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ELE is a peer-powered community where people leaders don't just reframe challenges — they leave with decisions, next moves, and 30/60/90-day commitments to move real work forward.&nbsp;For 22 years, leaders from Fortune 1000 companies have brought their hardest problems here — and left sharper than they arrived.

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This is where people leaders get sharper — and their teams get smarter.ELE is a peer-powered network of people leaders who accelerate business results through shared intelligence and real-work collaboration. Learn more below about why ELE has been the trusted choice for leaders building high-performing teams for over 20 years.

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Bring a real talent challenge. Name what's at stake, what you've tried, and why it matters now.

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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.

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.

Get answers about how Executive Learning Exchange (ELE) works — peer-powered leadership development that fixes real work issues, reverses burnout, and accelerates business value. No programs. No vendors. In the flow of work.

Where people leaders share what's working, ask what's hard, and learn from peers navigating the same talent challenges right now. Search before you post. When referencing a resource, paste the key insight directly into your response with a link to the source.

Real conversations from people leaders tackling today's toughest talent challenges -- captured live, ready to apply with your teams when it fits your schedule, and connected to what's happening right now.

Insights on Talent Challenges | Captured Peer Conversations | ELE

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BARYONS

<div style="font-family: 'Calibri', 'Candara', 'Segoe UI', 'Optima', Arial, sans-serif; color: #333; line-height: 1.6; max-width: 800px; margin: auto; font-size: 1.1rem;">
<blockquote style="border-left: 4px solid #990000; margin: 20px 0; padding: 10px 20px; background-color: #f8f9fa; font-style: italic; color: #555; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">"They just gave people tools and said figure it out — and that's not going to happen." — <a href="https://www.ele.llc/people/susan-c-guest" target="_blank" rel="noopener">Susan Guest</a></blockquote>
The pattern is everywhere: AI declared a priority, tools deployed, upskilling on the strategic plan. And the work still isn't moving.
The problem isn't awareness or budget. Organizations are treating a transformation challenge like a technology rollout — and the people side keeps getting left behind.
Who helped move the work forward
This live interactive discussion brought together people leaders, L&amp;D strategists, organizational development practitioners, and AI adoption specialists from organizations across healthcare, insurance, financial services, manufacturing, and consulting. Facilitating the work: Adrienne Guerrero (Positive Delta), Vilson Simon (Ágora &amp; LAK Group), Marty Murrillo (Precisely), and Mike Hoyt (ELE), with the Baryons AI Mentor participating as a live synthesis partner.
Participants worked through role-specific AI prompts — taking on the perspectives of senior leaders, frontline managers, and HR business partners — to build execution-ready action plans for unsticking upskilling in their own organizations.

<h3 style="font-family: 'Montserrat', sans-serif; font-weight: bold; color: #1a1a1a; font-size: 1.3rem; margin-top: 30px; margin-bottom: 10px; border-bottom: 1px solid #eee; padding-bottom: 5px;">The signals and the incentives aren't aligned</h3>
Everyone in the room could name it. Leaders say upskilling matters. The reward system says hit your numbers. And the manager layer — the people who actually control whether employees get time to learn — is stuck in the middle with no incentive to open the door.

<blockquote style="border-left: 4px solid #990000; margin: 15px 0; padding: 5px 20px; font-style: italic; color: #555; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">"If you can't get through the door to get coffee, you can just look in the side window and watch the machine — does you no benefit." — <a href="https://www.ele.llc/people/anton-maletich" target="_blank" rel="noopener">Anton Maletich</a>, Alter Domus</blockquote>
The answer the group kept returning to: give managers explicit permission, then tie it to how you evaluate and reward them. One without the other doesn't move.

<h3 style="font-family: 'Montserrat', sans-serif; font-weight: bold; color: #1a1a1a; font-size: 1.3rem; margin-top: 25px; margin-bottom: 10px; border-bottom: 1px solid #eee; padding-bottom: 5px;">"Deploy the tool" is not a transformation strategy</h3>
This was the sharpest shared signal of the discussion — and it surfaced across every breakout group.
Organizations are procuring AI as a SaaS product, tracking token usage, measuring productivity gains, and calling it transformation. They're missing the point.

<blockquote style="border-left: 4px solid #990000; margin: 15px 0; padding: 5px 20px; font-style: italic; color: #555; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">"This isn't about technology — this is about transformation, rethinking business processes, workflows." — <a href="https://www.ele.llc/people/marty-murrillo" target="_blank" rel="noopener">Marty Murrillo</a>, Precisely</blockquote>
<a href="https://www.ele.llc/people/karen-waterlander" target="_blank" rel="noopener">Karen Waterlander</a> named what that gap looks like on the ground: people know the tools exist, they know they're embedded in some systems, but there's no clear direction on when, how, or why to use them. The result is people "floundering."
The reframe that emerged: stop measuring whether people are using AI. Start asking what they're doing with it.

<blockquote style="border-left: 4px solid #990000; margin: 15px 0; padding: 5px 20px; font-style: italic; color: #555; font-family: 'Calibri', sans-serif; font-size: 1.1rem;">"Are they reimagining their workflows? Are they reinventing new lines of business? Not just are they using it to increase productivity." — <a href="https://www.ele.llc/people/marty-murrillo" target="_blank" rel="noopener">Marty Murrillo</a>, Precisely</blockquote>
<a href="https://www.ele.llc/people/adrienne-guerrero" target="_blank" rel="noopener">Adrienne Guerrero</a> shared a client example: hackathons built around AI process refinement surfaced workflow problems that had nothing to do with AI. Some of the biggest wins came from simply stopping things nobody had questioned in years.

<h3 style="font-family: 'Montserrat', sans-serif; font-weight: bold; color: #1a1a1a; font-size: 1.3rem; margin-top: 25px; margin-bottom: 10px; border-bottom: 1px solid #eee; padding-bottom: 5px;">The metrics aren't measuring what matters</h3>
Most organizations are tracking consumption — LMS completions, hours logged, token usage. None of that tells you whether work actually changed.
Vilson Simon framed the stakes: 39% of worker core skills will be transformed or obsolete by 2030, and 63% of employers already name skills gaps as the top barrier to business transformation. If that's true, the measurement has to match.
Anton Maletich's group moved toward more useful signals: learning hours alongside client satisfaction scores, manager stress indicators, and lines-of-business comparisons to see where investment is actually shifting outcomes.


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<h3 style="font-family: 'Montserrat', sans-serif; font-weight: bold; color: #1a1a1a; font-size: 1.3rem; margin-bottom: 15px;">What to try next</h3>
Run all three role prompts — then synthesize. Senior leader, frontline manager, HR business partner. Run them independently, then feed the outputs into a single thread. If the three contradict each other, you've found where your org is misaligned.
Give managers the permission in writing — and tie it to their evaluation. One to two hours per week, explicit from the top. Without the incentive attached, the mandate stays theoretical.
Use AI to focus learning time, not just deliver content. Before the learning hour, run a quick AI diagnostic on where to focus. Anton Maletich's team is piloting Outlook MCP integration with Claude to surface development signals directly from work context.

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Bring your version of this into ELE
If your org is staring at the same gap — tools deployed, managers unsure, strategy still fuzzy — bring it in. This is exactly the kind of stuck work the ELE community works through together.
Shape what gets on the calendar. Submit your challenge, then vote for the ones worth solving first.
Submit Your Challenge: <a href="https://www.ele.llc/calendar/submit" target="_blank" rel="noopener">https://www.ele.llc/calendar/submit</a>
Vote for what matters most: <a href="https://www.ele.llc/calendar/vote" target="_blank" rel="noopener">https://www.ele.llc/calendar/vote</a>

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