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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<p>Figure out if ELE is for you. Straight answers on what ELE is, who it’s built for, and how contributing members actually work together. Still have a question? Contact us.</p>

Area9 Lyceum

This session provided valuable insights into the transformative power of cohort-based learning and how it can be leveraged to foster ongoing growth and collaboration within organizations.
<blockquote>One of the most striking points shared was the idea that <em>"You don’t just learn during the program; the relationships built in cohorts provide a go-to network for continued growth and support." - <a href="https://www.ele.llc/members/mike-kester">Michael Kester</a></em></blockquote>
This emphasizes the lasting impact of cohort learning, where peer relationships extend beyond the training itself, creating a sustainable ecosystem of support and knowledge-sharing.

Here are three key takeaways that senior HR talent leaders can apply in their organizations:
<ol>
 	<li><strong>Facilitate Trust and Connection Early</strong>:
Building trust within a cohort is crucial for meaningful engagement. Techniques like storytelling and reflective exercises help establish psychological safety, which allows participants to open up and share valuable insights. HR leaders should prioritize trust-building activities in the early stages of any learning program to lay a foundation for authentic learning experiences.</li>
 	<li><strong>Leverage Structured and Focused Learning Journeys</strong>:
To optimize the learning experience, cohorts should focus on the same content at the same time. This approach reduces cognitive load and ensures that participants remain engaged and aligned. Senior HR leaders can create learning pathways that remove ambiguity, helping employees stay on track and connected to the organization’s broader goals.</li>
 	<li><strong>Foster Sustainable Peer Networks</strong>:
Cohort learning doesn’t end when the program concludes. The relationships built during the learning process create a network of peers that participants can rely on for continuous support. By fostering such networks, HR leaders can ensure that learning is integrated into the flow of work and remains a resource long after the program ends.</li>
</ol>
As HR professionals, it’s essential to not only design impactful learning programs but to also cultivate environments that support ongoing collaboration and growth. Cohort-based learning, with its emphasis on connection and sustained engagement, offers a powerful model for fostering these outcomes.

Workflow Learning: Effective Strategies for Personalized and Cohort-based Learning

digital

Engagement &amp; Culture

Digital &amp; AI

Leadership

kyle.swanson

blended learning

dave.klein

cohort learning

collaborative learning

mike.kester

leadership development

talent development

judy.albers

MS Teams

alignment

Upskilling MS-Teams

employee engagement

organizational development

continuous learning

learning and development

learning

sally.polaskey

karin.jacobson

semi-synchronous

insights-wise-2022-virtual

peer-learning

HR leadership

HR strategies

Employee Growth

Workplace

GE HealthCare

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In this session, you’ll get the opportunity to explore the GE &amp; UL approaches using Lean and dynamic work to foster individual learning as part of organizational learning &amp; development.
<h6 class="font-weight-bold m-0">What we will explore together:</h6>
<strong>Lean thinking</strong> is a self-directed learning strategy that develops people's reasoning by incorporating self-reflection. Self-reflection is a diagnostic on to itself. Reflection is “practice.” The Lean part of this equation is also a focus on eliminating waste in the performance and execution of one’s skills that are deployed in the flow of work.

<strong>Learning organization</strong> is the capacity of an organization to reinvent its products/ services through the collective learning of its employees. They will acquire the personal learning mastery and along with the leaders, they have to identify learning opportunities, solve problems, share the solutions and make them accessible for reuse and product/ process improvements
<h6 class="font-weight-bold m-0">Discussion Points:</h6>
We explore and have a conversation on the following questions:

<em><span class="x3nfvp2 x1j61x8r x1fcty0u xdj266r xhhsvwb xat24cr xgzva0m xxymvpz xlup9mm x1kky2od">✅ </span></em>How can we design the learning organization without additional technology investment and in a “scrappy or agile” way?

<em><span class="x3nfvp2 x1j61x8r x1fcty0u xdj266r xhhsvwb xat24cr xgzva0m xxymvpz xlup9mm x1kky2od">✅ </span></em>What are the components of a learning organization that emphasize the Lean principles and behaviors?

<em><span class="x3nfvp2 x1j61x8r x1fcty0u xdj266r xhhsvwb xat24cr xgzva0m xxymvpz xlup9mm x1kky2od">✅ </span></em>GE’s approach to integrating personal learning into organizational knowledge. A step-by-step process for comprehensive L&amp;D with a Lean mindset.

<em><span class="x3nfvp2 x1j61x8r x1fcty0u xdj266r xhhsvwb xat24cr xgzva0m xxymvpz xlup9mm x1kky2od">✅ </span></em>UL’s approach to dynamic work design in coordination/ collaborative work hands-offs.

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Re-thinking Learning Organization | Applying Lean Principles

learning strategy

Strategy

newton.moore

transformation

performance improvement

agility

learning &amp; development

teresa.oliszewicz

learning experience platform

strategic alignment

Lean Six Sigma

strategy

platform strategy

high performance

rachad.el-badawi-el-najjar

insights-wise-2021

annotation

American Medical Association

Integrating existing L&amp;D content directly into MS-Teams for seamless<em> learning the flow of work.</em>

<em><strong>What is learning in the flow of work?</strong></em>
<em>'Learning in the flow of work involves accessing, quickly and easily, an answer or a short piece of learning content while you're working. Josh Bersin coined the phrase. Research shows that learning in the flow drives productivity, increases engagement with formal education, and improves knowledge retention.</em>

As more of our internal teams are utilizing Microsoft Teams for collaboration, let's explores how we can create virtual learning in MS Teams.

<strong>What we will explore together</strong>
We all have plenty of stand-alone learning content. Some are in our LMS; others are curated from external sources or acquired from 3rd-parties such as HRDQ Reproducible Training Library (RTL) and Corporate Training Materials (CTM).

In this session, we will showcase proof of concept on how to create learning solutions utilizing HRDQ-RTL Critical Thinking classroom content, and deliver it virtually utilizing MS Teams meeting functionality including chat, polling, whiteboard, and breakout rooms.

Learning in MS-Team's Flow of Work: Building PowerSkills

ann.manikas

jesse.james

richard.rykhus

tom.lanzisero

GE embraces its role as a global leader seeking to drive a healthier world and foster an environment where our people are challenged and empowered to drive outcomes that make a difference. Since February 2019, Ab Khan has been CLO at GE Healthcare and will share an update on how their learning culture is evolving globally. Our team is global, diverse and committed to serving our customers.
<blockquote>Every day, we work together to improve outcomes for healthcare providers and their patients around the globe.

We embrace our role as a global leader seeking to drive a healthier world.

We are always ready to take on new challenges and opportunities to support and deliver for our customers</blockquote>
<strong>ELE’s Idea Exchange:</strong> Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A <strong>TEAM LEADERS Membership</strong> grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via <strong>ELE Insights</strong>, and robust question &amp; answer forum named the <strong>ELE Idea Exchange</strong>. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

Reimagining Learning @ GE Healthcare

bonnie.hemingway

user-centric

insights-wise-2020

ELE Group, LLC

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<p class="thought_leader">We ask managers to address complexity every day. But we often fail to provide those managers with frameworks for both understanding that complexity and rendering it harmless. Steve has devoted his research and writing towards this value proposition, particularly for front line managers. His recent book Alignment, Process, Relationship Steve provides a framework for managing complexity facing teams at the front line. Steve will walk us through a few of the underpinnings to this framework and some successful riffs on that framework.</p>
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Simple Rules: Alignment, Process, Relationships

leadership

steve.king

relationship building

helping managers

process management

framework

Oshkosh Corporation

<p class="thought_leader">Wilson Jones was named CEO of Oshkosh Corporation in 2016 and immediately began the journey to a People First Culture, knowing that in order to win in today’s economic climate, you must win with your people. Oshkosh has a rich history of leading-edge product development but had never really invested in people development. Leadership expectations are shifting from managing things to embracing the awesome responsibility of leading people.</p>
The Oshkosh organizational “habits” were steeped in tactics, tasks and scorecards so the shift to truly unleashing the power of the team member requires a paradigm shift for leaders. We will talk about how Learning and Organizational Development is called upon to support the changing expectations of leaders by building comprehensive development strategies bolstered by People First Leadership Competencies and redesigned people processes.

The Role of Learning and Organizational Development in Cultural Transformation

engagement &amp; culture

nancy.pagel

learning culture

culture

engagement

effective leadership

cultural transformation

Froedtert ThedaCare Health

If You Build It, They May Not Come.

Learning leaders have long developed opportunities for development in silos and we have sometimes embraced our ivory towers, allowing consultation and strategic work to be completed by our HR Business Partner colleagues. This can cause a disconnect between what the organization and learners wants from the investments being made in learning. Our constituents begin to voice concerns about the number of courses, the time they are spending away from work and the results they are getting from learning opportunities. Learning professionals must find ways to unite their team and their customers in order to provide a significant impact.

To be seen as effective in the eyes of our organizations, this session will explore how to maximize internal learning team structures as well as guidelines for managing external relationships in new ways that can help organizations see learning professionals and programs in entirely different, positive ways.

This session will focus on providing insight into:
<ul>
 	<li>Explore ways to develop internal learning team structures in order to maximize effectiveness and learning outcomes in the organization</li>
 	<li>Identify tactics to transform the external learning relationships, processes and tactics in order to develop meaningful relationships with internal customers and ensure meaningful outcomes</li>
 	<li>Articulate adaptive learning mechanisms that help your organization see you and your learning colleagues in different ways and provide new paradigms for learning environments.</li>
</ul>

Case-Based Consultative Learning & Practice: High Engagement, Relationship Building and Adaptive Learning

Project Management

Operations

brent.brazell

operations

consultative

strategic business partner

Are you an internal consultant―a staff member who serves in a consultative role within your organization? Then you need this hands-on guidebook to help you better understand your role and improve your performance.

Whether you're a change agent, trusted advisor, or someone who serves in varying capacities, it's important to design your job, develop a formal agreement, and build your practice.
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Consulting on the Inside provides a solid background for internal consultants and serves as a roadmap for cultivating a successful career.

You'll learn how to:
<ul>
 	<li>maintain an outsider's objectivity while applying an insider's knowledge of the organization</li>
 	<li>build relationships but be up-front about challenges and issues</li>
 	<li>design your role to fit the client's needs and the organizational situation</li>
 	<li>handle roadblocks and deal effectively with difficult clients</li>
 	<li>market your consulting services within the client organization.</li>
</ul>
You'll find a thorough examination of the eight phases of the consulting process, a comprehensive analysis of the differences between internal and external consultants, and success stories demonstrating the personal qualities you need to build trust and relationships. <em>Consulting on the Inside</em> also provides a complete toolbox for getting the job done, including tips and techniques, checklists, forms, a sample hiring agreement, and ready-to-use agendas.

With this book in your hands, you'll be able to apply your expertise, influence, and personal skills to multiple roles within your organization, and balance the tension between being an insider and needing to give honest, direct feedback to your colleagues. As an internal consultant with a well-founded practice, you can provide competent, collaborative advice to help solve problems, improve performance, and increase your organization's effectiveness.

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Consulting on the Inside: A Practical Guide for Internal Consultants

evidence-based research

Sales &amp; Customer Service

tomas.ramirez

assessments

matt.donovan

customer service

job aids

wendi.barlow

Giving Feedback

debbie.koenig.dwinell

julie.hassel

nicole.defalco

When the landmark best-seller <i>Flawless Consulting</i> was first published more than three decades ago, it was quickly adopted as the "consultant's bible." With his legendary warmth and passion, Peter Block explained how to deal effectively with clients, peers, and others. The book continues to speak to people in a support function inside organizations as well as to external consultants.

Flawless Consulting: A Guide to Getting Your Expertise

patty.boggs

keri.kersten

trust

susan.c.guest

cindy.pinkstaffmiller

catherine.hebel

<strong>We are all remote workers</strong>. Who today doesn’t use technology to communicate with our families and coworkers? We email, text, leave voice messages, video conference with friends, children, and grandchildren and participate in social media to both share and receive news from those who are important to us.

Even though we leverage the power of virtual communication, we often default to doing so as if we are always face-to-face. There’s a difference. Literally Virtually is filled with best practices to help you and your virtual workforce members not only survive but to excel, including:
<ul>
 	<li>How to build trust from a distance,</li>
 	<li>Best practices to leverage communications technology,</li>
 	<li>How to avoid underestimating cultural differences,</li>
 	<li>How to align virtual members behind the team’s purpose and vision,</li>
 	<li>Creating and maintaining virtual team engagement, and</li>
 	<li>An introduction to the Long Distance Leadership™ model</li>
</ul>

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