LAK Group

Human Synergistics

<h3 style="text-align: center;">Culture Isn’t Soft. In Business, It’s a Compounding Asset.</h3>
This real-time live discussion surfaced a CEO-level reminder that talent leaders can’t afford to treat culture as “values messaging.” Culture is an operating system—and the ROI shows up in revenue, productivity, and execution risk when values actually translate into day-to-day behavior.

<img class="aligncenter wp-image-44495" src="https://wp.ele.llc/wp-content/uploads/2025/11/CHIE2025-Kern-Keynote-80-vs-25-percent-slide.jpg" alt="Michael Kern presenting a slide showing a contrast between “&gt;80%” and “&lt;25%” to illustrate gaps between stated values and lived behaviors." width="725" height="428" />
Cathleen Cooke named the uncomfortable part of why so many culture initiatives stall:

<blockquote data-start="480" data-end="572">
“Leaders are often blind to it.” -- <a href="https://www.ele.llc/members/cathleen-cooke" target="_blank" rel="noopener">Cathleen Cooke</a>, Human Synergistics
</blockquote>
“It” is the lived reality inside the organization: the default behaviors people experience in meetings, handoffs, decisions, and moments of pressure—often far from what’s posted on the wall.
Then  <a style="font-size: 16px; background-color: #ffffff;" href="https://www.ele.llc/members/angie-zeigler" target="_blank" rel="noopener">Angie Zeigler</a> brought in culture research that landed like a boardroom gut-check:

<blockquote data-start="1050" data-end="1131">
“…those that lacked good company culture grew at only 166%… It was actually… 682% over an 11-year period”
</blockquote>
If 682% feels abstract (it does), translate it into boardroom math:

<ul data-start="958" data-end="1066">
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166% growth ≈ 3× revenue (about 9% a year)
</li>
 	<li data-start="958" data-end="1012">
682% growth ≈ 8× revenue (about 21% a year)
</li>
</ul>
Or put a simple story on it: start at $100M revenue → end around $266M vs. $782M.
That’s the pivot when the conversation stops being “values work” and becomes a 2026 business question: Are leaders designing the conditions where constructive behavior repeats—at scale?
As our peer-group of ELE’s senior talent leaders reflected on Angie’s culture research, the lightbulbs went on. Most companies publish values and hope they guide behavior. In practice, the organization runs on what gets rewarded, tolerated, repeated—and what gets ignored. Three capability-building moves surfaced, designed for leaders building team capability inside real work, not just delivering training:

<ul>
 	<li data-start="1756" data-end="2140">
Clarity (make the invisible visible): Stop debating values in the abstract. Pick a few “culture moments that matter” (a weekly meeting, a cross-team handoff, a customer escalation, a performance conversation). Define the Superhero behaviors that accelerate execution there—and the Saboteur behaviors that quietly slow it down—so teams can actually spot them in the wild.
</li>
 	<li data-start="2142" data-end="2488">
Capability (design for practice, not awareness): If values can’t be rehearsed, they won’t show up under pressure. Build tiny “reps” into existing routines: a quick role-play before a hard stakeholder conversation, a 10-minute retro after a messy handoff, a two-minute reset on how decisions get made. This is where values become executable.
</li>
 	<li data-start="2490" data-end="2772">
Confidence (build reinforcement loops): Culture compounds when leaders consistently recognize the behaviors they say matter—and interrupt what undermines them early. If a saboteur behavior gets tolerated, it gets normalized. If a superhero behavior gets reinforced, it scales.
</li>
</ul>
Cathleen reminds us that fewer than 25% of employees say they even understand their organization’s values—and even when they do, daily behavior often doesn’t match.
That’s ELE’s POV for the 2026 shift in one sentence: Move from values declared to behaviors designed—where execution actually happens.
Consider this test: Can the team describe what “collaboration” (or any value) looks like in a real decision, a real meeting, a real conflict—without sliding into buzzwords? If not, that’s not a training gap. That’s a design opportunity.

From Values to Behavior: Navigating Superheroes and Saboteurs

Engagement &amp; Culture

Leadership

dirk.tussing

angie.zeigler

missy.gonzales

Culture Change

business impact

jenny.heitman

rahul.sharma

peer-learning

patricia.ouzounian

matt.sernaker

change leadership

Values Alignment

cindy.pinkstaffmiller

cathleen.cooke

ali.glaser

1Q2026

performance culture

executive alignment

leadership accountability

learning experience design

manager enablement

Human-Centered Transformation

values in action

learning in the flow of work

talent experience design

confidence capability clarity

team capability building

team-based learning

capability over training

behavior-based leadership

culture to behaviors

leadership behaviors

observable behaviors

reinforcement loops

real-work practice

in-work coaching

Superheroes and Saboteurs

Values-to-Behavior Gap

Culture ROI

Culture Compounding

Culture as an Operating System

Behavioral Design

Constructive Behaviors

Culture Signals

Culture Measurement

2026 Strategy

C-Suite Narrative

DX Learning Solutions

ELE Group, LLC

Session Overview:
In the Midwest, “nice” is a leadership default, but not always a performance driver.

While being nice can create short-term harmony, it often results in long-term dysfunction: avoided conversations, a lack of clarity, and underperformance cloaked in politeness.
In this interactive, no-fluff session, <a style="font-size: 16px; background-color: #ffffff;" href="https://www.ele.llc/members/alex-draper" target="_blank" rel="noopener">Alex Draper</a> (Founder of DX Learning and author of CARE to Win®) and <a style="font-size: 16px; background-color: #ffffff;" href="https://www.ele.llc/members/richard-rykhus" target="_blank" rel="noopener">Richard Rykhus</a> (Head of Global L&amp;D at Shure) challenge the norm of “Midwest Nice” and introduce a new, practical standard: Kind Leadership, where leaders lead with a system that build an environment where candor and care can flourish.

Why? Because culture is a mirror of leadership. And if leaders model avoidance or ambiguity under the guise of being "nice," those habits cascade through teams.
This session invites HR, Talent, and Learning professionals to explore what it takes to evolve their culture from comfortable avoidance to courageous alignment.
.
<img class="aligncenter wp-image-8919" src="https://wp.ele.llc/wp-content/uploads/2018/10/DraperAlex-crop.jpg" alt="Experiential Learning:" width="946" height="512" />

What You’ll Experience
Through candid storytelling and peer-driven discussion, you’ll explore:

<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Why “nice” is often rooted in conflict avoidance, not care—and how it undermines trust and performance</li>
 	<li>How “kind” leaders use clarity to reduce ambiguity, accountability to inspire ownership, and care to build trust</li>
 	<li>Real-world examples of nice in action and example from those shifting norms without sacrificing empathy</li>
</ul>
</li>
</ul>
You’ll also reflect on your organization’s spot on the DX Nice–Kind Spectrum, and leave with actionable tools to:
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Hold people accountable without being harsh</li>
 	<li>Offer feedback without micromanaging</li>
 	<li>Build psychological safety without enabling underperformance</li>
</ul>
</li>
</ul>
Who Should Join
This session is designed for HR, Talent, and L&amp;D leaders across the Midwest who want culture to show up in day-to-day behaviors, not just posters and slogans.
If you're responsible for:
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Building trust across levels</li>
 	<li>Helping managers lead through ambiguity</li>
 	<li>Making performance expectations more human and more clear</li>
</ul>
</li>
</ul>
…this session is for you.
You'll connect with peers facing similar cultural friction points—especially in organizations where kindness and courage need to coexist.

How It Works
We’ll start with a short insight from Alex Draper (drawing from CARE to Win®) and then move into real-time reflection and peer dialogue.
Together, we’ll unpack:
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>How to build clarity without control</li>
 	<li>How to set high standards without shame</li>
 	<li>How to use empathy without enabling</li>
</ul>
</li>
</ul>
This isn’t theory. You’ll walk away with:
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Practical tools to embed CARE (Clarity, Autonomy, Relationships, Equity) into your culture</li>
 	<li>A lens to assess where leadership behaviors might be blocking performance</li>
 	<li>A renewed sense of possibility for your role in reshaping norms.</li>
</ul>
</li>
</ul>
Why This Matters Now
According to Gallup’s State of the Global Workplace report, only 23% of employees are engaged globally, and trust in leadership is at a historic low.
Midwestern cultures, often defined by humility and harmony, risk stagnation if discomfort is avoided. As Alex Draper writes:

<blockquote data-start="1038" data-end="1155">
“Empathy without clarity is enabling. Clarity without empathy is cruelty. But together, they unlock accountability with care.”
</blockquote>
Want to go deeper?
This discussion draws on Care to Win: The 4 Leadership Habits to Build High-Performing Teams (Revised Edition) (Oct 28, 2025).
Explore the book on <a href="https://www.ele.llc/members/bookshelf?member=alex-draper">Alex's ELE Bookshelf</a>
Join the ELE Conversation
These every-other-Friday discussions are part of ELE’s ongoing peer exchange for leaders shaping talent and work in the AI era. Come ready to listen, contribute, and learn alongside peers testing ideas in real organizations and sharing what they’re learning.
Recordings are posted to <a href="https://www.ele.llc/insights">ELE Insights</a> within 2–4 business days.
&nbsp;

Beyond Midwest Nice: Building high performing environments of Clarity, Candor, and Courage

single-event

future of work

Your Teams

Learning Circles

digital transformation

alex.draper

innovation

upskilling

leadership development

talent development

richard.rykhus

Complimentary

online event

complimentary event

Talent Strategy

psychological safety

collaboration

accountability

trust

employee experience

Future of Work

continuous learning

reskilling

L&amp;D

performance

organizational culture

david.scherer

manager effectiveness

HR leaders

AI in HR

workplace adaptation

knowledge sharing

High Performing Teams

actionable insights

practical strategies

people-first leadership

AI and learning

AI reskilling

leadership habits

care to win

Alex Draper

DX Learning

learning leaders

leadership in practice

Session Focus:  A mini-workshop exploring how leaders apply strategy and change principles when decisions can’t wait for perfect information.

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<div class="flex w-full flex-col gap-1 empty:hidden first:pt-[3px]"> Strategy often looks clean on slides—and messy in practice. In this interactive discussion, Aaron Olson returns to ELE to explore how leaders make better decisions amid uncertainty, disruption, and competing priorities.</div>
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</div>
</div>
</div>
Drawing from real-world experience and insights from Strategy and Change, this conversation moves beyond theory into application. Participants will work through practical scenarios, share decision tradeoffs, and examine how leaders navigate change when timing, judgment, and clarity matter most.
This is a working conversation for leaders responsible for decisions that shape teams, culture, and outcomes.

</div>
</div>
</div>
</div>
</div>
<img class="aligncenter size-full wp-image-44500" src="https://wp.ele.llc/wp-content/uploads/2025/11/CHIE2025-Keynote-Executive-Talent-Leaders-Panel.jpg" alt="Aaron Olson moderating a panel discussion with senior leaders during an ELE event." width="1920" height="953" />

Who Should Join
This experience is for leaders who make real decisions before the data is perfect.

If you’re responsible for setting direction, navigating change, or helping teams move forward amid uncertainty, this will resonate. It’s especially valuable for HR, talent, learning, and business leaders who are balancing speed, judgment, and competing priorities—and want to pressure-test how those decisions actually play out.

How This Works
The session begins with a short framing from Aaron Olson on applying strategy and change principles in moments that don’t allow for clean answers. From there, participants work through practical scenarios, surface decision tradeoffs, and compare how peers navigate timing, risk, and clarity.

This is active, facilitated work—not a presentation. The focus is on sharpening judgment, learning from lived experience, and leaving with clearer decision-making moves leaders can apply right away.

Want to go deeper?
This mini-workshop draws on ideas from Strategy and Change by Aaron Olson and co-authors—focused on insight, choice, and risk when leaders face disruption.
<ul>
 	<li>Explore the book on ELE’s Bookshelf (<a href="https://www.ele.llc/members/bookshelf/strategy-and-change">learn more or purchase</a>)</li>
</ul>
Join the ELE Conversation
These every-other-Friday discussions are part of ELE’s ongoing peer exchange for leaders shaping talent and work in the AI era. Come ready to listen, contribute, and learn alongside peers testing ideas in real organizations and sharing what they’re learning.
Recordings are posted to <a href="https://www.ele.llc/insights">ELE Insights</a> within 2–4 business days.

Strategy & Change in Practice: Turning Uncertainty into Better Decisions

aaron.olson

decision making

reframing hr

strategy &amp; change

leadership judgment

navigating uncertainty

insight choice risk

practical leadership

executive decision-making

Lead Belay

HumanSide

Session Focus: Mike Kester sets the frame with a concise keynote on leading with humanity in the AI era, followed by a robust peer discussion on human-centered transformation.

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As we kick off 2026, this interactive video discussion invites you to rethink what human-centered transformation means in the age of AI. We’ll kick things off with Mike Kester’s keynote on human-centered leadership and then jump into a peer-powered conversation grounded in real leadership tradeoffs.
In this robust ideation, you’ll move beyond the AI hype and dive into how to shape workforce transformation that truly puts people first. We’ll reframe upskilling strategies, share real challenges, and leave with practical insights you can use as we co-create a human-centered future together.
<img class="aligncenter size-full wp-image-44497" src="https://wp.ele.llc/wp-content/uploads/2025/11/WISE2024-Kester-and-Lead-Belay.jpg" alt="Mike Kester facilitating a small-group breakout discussion with senior talent and business leaders." width="1920" height="1116" />
If you missed <a href="https://www.ele.llc/members/kate-haney">Kate Haney</a> in our <a href="https://www.ele.llc/insights/ai-practical-lab-from-whiteboard-to-workflow">October AI Practical Lab</a>, you missed one of ELE’s brightest minds—and a talent leader who has been leading enterprise AI reskilling at Zurich North America for more than a year.
Kate shared practical, hard-earned lessons from the field. One insight resonated deeply across the group:

<blockquote>
Successful AI upskilling isn’t just about training programs—it’s about communication, support, and real success stories that make it stick.
</blockquote>
That insight frames the AI Transformation model below—and why human-centered transformation requires far more than content or tools.
<img class="aligncenter size-full wp-image-44471" src="https://wp.ele.llc/wp-content/uploads/2025/12/AI-Transformation-Upskilling-in-AI-Maturity-e1766111773634.png" alt="Upskilling in AI Maturity" width="1200" height="1200" />
Every other Friday, ELE brings senior talent, HR, business, and change leaders together on Zoom—not to deliver a generic webinar, but to exchange what’s actually working as organizations reskill for the AI era.
<img class="aligncenter size-full wp-image-44489" src="https://wp.ele.llc/wp-content/uploads/2025/11/ELE-Fluno-Center-with-Teri-Hart.jpg" alt="Here’s the final alt text I’d use (clean, descriptive, accessibility-friendly, and ELE-appropriate):" width="640" height="311" />
These discussions are built for peers who are navigating real tradeoffs: what to scale, what to slow down, and where human judgment still matters most as AI reshapes work.
Bring your questions, your specific challenges, and your ideas. You’ll learn from leaders facing similar decisions—and contribute your perspective to a shared, evolving understanding of human-centered transformation in practice.
Who Should Join
This discussion is designed for senior HR, talent, learning, business, and change leaders who are actively navigating AI-driven reskilling and workforce transformation. If you’re balancing experimentation with real organizational constraints—and want to learn from peers facing similar tradeoffs—you’ll be in the right room.
How This Works
Each discussion runs for 50 minutes and blends a short framing insight with open, peer-driven exchange. There are no slides to sit through and no pitches—just focused conversation designed to surface what’s working, what’s not, and what leaders are trying next as AI reshapes work.
Join the ELE Conversation
These every-other-Friday discussions are part of ELE’s ongoing peer exchange for leaders shaping talent and work in the AI era. Come ready to listen, contribute, and learn alongside peers testing ideas in real organizations and sharing what they’re learning.
Recordings are posted to <a href="https://www.ele.llc/insights">ELE Insights</a> within 2–4 business days.

Co-Creating Human-Centered Transformation in the Age of AI

mike.kester

Workforce Transformation

Talent Leadership

dustin.brewer

AI Era Leadership

Leadership Tradeoffs

Executive Learning Exchange

AI and Work

insightsoftware

Froedtert ThedaCare Health

This session provided a sharp reality check for leaders navigating constant change.

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If you're leading through swirling priorities, burned-out teams, or restructuring fatigue—pause here.

✅ Kicked Off with New Latest Book Drop on the ELE Bookshelf
<a href="https://www.ele.llc/members/diana-anderson">Diana Anderson</a>, opened the session by sharing a recent addition to her ELE Bookshelf:
<a href="https://www.ele.llc/members/bookshelf/the-problem-with-change-and-the-essential-nature-of-human-performance" target="_blank" rel="noopener">The Problem With Change and the Essential Nature of Human Performance</a> by Ashley Goodall.

She highlighted how the book challenges the overuse of “change” as strategy—and instead offers practical tools to help leaders create clarity, stability, and human-centered focus during disruption.

✅ <a href="https://www.ele.llc/members/janice-simmons" target="_blank" rel="noopener">Janice Simmons</a> (Froedtert ThedaCare Health) followed with a myth-busting lens on leadership during transition:
<blockquote data-start="562" data-end="716">
“Leaders need to protect what matters—by pausing, stopping, or pushing back on the work that’s draining focus and energy from what truly drives change.”
</blockquote>
Her call to action? Stop managing the chaos—start shielding your people from it. Think like an organizational antibody: remove distractions, protect priorities, and give your teams space to perform.

✅ <a href="https://www.ele.llc/members/laura-jones" target="_blank" rel="noopener">Laura Jones</a> (insightsoftware) brought those insights to life with a real-world case study from the Orbitz–Expedia merger.
<blockquote data-start="961" data-end="1075">
“Employees just want to be heard—and giving them clarity and space is what helps them feel safe enough to stay.”
</blockquote>
During a 9-month DOJ “quiet period,” her team leaned into trust and development. With unscripted Q&amp;As, strengths-based work, and personal brand coaching, they retained 89% of employees—without directives from the acquiring company.

<hr />

✅ We Wrapped Up with Highlights from Breakout Groups
<ul>
 	<li><a href="https://www.ele.llc/members/colin-hahn" target="_blank" rel="noopener">Colin Hahn</a> underscored the value of small wins and inclusive momentum.</li>
 	<li><a href="https://www.ele.llc/members/jane-shlaes" target="_blank" rel="noopener">Jane Shlaes</a> reframed leadership as a trust-building act, not a control exercise.</li>
 	<li><a href="https://www.ele.llc/members/rhonda-sharp" target="_blank" rel="noopener">Rhonda Sharp</a> showed how change champions drive alignment from strategy to action.</li>
 	<li><a href="https://www.ele.llc/members/adam-walleser" target="_blank" rel="noopener">Adam Walleser</a> reminded us that trust lives in relationships—not org charts.</li>
</ul>

<hr data-start="1346" data-end="1349" />

<h3 data-start="1351" data-end="1371">🔑 Key Takeaways</h3>
<ol data-start="1373" data-end="1906">
 	<li data-start="1373" data-end="1493">
Stabilizers drive momentum. Progress doesn't come from adding more change—but from protecting space to breathe.
</li>
 	<li data-start="1494" data-end="1607">
Messaging ≠ meaning. Even a compelling mission falls flat if it doesn’t connect to what people do today.
</li>
 	<li data-start="1608" data-end="1706">
More change ≠ more innovation. Creativity needs calm, not a constant swirl of priorities.
</li>
 	<li data-start="1707" data-end="1804">
Org charts don’t drive outcomes. Influence lives in relationships, not boxes on a slide.
</li>
 	<li data-start="1805" data-end="1906">
Visibility builds trust. Showing up as a leader—even with no answers—beats silence every time.
</li>
</ol>

<hr data-start="1908" data-end="1911" />

<h3 data-start="1913" data-end="1937">🛠 Practical Actions</h3>
<ul data-start="1939" data-end="2477">
 	<li data-start="1939" data-end="2032">
Cut the noise. Inventory what’s overwhelming your team—and decide what needs to stop.
</li>
 	<li data-start="2033" data-end="2137">
Block breathing room. Protect time for people to think, reflect, and recover—even during change.
</li>
 	<li data-start="2138" data-end="2238">
Coach visibility over control. Get leaders out of their inboxes and into real conversations.
</li>
 	<li data-start="2239" data-end="2350">
Ask: Who do people trust? Map the informal network—not just the hierarchy—and support those connectors.
</li>
 	<li data-start="2351" data-end="2477">
Start with one “anchor ritual.” Weekly huddles, clarity check-ins, or rumor-busting AMAs can create immediate grounding.
</li>
</ul>

<hr data-start="2479" data-end="2482" />

<h3 data-start="2484" data-end="2499">💡 What if…</h3>
What if your most strategic leadership move this quarter isn’t launching a new initiative—but shutting one down?
What if the key to retention isn’t a vision statement—but the leader who listens without a script?
This session dismantled tired assumptions about change. It asked: who’s protecting focus, not just pushing pace?
If you're rethinking how to lead through uncertainty, maybe it's time to stop managing change—and start defending what matters most.

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CLOSING INVITATION: Are you ready to reshape leadership development in your organization to better manage through change and uncertainty? Share with us on the <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">ELE Idea Exchange</a>.

<a href="https://www.ele.llc/members/bookshelf/the-problem-with-change-and-the-essential-nature-of-human-performance"><img class="aligncenter wp-image-43208" src="https://wp.ele.llc/wp-content/uploads/2024/10/Problem-With-Change-Goodall.jpg" alt="" width="167" height="259" /></a>

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&nbsp;

Leadership in Transition: Busting Myths, Building Stability

jane.shlaes

laura.jones

janice.simmons

edward.desrosiers

colin.hahn

employee engagement

employee retention

yolanda.mangram

HR leadership

HR strategies

Change Readiness

lauren.marder

diana.anderson

maggie.lowenberg

adaptive leadership

organizational learning

team communication

innovation culture

teaming techniques

2Q2025

angelica.janina.stilling

adam.walleser

rhonda.sharp

L&amp;D leadership

organizational clarity

leadership visibility

change fatigue

workplace trust

mission alignment

M&amp;A integration

chaitali.kothari

<blockquote>"If you resist change and stay the course, you'll inevitably hit obstacles." -- <a href="https://www.ele.llc/members/bryan-burkhalter" target="_blank" rel="noopener">Bryan Burkhalter</a></blockquote>
This session provided invaluable insights into creating a rapid and robust change strategy using innovative tools and methods. Kery and Bryan introduced a 4-hour approach designed to make the change process fast, focused, and fun. Here's a closer look at the session's highlights and key takeaways for participants.

Key Elements of the Approach:
<ol>
 	<li>Establishing the "Desired State": Using a magic wand exercise, participants envisioned what successful change would look like, setting a clear and motivating goal.</li>
 	<li>"Interrogating Reality": This involved capturing both the "official truth" (formal narrative) and the "ground truth" (real experiences) to understand the current state comprehensively.</li>
 	<li>Rapid Performance Analysis: Identifying causal factors such as knowledge, resources, capacity, and motivation helped pinpoint areas needing attention.</li>
 	<li>"21 Activity": This method quickly generated, evaluated, and prioritized potential solution ideas through group consensus.</li>
 	<li>Impact Mapping: Isolating key behaviors critical to driving desired results ensured focused efforts on high-impact actions.</li>
 	<li>Culture Pulse Survey: Assessing stakeholders' readiness for change provided insights into potential resistance and areas needing more support.</li>
 	<li>Executive Summary: Summarizing immediate next steps and assigned actions created clarity and accountability.</li>
</ol>
3 Key Takeaways for Participants:
<ol>
 	<li>Rapid Strategy Development: The 4-hour approach offers a quick yet thorough method to develop a focused change strategy, ensuring speed without sacrificing depth.</li>
 	<li>Effective Tools for Alignment: Utilizing tools like "magic wand" visioning, rapid performance analysis, the "21 activity" for idea prioritization, and impact mapping facilitates fast and effective alignment.</li>
 	<li>Broad Participation and Buy-In: Engaging stakeholders from the start by capturing "ground truths" and assessing change readiness increases the likelihood of successful execution.</li>
</ol>
Throughout the session, the presenters emphasized the importance of using simple, engaging tools to drive broad participation and ownership. The goal was to align quickly on a focused change strategy within just 4 hours while building commitment among stakeholders. Attendees also received instructional materials to facilitate the approach themselves, empowering them to implement these strategies in their organizations.
<blockquote>"Vision without action is just a dream and action without vision is a nightmare." -- <a href="https://www.ele.llc/members/kery-pjp-mortenson" target="_blank" rel="noopener">Kery Mortenson</a></blockquote>
This session underscored the importance of balancing visionary thinking with actionable steps to drive successful change initiatives.

Developing a Robust Readiness Strategy in 4 hours | A Culture Pulse is Essential

leadership

Strategy

kery.mortenson

Change Management

strategy

organizational change

bryan.burkhalter

workplace culture

wise2024

change strategy

This keynote provided a thought-provoking perspective on building change resilience in teams and organizations. Mike Grubich argued that while processes and tools are essential, lasting resilience requires tapping into the underlying cognitive and psychological factors.

Three Key Takeaways:
<ol>
 	<li>Understanding Physiological Experiences: Developing change resilience requires a deep understanding of the physiological experiences that shape people's beliefs and mindsets around change. These experiences significantly influence how individuals perceive and respond to change.</li>
 	<li>Focused Practice and Personal Ownership: Shifting ingrained narratives and expectations, coupled with fostering personal ownership, is crucial for hardwiring new habits around resilience. Focused practice helps individuals internalize new behaviors and adapt more effectively to change.</li>
 	<li>Leadership's Role in Change: Leaders play a pivotal role in helping people understand their part in the change process and how their experiences are fundamentally shifting. By directly addressing these aspects, leaders can guide their teams through transitions more effectively.</li>
</ol>
<blockquote>"Change resilience comes from the experiences that shape our beliefs and behaviors." -- <a href="https://www.ele.llc/members/michael-grubich" target="_blank" rel="noopener">Michael Grubich</a></blockquote>
Rather than just deploying change management techniques, this keynote emphasized the need to create opportunities for meaningful experiences that can start reshaping beliefs at a deeper level. From there, new behaviors and resilient habits can take root through repetition and buy-in.

By making change more than just a process, but an identity shift flowing from personalised experiences, organizations can better navigate the increasing change fatigue and lack of emotional commitment highlighted in workforce trends today.

The Dynamic Workplace Requires Change Resilient Teams

digital

michael.grubich

transformation

talent management

resilient workforce

reinvention

change resilience

behavioral change

workforce trends

An INFLUENCER leads change.
An INFLUENCER replaces bad behaviors with powerful new skills.
An INFLUENCER makes things happen.
This is what it takes to be an INFLUENCER.

Whether you're a CEO, a parent, or merely a person who wants to make a difference, you probably wish you had more influence with the people in your life. But most of us stop trying to make change happen because we believe it is too difficult, if not impossible. We learn to cope rather than learning to influence.

From the bestselling authors who taught the world how to have Crucial Conversations comes the new edition of Influencer, a thought provoking book that combines the remarkable insights of behavioral scientists and business leaders with the astonishing stories of high powered influencers from all walks of life. You'll be taught each and every step of the influence process including robust strategies for making change inevitable in your personal life, your business, and your world. You'll learn how to:
<ul class="a-unordered-list a-vertical">
 	<li>Identify high leverage behaviors that lead to rapid and profound change</li>
 	<li>Apply strategies for changing both thoughts and actions</li>
 	<li>Marshal six sources of influence to make change inevitable</li>
</ul>
Influencer takes you on a fascinating journey from San Francisco to Thailand to South Africa, where you'll see how seemingly "insignificant" people are making incredibly significant improvements in solving problems others would think impossible. You'll learn how savvy folks make change not only achievable and sustainable, but inevitable. You'll discover breakthrough ways of changing the key behaviors that lead to greater safety, productivity, quality, and customer service.

No matter who you are or what you do, you'll never learn a more valuable or important set of principles and skills. Once you tap into the power of influence, you can reach out and help others work smarter, grow faster, live, look, and feel better and even save lives. The sky is the limit . . . for an Influencer.

Influencer: The New Science of Leading Change

organizational development

Communication Strategies

Strategic HR

Influencing Skills

Leadership Effectiveness

laura.sandera

Strategic Influence

Driving Change

Motivation and Change

Behavior Change

Stakeholder Management

Impactful Leadership

terresa.bubbers

Sinek starts with a fundamental question: Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers had little in common, but they all started with WHY. They realized that people won't truly buy into a product, service, movement, or idea until they understand the WHY behind it.

START WITH WHY shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way -- and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY.

Start with Why: How Great Leaders Inspire Everyone to Take Action

sean.casavechia

heather.tunison

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