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

Designing Mid-manager Development Programs | Benchmarking Roundtable

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

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