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Oshkosh Corporation

Session Focus:  Ideate on required skills, capabilities &amp; latest trends for developing NextGen middle managers enabling workplace agility.

In this insightful roundtable discussion, learning leaders from various organizations came together to ideate on the required skills, capabilities, and latest trends for developing the next generation of middle managers, enabling workplace agility.

The session focused on the unique challenges faced by mid-level managers, who are often caught in the middle, lacking resources, and struggling with work-life balance. As one participant poignantly stated, "Middle managers are really stressed, and what I thought was really interesting is where they're spending their time – 18% on administrative tasks and 31% on individual contributor work."

Key Takeaways:
1. Mid-level managers face unique challenges, including being caught in the middle, lack of resources, work-life balance issues, and spending too much time on administrative/individual contributor work instead of strategic leadership.
2. Developing critical skills such as emotional intelligence, accountability, coaching, strategic influence, and managing up is crucial for mid-managers' success.
3. Cohort-based leadership development programs, especially cross-company ones that foster psychological safety, can effectively address mid-managers' needs through personalized learning, peer sharing, and hands-on application.
The session delved into various use cases and approaches to mid-manager development, including cross-company cohort models with intimate groups focusing on personal development, coaching skills, and strategic influence. Participants also shared insights from their organizations' programs, highlighting the importance of building trust, collaboration, and addressing personal challenges.

As organizations strive for workplace agility, investing in the development of mid-level managers emerges as a critical priority. By equipping these leaders with the necessary skills and creating supportive learning environments, companies can unlock the potential of their middle management and drive organizational success.

Join us in our upcoming events to continue exploring innovative strategies for developing the next generation of mid-level leaders, fostering an agile and future-ready workforce.

Designing Mid-manager Development Programs | Benchmarking Roundtable

Cohort-WI

Leadership

Cohort-Virtual

dirk.tussing

marge.feely

middle-manager

mike.kester

jesse.james

leadership development

Culture Change

kelly.chickos

hybrid learning

amanda.mickelson

flex skills

darcy.pierson

skill development

alan.todd

durable skills

megan.bickle

organizational culture

nicole.phipps

ELE Group, LLC

Froedtert ThedaCare Health

Session Focus:  M&amp;A Change Management strategies to overcome challenges

During mergers and acquisitions, change is inevitable and often difficult for employees. This interactive session explored proven strategies for HR to effectively navigate the people challenges of M&amp;A integration.

Key Takeaways:
1. Develop personalized change management plans for different employee groups based on how they will experience the change. As one participant stated: "Every group had an individualized plan because they were going to experience things differently than maybe some of their peer groups."
2. Create opportunities for two-way communication where employees can ask questions and leaders can share what they know, even if they don't have all the answers yet. Formats like "cookies with leaders" listening sessions help provide clarity.
3. Involve leaders and managers early in the change process. Provide them training on how to communicate with and support their teams, and treat them as essential partners in the change effort.
The session covered research highlighting the importance of employee involvement in decision-making to drive engagement during M&amp;A transitions. Participants shared real-world examples like:
- Conducting pre-merger culture assessments to identify key aspects to preserve
- Using cohort-based onboarding programs and branded swag to build connections
- Empowering front-line managers to address employee questions and concerns
Leveraging M&amp;A situations to get budget for initiatives like improved onboarding that may have been difficult pre-merger was also discussed. Overall, the session provided a playbook of tactics to support employees and successfully integrate cultures.

HR Navigating M&A Change Management | Best Practices and Success Strategies

Engagement &amp; Culture

Change Management

laura.jones

christine.moczynski

brenda.fairfull

in-person event

tom.griffin

april.hershman

belonging

DEIB

merger and acquistion

Online <a href="https://www.learningexecutive.com/events/change-management-m-and-a/agenda">Agenda</a> with Session Leaders
Session Focus:  M&amp;A Change Management strategies to overcome challenges

As several member companies are designing Mid-managers Development Programs, I am reaching out to tap into your collective wisdom. We are particularly interested in gathering insights and best practices.

&nbsp;

We see many mergers and acquisitions that require anti-trust approval by the U.S. Department of Justice and other countries if you are global. During this time, companies were not allowed to communicate on the status. From an HR perspective, challenges are common, including how to best retain and engage employees, and onboard new employees while keeping the lines of communication as transparent as possible.

Working Agenda

<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Lessons Learned Group Discussion

<ul>
 	<li>What to do</li>
 	<li>What not to do</li>
</ul>
</li>
 	<li>Research
<ul>
 	<li>Kincentric - <a href="https://www.kincentric.com/-/media/kincentric/2019/november/managing-engagement-in-times-of-change.pdf">Managing Engagement During Times of Change</a> (Aon - <a href="http://affinityhealthhub.co.uk/d/attachments/22-aon-2013-1526940310.pdf">original whitepaper</a>)</li>
</ul>
</li>
 	<li>Use Cases 
<ul>
 	<li>Engagement/Retention - <a href="https://www.learningexecutive.com/insights/keeping-employees-engaged-during-times-of-change">Insight: Keeping Employees Engaged during Times of Change</a> (Expedia/Orbitz)</li>
 	<li>Onboarding - <a href="https://www.learningexecutive.com/insights/onboarding-designing-cohort-learning-to-scale">Insight: Onboarding | Designing Cohort Learning to Scale</a> (Goodyear)</li>
 	<li>Culture - <a href="https://apex.aero/articles/charu-jain-alaska-airlines-virgin-america-merger/">Behind the Scenes of the Alaska Airlines and Virgin America Merger</a> (APEX Case Study)</li>
</ul>
</li>
 	<li>Debrief</li>
</ul>
</li>
</ul>
To help guide the discussion, please <a href="https://community.learningexecutive.com/t/navigating-m-a-change-management-best-practices-and-success-strategies/5223">contribute your "Change Management" expertise on the Idea Exchange:</a>
<ol>
 	<li>What strategies can we employ to proactively address potential resistance to change among employees during the M&amp;A process?</li>
 	<li>What role does talent retention and development play in M&amp;A Change Management, and how can HR leaders ensure a smooth transition for key personnel?</li>
 	<li>How do we measure the success of M&amp;A Change Management initiatives, and what metrics do you use to assess their impact on the organization?</li>
 	<li>How can we foster a culture of agility and adaptability to support the organization's successful integration post-M&amp;A?</li>
 	<li>Can you share a case study or personal experience where effective M&amp;A Change Management positively impacted the overall success of the merger or acquisition?</li>
</ol>
In addition to successful practices in M&amp;A Change Management, please share any pitfalls or challenges you have encountered in this process and mitigation strategies to overcome them.

Space will be limited. We are looking for an ELE member with a conference room to experiment with creating Hybrid roundtables. After registering, please confirm with Dirk Tussing if you will attend in person so we can plan logistics accordingly.

Please submit your questions to any of the session leaders.

single-event

Talent Executives

Chicago Cohort

Wisconsin Cohort

Virtual Cohort

kacie.walters

online event

Online <a href="https://www.learningexecutive.com/events/change-management-m-and-a/agenda">Agenda</a> with Session Leaders
Session Focus:  Ideate on required skills, capabilities &amp; latest trends for developing NextGen middle managers enabling workplace agility.

As many companies are designing Mid-manager Development Programs, this roundtable discussion is to community-sourced best practices. Challenging areas: Feedback, Career, Time, and Stress and Pressure (Source: <a href="https://www.learningexecutive.com/books/succeed-from-the-middle">Succeed from the Middle</a>).

Who are Middle Managers:
<ul>
 	<li>Managers of managers, people who are likely to be at the director/senior director level</li>
</ul>
We are particularly interested in gathering insights and best practices that have successfully developed mid-managers with the skills, knowledge, and mindset needed to thrive in today's rapidly changing business landscape. Fostering their growth and equipping the middle with the right tools is essential.

<img class="aligncenter size-full wp-image-37465" src="https://wp.ele.llc/wp-content/uploads/2022/11/CDW-Remote-Leadership-Skills.png" alt="Remote Leadership Skills at CDW" width="929" height="212" />

&nbsp;

Working Agenda 

<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Introduction
<ul>
 	<li>Define Middle Managers</li>
 	<li>What Skills are essential?</li>
 	<li>What are the ideal cohort size and length of a program?</li>
</ul>
</li>
 	<li> Research
<ul>
 	<li><a href="https://www.weforum.org/agenda/2023/05/future-of-jobs-2023-skills/" target="_blank" rel="noopener">Future of Jobs: These are the most in-demand core skills in 2023 | World Economic Forum</a> (weforum.org)</li>
 	<li><a href="https://www.learningexecutive.com/insights/improving-hybrid-leadership-skills">Insight: Effective Leadership in a Hybrid World of Work</a> (CEB, Udemy &amp; University of Michigan)</li>
</ul>
</li>
 	<li>Use Cases
<ul>
 	<li>Build In-house: <a href="https://www.learningexecutive.com/insights/remote-leadership-skills-designing-cohort-learning-to-scale">Insight: Remote Leadership Skills</a> (CDW) | <a href="https://www.learningexecutive.com/insights/curation-lc-3q2018">Curating a Manager Development Cohort Learning Experience</a> (Navistar)</li>
 	<li>Coach-led/Peer-supported: <a href="https://www.learningexecutive.com/insights/emerging-manager-development-designing-cohort-learning-to-scale">Insight: Emerging and Mid-Manager Development</a> (Lead Belay)</li>
</ul>
</li>
 	<li>Debrief</li>
</ul>
</li>
</ul>
To help guide the discussion, please <a href="https://community.learningexecutive.com/t/skills-capabilities-developing-nextgen-middle-manager-latest-trends-enabling-workplace-agility/5215">contribute your "Developing Mid-Managers" expertise on the Idea Exchange:</a>
<ol>
 	<li> What are the essential qualities and competencies mid-managers should possess in the NextGen workforce?</li>
 	<li>What development strategies, programs, or initiatives have positively prepared mid-managers for leadership responsibilities?
How have you measured effectiveness?</li>
 	<li>Are there any specific training methodologies or approaches that you have found particularly effective in developing the necessary skills and mindset in mid-managers?</li>
 	<li>How do you ensure ongoing support and growth opportunities for mid-managers to help them thrive in their roles and stay motivated?</li>
</ol>
<img class="aligncenter wp-image-39317" src="https://wp.ele.llc/wp-content/uploads/2023/07/Succeed-from-the-Middle-2022-Walters.jpg" alt="Succeed from the Middle" width="240" height="370" />

In addition to successful practices in developing mid-managers, we plan to address any pitfalls or challenges you have encountered in this process and mitigation strategies to overcome them.

Space will be limited. We are looking for an ELE member with a conference room to experiment with creating Hybrid roundtables. After registering, please confirm with Dirk Tussing if you will attend in person so we can plan logistics accordingly.

Please submit your questions to any of the session leaders.

cristi.burrill

Rob Cross, the leading thought leader on organizational network analysis, will share research and practical examples that go beyond standard “virtual team best practices” and look at the relational dynamics that lead to greater success in virtual teams.

Session Focus: Accelerating Virtual Team Agility &amp; Effectiveness with Rob Cross
Case study: Quantitative Research using Organizational Network Analysis 
<blockquote>With only 29% of organizations believing managers are effective at leading virtual teams, organizations and leaders are in need of new tools to better analyze connectivity and collaboration to improve agility, execution, and workforce performance.</blockquote>
During this virtual cohort interactive discussion, Rob plans to cover:
<ol>
 	<li>How team success today is driven through rapidly forming networks inside and outside of groups. Based on a decade of quantitative research using organizational network analysis, Rob and his team have uncovered internal and external network drivers of performance. He will share these drivers along with practices identified from these highly successful leaders.</li>
 	<li>The six patterns of collaborative dysfunction that have a negative impact on performance. In addition to success drivers, the work has also found six dysfunctional patterns of collaboration that groups drift into in 88 percent of the organizations studied. One of the six archetypes was identified as the primary source of failure in 36 percent of significant collaborative efforts and 24 percent of leadership failures.</li>
 	<li>Driving agility through virtual teams. The session will conclude with the top practices associated with collaborative success in virtual teams.</li>
</ol>
ELE produces this Virtual cohort for Learning and HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning and Talent Development. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning and Talent spectrum for their workplace.

Accelerating Virtual Team Agility & Effectiveness with Rob Cross

evidence-based research

Team Leaders

people strategy

i4cp

serena.huang

rob.cross

Analytics

ELE's Virtual cohort for Learning and HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning and Talent Development. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning and Talent spectrum for their workplace.

Session Focus: Onboarding in a Cross Matrix Organization (Case study: AbbVie)
<ol>
 	<li>Selection and onboarding–Can we be reactive and try to train the matrix stuff to new employees?</li>
 	<li>Peer mentorship–How can someone fluent in the organization’s matrix you can ask stupid questions help?</li>
 	<li>Informal Learning Strategies</li>
</ol>
Onboarding questions our cohort plans to explore include:
<ol>
 	<li>How do you drive accountability in onboarding when there are so many managers who play a role in a matrix organization?</li>
 	<li>What have you seen work well in driving awareness of core onboarding efforts?</li>
 	<li>How do you make an employee feel welcomed in a high matrixed environment?</li>
 	<li>What best practices have you seen in virtual work environments with highly matrixed onboarding?</li>
 	<li>What role does technology play or can it play in helping drive the matrixed onboarding process?</li>
</ol>
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>

ELE Virtual Cohort: Onboarding in a Cross Matrix Organization

susan.finerty

joseph.streeter

Integrated Talent Management

Session Focus: Experimenting with Forward-Thinking Technologies–Elevate the Quality of our Learning Experiences

Essential Forwarding-thinking Skill: Emerging Digital Technologies

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this two-hour, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

<img class="size-medium wp-image-13968 aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2019/10/2019CHIE_WorkAutomationResearch_i4cp-300x206.png" alt="Work Automation Research (2019, 4cp)" width="300" height="206" />

ELE’s Virtual cohort for Learning &amp; HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development. 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.

This two-hour virtual session is an invite-only collaborative in which each participant should plan to login using their webcam and computer microphone/speakers.
<ul>
 	<li>You and your team members can register below or send a quick email to Dirk Tussing so he can process your registration.</li>
 	<li>If possible, plan to log in a few minutes early to make sure you have the Zoom plug-in loaded on your computer, and your headset/mic is working correctly.</li>
</ul>
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>

ELE Virtual Cohort (New Date)

digital

christopher.lind

newton.moore

maureen.mcdermott

brian.hostetter

ELE's Virtual cohort for Learning &amp; HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development. 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.

Session Focus: Roundtable Discussion--Insights on Future Competencies &amp; Skills

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>

ELE Virtual Cohort

mitzi.vavrick

scott.macquarrie

ELE's Virtual cohort for Learning &amp; HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development. 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.

Session Focus:
<ol>
 	<li>Best Practices for Transforming Global Learning using COE/Shared Services</li>
 	<li>Designing &amp; Measuring Learning Experiences</li>
</ol>
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>

Augmented and Virtual Reality (AR/VR) has had a lot of press lately and has begun breaking into learning and development in organizations like <a href="https://blog.walmart.com/innovation/20180920/how-vr-is-transforming-the-way-we-train-associates">Walmart is finding VR is Transforming the Way they train associates.</a>

As we look for ways to enhance the sales enablement experience, especially when many facets of new product launches where PowerPoint just doesn’t cut it, lets explore how AR/VR can deliver messaging that is distinct, consistent, high quality, and readily available to all stakeholders.

Session Focuses:
<ul>
 	<li>Learn about how to get AR/VR started for your organization,</li>
 	<li>Augmented Reality Case Study: Christopher will summarize highlights from our May 16th<a href="http://52.23.153.251/members/case_studies.asp?case_study_id=574"> GE Healthcare VR/AR Sales Enablement: Case Study</a>, &amp;</li>
 	<li>Lead an interactive discussion on creating a high impact Learning Experience using KNOW, FEEL &amp; DO.</li>
</ul>
Optional Pre-read: Listen to podcast and follow along with slides for Christopher’s 16th <a href="http://52.23.153.251/members/case_studies.asp?case_study_id=574">GE Healthcare VR/AR Sales Enablement: Case Study</a> in ELE’s member-only area.

<img class=" wp-image-7391 aligncenter" src="http://learningexecutive.com/wp-content/uploads/2019/05/20190606_AR-SalesEnablement-teaser-300x169.jpg" alt="Augmented Reality Case Study" width="591" height="332" />

The ELE coordinates F2F (in-person &amp; virtual) experiences throughout the year designed to provide more in-depth understanding of a variety of focused concentrations.

ELE's 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>
If possible, please plan to log in a few minutes early to make sure you have the Zoom plug-in loaded on your computer and your headset/mic are working properly.

This is an invite-only ELE (Zoom) online event.

Grant Thornton

As a learning venue we know today, what will the classroom evolve to or even radically migrate to by 2020? From butts-in-seats classroom-centric learning to mobile devices with immediate access to a global pool of SMEs &amp; Do-It-Yourself learning content? To complicate the mix even more: who are these new learners, who are they, and how do they approach their development? What do they expect from us, from their leaders and each other? And, how do they expect technology to be integrated into all of their learning? And what about imposed barriers, like compliance, budgeting, and other restrictions? How will these learners view these corporate realities?
This panel discussion will address how new learners will approach learning as they start to arrive in your organizations. The trickle of new generation employees will turn into a flood, and you better be ready. The way technology will need to support this generation of learners will be shared, as will current learning initiatives that are just beginning to uncover successful approaches to meeting learning needs. We’ll discuss what’s working, what’s not and provide insights into getting started as you position your learning organization to meet this emerging workforce's needs.

The 2020 Next Generation LEARNING VENUE: New Ways Never Imagined

curation

Digital &amp; AI

roger.turnquist

virtual classroom

richard.rykhus

cameron.jacobson

We are all remote workers. 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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