synchronous collaborative peer learning. Learning solutions become instructorless and easier to scale when well thought out and done right.
<blockquote>Wes Kao is a long-time believer in “cohort-based” learning programs. Cohort-based learning involves a group of students—a cohort—all moving through a syllabus together at the same time. Cohort-based learning is the opposite of asynchronous, mass online open courses, (MOOCs) where students move at their own pace through course content.

Kao said that cohort-based courses are far more engaging for learners than MOOCs, which have been criticized for low enrollment and completion rates. Over the past decade, cohort-based classes have risen in popularity, addressing common complaints about MOOCs.

Cohort-based classes offer live feedback from a teacher and courses with set start and end dates. In real-time, groups of students are able to hold each other accountable, push each other to experiment with class material, and challenge each other’s ideas.

Source: <a href="https://www.dailydot.com/unclick/maven-wes-kao-interview" target="_blank" rel="noopener">Wes Kao, co-founder of Maven, Interview</a></blockquote>
1️⃣ First, we will explore
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>How to cultivate a sense of safety and belonging</li>
 	<li>Why you should put learners, not instructors, at the center of your learning experience</li>
 	<li>How to accelerate knowledge sharing and peer facilitation</li>
</ul>
</li>
</ul>
2️⃣ Next, Mike Kester will share a cohort-based solution that combines self-reflection, peer learning, group coaching, and experiential learning to give emerging managers the support they need to be their best.

3️⃣ A strategic transformation for many organizations is creating Learning 4.0 Mindset Shifts to help reinforce skills, facilitate feedback, increase collaboration, and share expertise across teams. Through a collaborative ecosystem of tech-savvy peer-to-peer and expert assessments, employees actively engage in the mastery of skill development.

<img class="aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2022/05/Navistar-Learning-4.0-Midset-Shifts.png" alt="Learning 4.0 Mindset Shifts " width="1250" height="612" />

<hr />

We are interested in diving deeper into cohort-based learning solutions and finding success using some or all of the eight principles:
<ol>
 	<li>Well-designed social interactions</li>
 	<li>A sense of safety and belonging</li>
 	<li>Real people engaging authentically</li>
 	<li>Opportunities for individual reflection</li>
 	<li>Knowledge sharing and peer facilitation</li>
 	<li>Arguing (constructively) together</li>
 	<li>Learners, not instructors, at the center</li>
 	<li>Human stories expertly told</li>
</ol>
Pre-read: <a href="https://cohort.nomadiclearning.com/cohort-based-learning-report">Cohort-Based Learning at Scale – Eight Principles for Success</a> (Nomadic, 2022)

ELE Produces this Learning Circle: Designing Cohort Learning to Scale

single-event

Team Leaders

Your Teams

Learning Circles

online event

Session Focus: Ideate best practices for creating Leadership Moments

Are your internal Executive Development programs using leader-generated content? At JLL, their talent team uncovered that having an agile leadership development framework allows them to develop our leaders at all levels in a variety of ways including mobile technologies.

One of the most effective has been through “Leadership Moments” to begin creating a culture where learning is embedded in all we do – including something as simple as a meeting.

ELE’s Learning Circle will be ideating Retooling Talent Development for the New Normal.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

Leadership Moments | Scaling Executive Development

curation

digital

learning strategy

dirk.tussing

brian.watkins

microlearning

operations

mobile learning

informal learning

leadership development

matt.donovan

lorna.malloy

Adding Value

social learning

leadership moments

tracy.adams

nathan.sheets

Session Focus: Ideate best practices for creating Leadership Moments

Are your internal Executive Development programs using leader-generated content? At JLL, their talent team uncovered that having an agile leadership development framework allows them to develop our leaders at all levels in a variety of ways including mobile technologies.

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/16YdZL4wHHU" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>One of the most effective has been through “Leadership Moments” to begin creating a culture where learning is embedded in all we do – including something as simple as a meeting.

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/NRm6rGmvkbM" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

ELE's Learning Circle will be ideating Retooling Talent Development for the New Normal. 
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
ELE's Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

Complimentary

complimentary event

Oshkosh Corporation

The human-centered era of leadership has arrived. In this ever-evolving era, managers are challenged to adapt–and often rewire–how they lead their team. Learn from the experience of Oshkosh Corporation’s OD practitioners as they share ways in which their organizations are fostering this leadership evolution.

As your organization strives to develop a culture of continuous learning by developing coaching strategies and fostering a collaborative working environment, we’ll look at how Oshkosh Corporation is engaging co-workers, communities of practice, learn by doing, and various microlearning solutions to unlock continuous learning for the digital age.
<h6 class="font-weight-bold m-0">Learning Together:</h6>
In this session, we’ll focus on how Oshkosh Corporation designed a Leadership Development Workshop to grow leaders’ strategic thinking capabilities by providing the tools, techniques, and behavior patterns to help them:
✅ Integrate coaching strategies with technology-based platforms able to scale a culture of continuous learning and feedback.

✅ Tap a rich body of knowledge workers' peer coaching + feedback to help management scale knowledge retention &amp; skill-building.

✅ Establish meaningful social learning connections and training strategies at scale.

Transforming Leadership Development to Virtual Learning at Oshkosh Corporation

analytics

Digital &amp; AI

kyle.swanson

impact

measurement

humane leadership

brielle.bodoh

justin.anderson

insights-wise-2021

Kohler

Many companies are making great investments into leadership development programs with the intent of building emotionally intelligent and effective leaders in their organization. As neuroscience continues to inform us about the nuances of learning we know that the traditional classroom model is not having the impact that is needed. Creating learning experiences that incorporate the needed amounts of attention, generation, emotion, and spacing outlined in the AGES model by neuroscientist David Rock is a necessary skill for the current learning and talent development professional.

Utilizing Experiential Learning creates a highly engaging and impactful format for turning great content into real-life practice. In this session, participants will learn about how companies are utilizing experiential learning in their leadership development programs, and the impact that has on participants. While experiential learning often takes place in off-site environments, there are many ways to build it into your classroom content in small but mighty increments. In this session, you will experience examples of how and when to get your participants interacting with your content and one another.
<ul>
 	<li>Learn the Experiential Learning Cycle and why it is effective</li>
 	<li>Learn an Experiential Activity that promotes emotional intelligence in leaders</li>
 	<li>Learn how to incorporate Experiential Learning into your leadership development programs</li>
</ul>

Creating Impactful Leadership Development Through Experiential Learning

experiential learning

coffman.hartung

College of American Pathologists

Organizations continue to rely on traditional learning programs for developing leaders. Kivland/King published "<a href="https://executivelearningexchange.s3.amazonaws.com/CLLC/2015/2015LECoverStory-SixReasonsWhyLeadershipTrainingFails_AResearchReview.pdf" target="_blank" rel="noopener noreferrer">Six Reasons Why Leadership Training Fails-A Research Review"</a> as the cover story in the January 2015 article for Hr.com's Leadership Excellence Essentials Magazine! Kivland &amp; King suggest there is much we can learn from neuroscience to accelerate corporate leadership development. How can learning professionals learn from and apply this research to their organizations?

To help guide the roundtable panel discussion, here are questions we will try to explore:
<ul>
 	<li>What does the research &amp; neuroscience tell us about issues L&amp;D should think about?</li>
 	<li>What techniques can we incorporate into leadership development programs that will improve the quality of decision-making and collaboration within our organization?</li>
 	<li>What are the biggest obstacles to the application? How can we influence them?</li>
 	<li>When it comes to building cohorts and connections, what're strategies can we use related to Social/Connections, Reflection/Mindfulness, and "tame the tiger" more effectively?</li>
 	<li>What are the critical neuroscience takeaways for learning &amp; talent development leaders to be mindful of?</li>
</ul>
This session will focus on providing insight into:
<ul>
 	<li>Learn new techniques using insight from neuroscience for improving learning solutions for leadership development within your organization.</li>
</ul>

Accelerating Leadership Development: It's All About Connection and Contribution Roundtable Discussion

jane.shlaes

neuroscience

kim.witt

Allstate Insurance

Allstate has been implementing organizational and leadership changes to align with its customer-focused strategy, improve operational effectiveness, and leverage management talent.
Allstate’s journey to redefine leadership and introduce a new leadership model. An overview of this business-led and HR facilitated approach will be shared, including the key role that volunteer “change champions” and “advocates” are playing to foster organic change. The session also describes other key elements of this holistic change effort, including the use of social media, alignment of key talent processes, recognition, and “surround sound” communication.
This session will focus on providing insight into:

<ul>
 	<li>Leverage change champions to foster organic change.</li>
 	<li>Recognize the importance of a holistic approach to change.</li>
</ul>

You're in Good Hands with Change Champions

communities of practice

steve.king1

GE HealthCare

The world is changing so rapidly, and information is now doubling every 12 months. How can leaders develop and refine their leadership skills to keep up with these fast-paced changes and lead their teams to positive outcomes?

This presentation will take a look at what the world’s best companies are doing for leadership development with current industry rankings from Aon Hewitt/Fortune, CEO magazine, and HayGroup/Bloomsburg Business Week.

Bob will share 7 Points of View on what he sees as the critical skills for World-Class Leadership and will ask everyone, “what’s the One thing you are going to do differently on Monday.”

Attributes of World Class Leaders @ GE with Bob Cancalosi

bob.cancalosi

Zenger Folkman

In today’s work environment, leaders barely have enough time to meet or exceed the expectations in their job description. At the same time, they also realize that investing effort in their personal development is necessary to increase their effectiveness as leaders. As time is always at a premium, work always seems to trump personal development. Everyone runs fast and hard, and personal development is often put off as leaders wait and hope for a break in their schedules.
This a false dichotomy. In this session, Dr. Jack Zenger reveals why work and development should not be seen as competing priorities. The reason to combine the two is simple. Doing one can accomplish the other and enable leaders to enhance their skills and further develop while getting the job done. This in turn benefits the individual leader, his or her direct reports, colleagues, and the organization as a whole.

Dr. Zenger will discuss 8 specific ways to bring personal development and job responsibilities closer together. Insight will be shared to help transform daily job activities into a practical leadership classroom and laboratory.

How Work can Become Your Leadership Classroom

jack.zenger

According to Bersin by Deloitte, 10,000 Baby Boomers reach retirement age every day. What’s the status of your leadership pipeline? As a generation retires, it puts Millenials who often have little or no actual leadership experience, in charge before they are fully prepared. Can this critical group of future leaders succeed without some training, development and coaching?

<ul>
 	<li>Baby Boomers are set to retire in mass. In next 5 years, large numbers of seasoned, experienced leaders will be leaving the workforce.</li>
 	<li>Individuals will be placed in leadership roles earlier in their career.</li>
 	<li>Speed to productivity and minimization of team disruption is critical to business results.</li>
 	<li>Career Opportunities is one of the main reasons Millennials leave a company.</li>
</ul>
Allstate Claims recently developed and deployed successfully an accelerated development program for future leaders. They used an effective approach of combining the 70:20:10 development model, with a safe learning environment to put theory to the test, and a way to ensure the sustainability. With immediate ROI, the program is already paying dividends.

Ready Soon: Accelerating the Development of Future Leaders

alex.draper

linh.lawler

effective leadership

Accelerating time to mastery is the buzz among highly performing organizations. For winning organizations, “speed to market” is no longer only relevant to their products and services but also plays when investing in leadership development. Companies who wish to outperform their peers are figuring out quickly what it means to fast-track leader development and the business value it brings. This roundtable panel discussion dives deep into what accelerated leadership development is, what it looks like, and how top-performing companies are implementing and sustaining unique, high-payoff leadership development programs.
To help guide this roundtable discussion, we encourage sharing the following:

<ul>
 	<li>What is accelerated leadership development?</li>
 	<li>Accelerated leadership development various points of the talent lifecycle – talent acquisition, performance management, succession management. How are you ensuring that leadership development is effectively integrated with your other talent processes?</li>
 	<li>What are the barriers to integrated leadership development, and how do you overcome them?</li>
 	<li>Implementing accelerated leadership development is a challenge. Sustaining, it is even more of a problem. How do you ensure that your development solutions are sustained over time? And how do you manage leaders’ expectations that their participation is for developmental reasons, not a promise of promotion?</li>
 	<li>When you acquire new HiPo talent, are they invited, or required? To participate in your leadership development solutions? Why or why not?</li>
</ul>

Leaders of the Future: Innovative Leadership Development

michelle.burke

With today’s business pressures on having solid strategies in the plan for developing the next generation of executives, Kevin Munson, CLO at Sears Holdings Corporation, will moderate this interactive roundtable discussion. The discussion will also address the typical major challenges encountered when developing executives.
To help guide the roundtable discussion, some or all of the following discussion points on “desired/ideal state” are likely to be addressed, with an emphasis placed on development experiences:

<ul>
 	<li>Modifying development based on organizational strategy</li>
 	<li>Emphasis on in-depth versus a wide range of experiences</li>
 	<li>Provide early versus late development</li>
 	<li>Different opportunities given for specific positions</li>
</ul>
&nbsp;

Developing Executive Leaders @ Sears Holding Corporation

learning experience

talent development

succession planning

kevin.munson

Accenture

Drawing on the extensive experience of our 16,000 management consultants globally, Accenture Management Consulting helps clients identify and deliver value with pace, certainty, and strategic agility. Individuals work alongside top thinkers and leaders in industry and functions to make a real difference in the way the world’s leading organizations operate. Working across the spectrum of Management Consulting activities and initiatives, Accenture resources have more significant opportunities to broaden their career and tackle complex, stimulating challenges. Hiring, developing, and retaining talent while ensuring the right people are available at the right time in the proper role is critical to ensuring the success of our talent and our clients.
Our Management Consulting Development Program (MCDP) is explicitly geared at recent college graduates, who join as a new Business Analyst. MCDP is an intensive two to the three-year program that helps our Business Analysts develop the essential core skills to be relevant to clients and profitable as a management consultant.
Aimed at equipping talent with a “CEO Mindset,” MCDP takes a comprehensive approach to develop leadership skills. Throughout their time in the program, individuals are exposed to a spectrum of management consulting experiences across various specialty areas including Analytics, Customer Relationship Management, Finance &amp; Enterprise Performance, Operations, Risk Management, Strategy, Sustainability, and Talent &amp; Organization. They also participate in a full classroom as well as on-the-job competency development activities.
Individuals in MCDP are encouraged to hone their leadership skills through participation and leadership in defined Action Teams, which design and deliver several strategic initiatives both within geographic “hubs” and across North America.

<ul>
 	<li>Ensure support from all directions (leadership, HR, project managers, etc.)</li>
 	<li>Leverage feedback to continually improve</li>
 	<li>Tailor the experience to the individual to increase relevancy</li>
 	<li>Leverage analytics to refine the recruiting profile and recruiting sources</li>
</ul>

Accenture Case Study: "Unleashing the Power of the Ant Hill"

Strategy

Sales &amp; Customer Service

people strategy

consultative

growth mindset

karen.bychowski

action learning

customer service

Deloitte

Neda-Alavi Schlictman, Director and Chief Learning Officer-Tax, shares a 4-year journey when the U.S. Partners at Deloitte committed to creating a $300M to build Deloitte University (DU). Its initial primary purpose: to build leaders, but the vision for DU evolved and expanded to a meaningful way to connect their people, leaders, and clients with the One Deloitte culture.
A variety of factors influenced Deloitte’s need to increase their investment and commitment to a consistent learning &amp; development approach including sustaining culture in the face of rapid growth, cross-functional teaming and networking, recruiting and retaining talent, develop leaders at all levels in the firm, becoming a career accelerator, and competitive advantage in client interactions.
This presentation is organized the following:

<ul>
 	<li>What drove DU;</li>
 	<li>How learning transformed at Deloitte;</li>
 	<li>A glimpse of DU.</li>
</ul>

Driving Consistent Business Results @ Deloitte University

leadership

career path

continuous improvement

neda.schlictman

BlueCross BlueShield of Illinois, also known as Health Care Service Corporation (HCSC), is one of many companies creating high-impact executive development programs using newer, low-cost technologies. With the dynamic changes required for healthcare reform, developing future leaders is necessary to impact business results and transform the way we work. Typically, it’s difficult, if not impossible, to conduct entirely classroom-based development programs for top talent.
Given the whirlwind demands to keep the business running and having a geographically dispersed workforce, by using low-cost tablets, small cohorts of senior leaders can collaborate in a structured learning program, including both formal and informal learning to achieve business results. Using components that enhance collaboration such as Leaders as Teachers (both archived videos & interactive, synchronous WebEx session), executive book summaries, and access additional industry-specific learning resources, a 15 – 20 person cohort can become competent in specific business issues when and where learning is most convenient for them.
This discussion will put forward the practical application and in motion practices for accelerating leadership development best practices. Other top talent groups of interest are high potential candidates for succession planning & developing bench strength for securing the right starting lineup of current and future leaders. Hear how HCSC line leaders and learning leaders approach demonstrating business impact from this timely case study.

High-Impact Executive Development using Low-Cost Tablets

maryjo.burfeind

joe.knytych

Stepan Company, a global chemical manufacturer, has implemented a redesigned year-long leadership development process for high potential talent: the Emerging Leaders Program. Throughout the program, participants embark on a journey of action learning, self-reflection, and networking grounded in Stepan’s mission, vision, and values. They are challenged to apply new leadership behaviors on the job.

Questions that participants will be asked to encourage their participation and contributions of ideas include:
<ul>
 	<li>How is your organization’s approach to leadership development similar to or different than Stepan’s?</li>
 	<li>What aspects of this program might or might not work well in your organization?</li>
 	<li>What ideas do you have for how this program could be improved?</li>
</ul>
Hear how Stepan’s line leaders & learning leaders approach demonstrating business impact and engage in a lively discussion.

Leadership by Design: Weaving Values and Practices through an Emerging Leaders Program

new manager

joe.misurac

hipo

high potential

With the constant pressure to perform and the immediate need to see results, Senior Leaders are under greater scrutiny to achieve growth and profitability.  Learning Leaders seek the appropriate resources and toolkits to accelerating development plans to meet the business priorities of aligning new initiatives and strategies. This session’s panel will explore how assessments play a crucial role in accelerating Leadership Development plans.  How are Learning Leaders choosing the appropriate evaluations and compiling them into a learning portfolio?  How do reviews lead the way to ongoing learning for the organization and its performance?
Please join this roundtable panel discussion to share how various companies are implementing assessments to accelerate Leadership Development to meet the needs of the organization and the leader, including:
<ul>
 	<li>What are the business reasons/drivers for Leadership Development?</li>
 	<li>What results are you experiencing from your current assessment portfolio and leadership development?</li>
 	<li>What assessments are you currently utilizing?</li>
 	<li>How has your current assessment portfolio changed over time?</li>
 	<li>What are some lessons learned that you can share with our participants?</li>
</ul>

Accelerating Leadership Development through Assessments

assessments

performance assessment

caroline.ceisel

amber.kennelly

lynn.miller

New managers were getting promoted throughout the retail network. It was taking 18-24 months to get promising employees developed with inconsistent results. The line of business was struggling with the performance of these newly promoted managers.
The problems were diagnosed and ranged from inconsistent experiences, lack of competencies in critical areas, and no set of standards to measure against this role.
The Institute for learning partnered with the line of business stakeholders and human resources partners to design develop and implement a bank management training program. This program set up a standard of manager competencies, performance standards, and experiences that were needed to bring to the job. The program used formal education, mentoring partners, testing, presentations, and panel feedback to get these employees to the appropriate level of competency.

The pilot was a success, and we have graduated over 75 participants from the program. We have measured their results as managers against those managers who did not complete the program and found that their overall performance in managing the business, risk, relationships, and people was better than their peer group. Also, the graduate group got promoted faster than their peers. They were leadership ready for management positions within 0-12 months from graduation.

The keys to success for this program include: developing a strong partnership with the line of business stakeholders and human resources partners, creating a standard view of skills, knowledge, and capability needed for the position, identify clear roles and accountabilities for the implementation of the program.

Once the program was launched, revisit the goals annually, and measure graduates against the performance standards that were set. Set vital parameters on what the plan will and will not do for new managers. Maintain a strong connection between the learner and their line of the business sponsor.

Accelerating Time to Competency for the First Time Manager

Operations

marie.reynolds

anton.maletich

Endeavor Health

Often in many organizations, we promote individuals due to their technical knowledge. At NorthShore University HealthSystem, it’s no different. The challenges we face are common across industries:

<ul>
 	<li>Technically skilled leaders lacking leadership tools and development opportunities</li>
 	<li>Practical application of leadership skills is needed now, not later.</li>
 	<li>Roles are critical to the success of the organization, in our case, to our patients’ care</li>
 	<li>Time is limited – it’s hard to getaway</li>
</ul>
To meet these challenges, only a learning partnership could produce a successful solution that goes beyond the classroom. Learning & Development and the Department of Nursing had to work collaboratively together to leverage our expertise and align leadership development to the business needs. We built a curriculum and the commitment of our key stakeholders that continues into its 7th year.

How did we do this? We learned that with mutual respect, trust, and strategic planning, we were able to achieve the goals of the program and see real impact and behavioral change in our leaders.

Learning Partnerships Can Accelerate Leadership Development

Culture Change

strategic alignment

HCSC | Blue Cross Blue Shield of IL, MT, NM, OK, TX

McDonald's Corporation

Cigna

Baxter

Accelerating organizations need accelerating leadership development. As a result, the demands on learning and organizational development professionals are also accelerating. This panel discussion will explore real-world scenarios on how learning leaders are helping to drive business results through accelerated leadership development.
To help guide the roundtable discussion, our facilitator, Haydn Shaw, a Business Execution facilitator at FranklinCovey, will focus questions and recommend the roundtable conversation on some of the following discussion points :

<ul>
 	<li>What accelerating demands from the business are you facing?</li>
 	<li>How are you accelerating your team's transitions toward more strategic business partnerships?</li>
 	<li>How are you accelerating leadership development in your organization?</li>
 	<li>How do you engage your leadership and management to support the leadership development process?</li>
 	<li>What have you done to drive results when you have not had strong leadership and management support for the leadership development process?</li>
 	<li>How do you measure if your leadership development processes are driving business results?</li>
 	<li>How are your teams transforming your function FROM: Measuring success through execution of activities … TO: Measuring success through the impact of business outcomes?</li>
 	<li>We all stub our toes. What's the most important lesson you've learned of what not to do in measuring results, driving business results, or accelerating leadership development?</li>
</ul>

2011 CLO/CTO Roundtable Panel Discussion: Driving Measurable Business Results through Accelerated Leadership Development

karen.kocher

learning &amp; development

diana.thomas

tim.aleck

agile

haydn.shaw

don.vanthournout

mike.kasper

"Reform," according to the World Heritage Dictionary, means a measure aimed at achieving change.
In other words, Healthcare Reform means tremendous changes for the Healthcare industry and, in particular, for the healthcare providers. How are healthcare organizations developing their leaders to manage and navigate the speed of change already in our midst? The difference, as we know, is not unique to healthcare, and the lessons learned in this industry are transferrable to any industry.
The purpose of this learning leader roundtable is to share
<ul>
 	<li>How organizations are preparing leaders for the speed of change</li>
 	<li>The various methods and techniques to ensure the leadership development sticks, and</li>
 	<li>Discuss the specific challenges of leadership development.</li>
</ul>

Making Leadership Development Stick for Healthcare Providers

john.pandl

knowledge transfer

healthcare

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