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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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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.

Human Synergistics

Get a quick taste of Human Synergistics’ Subarctic Survival Simulation—then step back to reflect with peers on why immersive experiences like this are so powerful for leadership development and change readiness. In just 45 minutes, you’ll see how decision-making under pressure connects directly to strategy, collaboration, and preparing leaders for what’s next.

Survive to Lead | What a Survival Simulation Reveals About Leading Through Uncertainty

experiential learning

Leadership

leadership development

talent development

Performance Improvement

CHIE2025

decision making

Change Readiness

Leadership Training

High Performing Teams

michael.kern

practical insights

human synergistics

immersive learning

survival simulation

leading through uncertainty

strategy execution

collaboration skills

Executive Learning Exchange (ELE)

This session provided a powerful look at how American manufacturing must evolve—not just through machines, but through mindsets.
As automation, AI, and digital twin technologies redefine production, a widening skills gap threatens both prosperity and progress. <a href="https://www.ele.llc/members/newton-moore" target="_blank" rel="noopener">Newton Moore</a> (Daley College) and <a href="https://www.ele.llc/members/joe-hamann" target="_blank" rel="noopener">Joe Hamann</a> (Connected Systems Institute) shared how they're closing this gap by connecting classrooms with real-world manufacturing challenges—from student hackathons to hands-on training in cutting-edge facilities.

<blockquote>
💬 “You have to create your talent both externally and internally.”  -- a participant echoed, sharing insights from Newton Moore and Joe Hamann.
</blockquote>
That message hits home. It’s no longer enough to recruit ready-made talent—employers must actively partner in growing it.
<img class="aligncenter size-full wp-image-43017" src="https://wp.ele.llc/wp-content/uploads/2025/05/Advancing-Manufacturing-15-MAY-2025.jpg" alt="Advancing Manufacturing (Moore &amp; Hamann, MAY-2025)" width="1920" height="1080" />
🔑 Key Takeaways for HR &amp; Talent Leaders:

<ul data-start="1065" data-end="1572">
 	<li class="" data-start="1065" data-end="1146">
Technology is outpacing education, creating real social and economic risks.
</li>
 	<li class="" data-start="1147" data-end="1243">
Hybrid talent is in demand: today’s roles blend digital, mechanical, and software fluency.
</li>
 	<li class="" data-start="1244" data-end="1351">
Hands-on learning matters: hackathons, apprenticeships, and micro-internships build job-ready skills.
</li>
 	<li class="" data-start="1352" data-end="1447">
Brand manufacturing differently: today’s plants are high-tech, high-pay, and high-impact.
</li>
 	<li class="" data-start="1448" data-end="1572">
Shared responsibility is critical: HR must work across internal and external ecosystems to build tomorrow’s workforce.
</li>
</ul>
🛠️ Practical Next Steps: 
✅ Launch or sponsor experiential programs with educational partners. ✅ Build joint research or curriculum advisory councils with local colleges. ✅ Reframe manufacturing jobs as high-tech, high-reward career paths. ✅ Enable reskilling with short, stackable credential pathways. ✅ Champion internal talent mobility through mentoring and real-world L&amp;D.
As the technology revolution accelerates, manufacturing’s future hinges on how boldly we rethink talent development. Programs like those at Daly College and the Connected Systems Institute prove that when education and industry move in lockstep, we don’t just close skill gaps—we expand economic opportunity and community prosperity. For HR leaders, this is more than a workforce challenge—it’s a chance to be architects of a more inclusive, high-tech future of work.
Let’s keep the momentum going. 💬 Share how your organization is investing in the future workforce on <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">ELE Idea Exchange</a>.

The Technology Revolution in American Manufacturing Reducing the Pain and Enhancing Prosperity

future of work

Future of Work

newton.moore

upskilling

joe.hamann

automation

Talent Strategy

workforce development

big data

talent pipeline

HR leadership

Skills Gap

future workforce

wise2025

technology revolution

american manufacturing

AI in manufacturing

job loss

skill gaps

manufacturing skills

technology utilization

social pain

skills training

HR in manufacturing

manufacturing workforce

education-industry partnership

career pathways

advanced manufacturing

digital skills

apprenticeship programs

Lead Belay

Session Focus: Developing self-aware, culturally attuned leaders through peer learning
In this session, we explored innovative strategies for nurturing mid-level "leaders of leaders" through Lead Belay's virtual peer coaching program. Three key takeaways emerged:

<ol class="list-decimal pl-8 space-y-2 -mt-1">
 	<li class="whitespace-normal break-words">Use minimal content and instead create space for self-discovery, peer learning, and practicing skills like coaching.</li>
 	<li class="whitespace-normal break-words">Allow participants to choose their own development objectives within a guiding framework rather than forcing set objectives.</li>
 	<li class="whitespace-normal break-words">Prioritize building psychological safety and trust within diverse small cohorts, including from cross-company participants.</li>
</ol>
The 7 or 11-week program breaks from traditional leadership training by being highly experiential and content-light.
Panelists who went through the program lauded features like rapid relationship building exercises that quickly fostered cohort trust despite being virtual. They appreciated the freedom to define their own leadership vision through self-reflection and peer workshopping, while still getting light facilitation from professional coaches.

<blockquote>"You learn to apply the skills to the challenges you face in your organization's culture." -- <a href="https://www.ele.llc/members/andrea-nunez" target="_blank" rel="noopener">Andrea Nunez</a></blockquote>
Rather than one-size-fits-all content dumps, Lead Belay's design meets leaders where they are through small cohorts purposefully grouped for diversity. This creates an intimate environment for vulnerable discussions and mutual accountability for committed behavior changes back on the job.
By prioritizing self-awareness over rote skill teaching, the Next-Level Leader Ascent program exemplifies a powerful shift towards developing authentic leaders attuned to their organizational culture's unique challenges.

Mid-level Leader Development | Next-Level Leader Ascent

Peer-to-Peer Learning

learning culture

coaching

mike.kester

assessments

anton.maletich

self-awareness

Adding Value

psychological safety

amanda.mickelson

lindy.stockton

peer-learning

andrea.nunez

organizational culture

wise2024

mid-level leaders

IMSA

Zurich North America

<div class="cheeseburger-menu-inner scrollbar-hide">
<div class="my-menu-content h-full flex flex-col justify-between">

This session covers reinventing K-12 and higher education to better prepare students for the future of work. Academia and industry panelists discuss challenges in equipping students with human skills like communication, problem-solving, and teamwork. Key solutions include experiential learning, apprenticeships, coaching/mentoring, and adapting organizational culture to leverage new generations' strengths. Three key takeaways are:
<ol>
 	<li>There is a skills gap between traditional education and employer needs like critical thinking and communication.</li>
 	<li>Experiential learning opportunities help provide missing real-world experiences</li>
 	<li>Adapting organizational culture and integrating younger generations through coaching/mentoring is crucial.</li>
</ol>
Partnerships between educators and employers are needed to align curricula with skills-based hiring.

In this session, we will explore these key questions:
<ol>
 	<li>Why apprenticeships?</li>
 	<li>What are the tradeoffs for students and employers?</li>
 	<li>What skills are scarce in the talent pool?</li>
 	<li>How should education and the talent strategy change?</li>
 	<li>How are you approaching problem solving with your students to develop critical thinking and practical skills?</li>
 	<li>What challenges are you seeing in recruits coming out of school in terms of professional skills and workplace readiness?</li>
 	<li>How is your current organizational culture adapting to integrate younger generations and their strengths?</li>
 	<li>How can employers and educators build partnerships to better align curricula with developing skills needed for the future of work?</li>
</ol>
</div>
</div>

Talent Pipeline: Reinventing Education for Future Work: Experiential learning, apprenticeships and more

richard.busby

apprenticeships

geovanny.andino

Coaching

critical thinking

partnerships

CHIE2023

teamwork

katherine.berger

phyllis.higgins

Session Focus:  Diving behavioral change by designing experiential elements like peer coaching, on-the-job practice, self-reflection, and manager conversations to develop next-gen leaders

LEADERSHIP PIZZA is a leadership development activity that offers a self-assessment framework for people to first identify what skills, attributes, and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting.

Like Leadership Pizza? You will love Steve Dolinsky’s book, <a href="https://www.learningexecutive.com/book/pizza-city-usa-101-reasons-why-chicago-is-americas-greatest-pizza-town/?author=amy-dordek" target="_blank" rel="noopener">Pizza City USA: 101 Reasons Why Chicago Is America’s Greatest Pizza Town</a>. You can look inside from <a href="https://www.learningexecutive.com/influencer/amy-dordek/?books" target="_blank" rel="noopener">Amy Dordek Dolinsky’s ELE Bookshelf</a>.

Learn new skills and explore talent development capabilities with this opportunity to Connect Contribute Collaborate &amp; Impact with talent development leaders on Zoom.

ELE’s Learning Circle will be ideating Retooling Talent Development for the New Normal.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

LEADERSHIP PIZZA | Experiential Leader Development

brian.watkins

rebecca.potterhill

jesse.james

christina.thompson

jan.zizzo

tracy.adams

lisa.williams

pizza leadership

Douglas Dynamics

Leadership development needs to bridge the gap between knowing and doing—but how?

In this case study, we will explore how to craft intentional moments that put into action peer coaching, on-the-job practice, self-reflection, manager conversations, and other experiential learning mechanisms, especially when the participants are not in the same room.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
✅ How must the design of experiential learning differ from content design?

✅ How can you encourage participants to step outside their comfort zone?

✅ How can you train and reinforce the skills to be applied?

✅ How can you create triggers for participants to practice those behaviors?

Crafting Experiential Leader Development Through Coaching and On-the-Job Practice

leadership

colin.hahn

insights-chie-2021-virtual

Session Focus:  Diving behavioral change by designing experiential elements like peer coaching, on-the-job practice, self-reflection, and manager conversations to develop next-gen leaders


&nbsp;

Let’s Talk Talent Strategies is our invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone with a passion for talent and innovation who is ready to embrace new ideas.

Learn new skills and explore talent development capabilities with this opportunity to Connect Contribute Collaborate &amp; Impact with talent development leaders on Zoom.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value?</li>
 	<li>Why does it matter?</li>
</ul>

Experiential Leader Development | LEADERSHIP PIZZA

people strategy

dirk.tussing

amy.dordek

chris.olson

strategic alignment

russ.krochock

Session Focus:  Diving behavioral change by designing experiential elements like peer coaching, on-the-job practice, self-reflection, and manager conversations to develop next-gen leaders

LEADERSHIP PIZZA is a leadership development activity that offers a self-assessment framework for people to first identify what skills, attributes, and attitudes they find important for effective leadership, and then assess their own development and initiate goal setting. Click the image below to watch an ELE Moment video to learn more:
<a href="https://www.learningexecutive.com/moments/experiential-leader-development-leadership-pizza/" target="_blank" rel="noopener"><img class="alignnone wp-image-8743 aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/10/ELE-Leadership-Pizza-Group-Activity.png" alt="LEADERSHIP PIZZA" /></a>
Like Leadership Pizza? You will love Steve Dolinsky's book, <a href="https://www.learningexecutive.com/book/pizza-city-usa-101-reasons-why-chicago-is-americas-greatest-pizza-town/?author=amy-dordek" target="_blank" rel="noopener">Pizza City USA: 101 Reasons Why Chicago Is America’s Greatest Pizza Town</a>. You can look inside from <a href="https://www.learningexecutive.com/influencer/amy-dordek/?books" target="_blank" rel="noopener">Amy Dordek Dolinsky's ELE Bookshelf</a>.

Learn new skills and explore talent development capabilities with this opportunity to Connect Contribute Collaborate &amp; Impact with talent development leaders on Zoom.

ELE's Learning Circle will be ideating Retooling Talent Development for the New Normal. 
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
ELE's Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Session Focus: Experience a simulated scenario-based activity and gain some insights for developing your own virtual experiential learning


In this session, you’ll experience a simple, but high-impact, virtual learning scenario. We’ll also discuss some approaches to create relevant, realistic, and powerful “learn-by-doing” experiences that keep the focus on the learner while keeping cost and design time to a minimum.

<hr />

Learn new skills and explore talent development capabilities with this opportunity to Connect Contribute Collaborate &amp; Impact with talent development leaders on Zoom.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>

Demystifying Virtual Experiential Learning

Operations

marti.konstant

experiential virtual learning

online

Earlier this year, Google published the results of a study on 5,000 employees around the world who regularly engage in distributed work. Nearly half of their meetings involve employees working in two or more buildings. 39% of meetings involve multiple cities and 30% involve multiple time zones. They found that distributed work can be as effective as working in the same
office, but it isn’t always as easy or enjoyable. Why? Employees struggle to create three types of high-quality connections:
<ul>
 	<li>Getting Connected – Arranging logistics that fully enable collaboration</li>
 	<li>Being Connected – Ensuring technology supports the work they are doing</li>
 	<li>Feeling Connected – Getting to know each other and building trust</li>
 	<li>Check out Google’s Distributed Work Playbook <a href="http://services.google.com/fh/files/blogs/distributedworkplaybooks.pdf" target="_blank" rel="noopener noreferrer">online here</a></li>
 	<li>Check out Google’s article: Working together when we’re not together <a href="https://blog.google/inside-google/working-google/working-together-when-were-not-together/">online here</a></li>
</ul>
In this session, we will focus on how to help members of distributed teams Feel Connected. Traditional team builders are common way teams to learn how they can best work together. When team members traverse time zones, and even continents, that might take traditional team building off the table. Not so fast…

Great team-builders get everyone involved and working towards a common goal. They give team members opportunities to express their strengths in helping the team accomplish their mission. Team builders also help the team learn how they communicate and collaborate to solve problems in real-time. Virtual Escape rooms are one way for distributed teams to do all of
those things from anywhere in the world. Through an escape room experience, the goals are clear. The variety of puzzles and challenges available provide something for everyone, no matter what their specific skills are. To successfully navigate the escape, team members must collaborate and communicate – in real-time – or they don’t make it. Through this session, we will explore how organizations could leverage virtual escape rooms as a way to facilitate virtual team builders. We may also veer into the broader spaces of getting connected, being connected, and feeling connected. How might your organization build stronger collaborative skills within distributed teams?

Co-Design an Escape Room Experience for Remote Team Members

digital

Digital &amp; AI

kyle.swanson

collaborative learning

escape rooms

Explore the 2019 Agenda <a href="https://executivelearningexchange.s3.amazonaws.com/CCG/Private/2019/201908AUG05_Agenda_CTO-CLO_LeadershipRetreat.pdf">here</a>
This invite-only CLO/CTO/CHRO leadership retreat is being made available exclusively for ELE's Talent Development Executives to EXPERIENCE Experiential Learning. It's a great opportunity to get out of the office and join your peers where you will explore key emerging trends for developing high performance teams--we are working on this year's agenda.

Immerse yourself in this retreat tailored to ELE's senior leaders' unique needs and personalities—creating a space to refresh, rethink, and reengage.

<img class=" wp-image-10051 aligncenter" src="http://learningexecutive.com/wp-content/uploads/2019/07/2019_kolb-learning-cycle-300x167.jpg" alt="" width="554" height="309" />

The morning will focus on relevant research on AI &amp; digital transformation from multiple viewpoints. The afternoon plans to dig deeper as we explore together three distinct experiential and interactive learning experiences addressing how we can keep relevant as business needs accelerate.
<iframe src="https://www.youtube.com/embed/mK4_vZPs1X8" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
To help shape this year’s experience, Kyle Swanson &amp; Mike Grubich have found integrating strength assessments with classroom activities increase the impact for building high-performance teams. Participants are encouraged to come prepared with insights on their strengths.
<iframe src="https://www.youtube.com/embed/3PzPjD8Xca4" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
For building teams, escape rooms are engaging and fun. Did you know Alexa has free escape rooms your teams can interactive using only voice commands? Another escape room app can be curated and available for free from Microsoft Store (Windows 10). We found Scriptum - Augmented Reality (AR/VR) escape room can be borrowed as another forward-thinking technology for engaging teams.
<iframe src="https://www.youtube.com/embed/73ywIbsSm_Q" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
Each ELE experience on August 5th will be fun and allows participants to experiment with program content, tools and methods to bring back home.

What to see how AR/VR can be used in your company's forward-thinking training programs, here is a sample of what GE Healthcare is experimenting with:
<iframe src="https://www.youtube.com/embed/2Q3V9GP7Xxg" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
Note: Space on August 5th will be limited and ELE recommends one senior participant per company with active membership until full. Additional registrations will be tracked on a wait list and we can try to request a larger space.

5th Annual ELE Experiential Learning Leadership Retreat

Talent Executives

Team Leaders

Chicago Cohort

Wisconsin Cohort

michael.grubich

shweta.srivastava

alison.cowan

chicago

in-person event

Discover

If everyone could just give each other effective feedback and start being kind and not nice, we wouldn’t need to spend all this money on engagement surveys, 360’s, executive coaching, self-assessments, and time on performance reviews. Every day would be a learning day. You’d get continuous improvement ideas from all those who work with you. Imagine that. Thanks to the brain and corporate culture, this doesn’t happen. The good news is some organizations are starting to understand the importance of having a feedback culture, and how that will help win the war on talent. This is not one of those “an app” will solve it issues.
First start with WHY. Why are we terrible at giving and receiving feedback and what would happen if we all bucked the trend and started doing it effectively. Then ask what behaviors do we want to see our people model. Finally, how do we do that!? You have choices. Micro vs Macro. Changing the hard wiring of a human is one of those behaviors we need to really think hard about how we go about doing this. In this session you will see how to embrace micro thinking in a macro learning environment and how much can achieved in a scalable manner. Discover Financial will walk you through their journey.
<ul>
 	<li>Why is feedback such a challenge? What blinds (bias) us with feedback.</li>
 	<li>What does great feedback even look like?</li>
 	<li>How do we effectively scale change, the hard wiring of our people, to model the right way?</li>
</ul>

Experiential Learning: Creating a Feedback Culture in the Flow of Work

engagement &amp; culture

Engagement &amp; Culture

alex.draper

rochelle.house

Harley-Davidson

To effectively navigate an increasingly dynamic world, companies are striving to be more agile in how they work, structure work, and deliver results through greater collaboration and innovation. The dynamics within many workplaces today requires individuals to act quickly while juggling competing commitments and priorities. In this environment where we are bound to choose wrong, make mistakes, and then figure out how to best move forward. Learning from experience has never been more important. 



Through this talk we will explore how we can begin to equip individuals to learn from every experience in very intentional ways – formally and informally. We will explore what gets in the way of learning from experience and how we – as learning professionals – can contribute towards eroding those barriers. Finally, we will explore some specific practices to design for experiential learning.



Learning from experience requires recognition and reflection. Recognizing who I am, what I have, and what I need to be successful. Recognizing the conditions in which I am at my best, or not. Through reflection in action, individuals can identify more clearly how to apply learning laterally, in new and different conditions, while adding skills and knowledge. By consistently and explicitly leveraging the processes of recognition and reflection in formal learning programs, we equip learners to apply them through informal learning experiences.



We can either blame and shame or credit and edit. We will discuss how psychological safety impacts defensiveness or openness.



We always experience, we don’t always learn. We will discuss how to leverage abstract experiences we create in a classroom AND external experiences learners bring into the classroom.



Whether it is an experience a learner had, or is about to have, recognition and reflection equip learners to move learning laterally and into the future.

&nbsp;

Experiential Learning: How to Effectively Use to Improve Leader Development

post-format-video

learning experience

learning and development

learning

Advocate Aurora Healthcare

Experiential learning is now at the heart of many leadership development programs—widely known as the most effective form of education. Yet the research from our friends at I4cp explains that executives say 67% of our leadership programs don’t work. If experiential learning is the process of learning by doing, we do not learn just by doing. The key is learning through reflection on doing. All our investments to harness the power of experiential learning are wasted unless we figure out how to ensure effective reflection is taking place.

To harness the actual value of experiential learning, we first need to understand where we’re missing opportunities. From both research and my own experience of putting 4000 leaders through a formal experiential learning solution, we’ll walk you through how to enhance what you currently do in and out of the class.

💥 What is experiential learning?

💥 Identify where we are missing opportunities to harness the power of experiential learning.

💥 What can you do every day to improve yourself as a leader?

Integrated Talent Management

learning &amp; development

missy.gonzales

Froedtert ThedaCare Health

In our current business environment, many now believe that characteristics labeled “coaching culture” are really “leadership culture,” meaning a culture that values the development of leaders at all levels and in all parts of the organization. Research from the Center for Creative Leadership (CCL) suggests that attitudes and behaviors associated with a coaching approach represent an important enabling element in organizational cultures related to innovation, collaboration, and learning agility.
The Froedtert Health Coaching Collaborative is a facilitated group coaching learning experience. Since launching in 2014, cohorts of diverse leaders (different locations, services, temperaments, and generations) come together for one full day each month for six months to discuss their work, share lessons learned, best practices, and create efficiencies through shared knowledge. Leaders learn how to manage change in a learning organization while they develop peer relationships across the organization. Broad goals of this learning experience include the development of coaching, reflection, and action learning skills. More specific objectives include:

<ol>
 	<li>Spread core coaching skills: more people can get coached in a group; thereby, more quickly cultivating a coaching culture.</li>
 	<li>Transfer results of coaching more effectively into the workplace because the nature of group coaching is very similar to the nature of teams in the workplace.</li>
 	<li>Accomplish prompt actions and results in the workplace as group members, and peers share support and accountabilities to take those actions.</li>
 	<li>Create a culture of learning and reflection across entities within the organization.</li>
 	<li>Build a sense of community by decreasing the feeling of silos and isolation that leaders can sometimes experience.</li>
 	<li>Cultivate a learning organization where leaders/staff are regularly engaged in deep reflection, learning, problem-solving, and sharing.</li>
</ol>
This workshop will introduce the model and framework, a sample learning activity modeling right brain/left brain experiential learning, and provide an opportunity to experience the group coaching process.
<ul>
 	<li>Identify the principles of a successful group coaching model.</li>
 	<li>Describe how active listening, reflective questioning, challenging assumptions, and giving feedback serve as a foundational framework for this immersive learning experience.</li>
 	<li>Experience a modified version of a group coaching experience focused on work-life balance.</li>
</ul>

Experience Froedtert's Coaching Collaborative Workshop

cheri.wolf-schulman

Kohler

Many companies are making great investments into leadership development programs with the intent of building emotionally intelligent and effective leaders in their organization. As neuroscience continues to inform us about the nuances of learning we know that the traditional classroom model is not having the impact that is needed. Creating learning experiences that incorporate the needed amounts of attention, generation, emotion, and spacing outlined in the AGES model by neuroscientist David Rock is a necessary skill for the current learning and talent development professional.

Utilizing Experiential Learning creates a highly engaging and impactful format for turning great content into real-life practice. In this session, participants will learn about how companies are utilizing experiential learning in their leadership development programs, and the impact that has on participants. While experiential learning often takes place in off-site environments, there are many ways to build it into your classroom content in small but mighty increments. In this session, you will experience examples of how and when to get your participants interacting with your content and one another.
<ul>
 	<li>Learn the Experiential Learning Cycle and why it is effective</li>
 	<li>Learn an Experiential Activity that promotes emotional intelligence in leaders</li>
 	<li>Learn how to incorporate Experiential Learning into your leadership development programs</li>
</ul>

Creating Impactful Leadership Development Through Experiential Learning

accelerated leadership development

coffman.hartung

Baxter

The current business environment is full of new and exciting challenges for learning and performance leaders to navigate. We are in the midst of a generational changing of the guards with respect to workforce leadership, the evolution of technology at a more rapid rate along with increased regulatory scrutiny. As a result, organizations are required to ensure that their human capital is ready to meet the challenges of today while remaining competitive in the global economy.

It is within this opportunity that learning organizations cannot rely on existing processes to create strategies that hit the target with significant impact.

Instead, we have learned how to get ahead of the curve and rapidly drive systematic alignment and improvement.

This session applies proven methodologies for creating strategic direction and generating rapid results that align with the desired outcomes for your organization. The process uses a systematic, fast, and engaging interaction with tools that predictably identify performance gaps, causal factors, and solutions for successful change. The outcome yields high engagement with stakeholders, leading to immediate agreement and action, and ultimately leaves them spellbound and wanting more.
<ul>
 	<li>Apply a comprehensive strategy for an organization using rapid simple and predictive tools</li>
 	<li>Identify targeted solutions using an effort/benefit matrix</li>
 	<li>Conduct a rapid performance analysis using systematic cause analysis</li>
 	<li>Provide stakeholders guidance on taking strategic action using a modified SWOT</li>
 	<li>Create an executive summary that drives accountability</li>
</ul>

Developing an Organizational Strategy in 4 Hours?  YES Really

Strategy

tim.gillum

kery.mortenson

performance improvement

CVS Caremark

Create an outstanding member experience – which will result in:

<ul>
 	<li>Improved quality</li>
 	<li>Higher customer satisfaction</li>
 	<li>Member, client and physician loyalty</li>
</ul>
First we identified how we want our customers to feel when they interact with us. Next we identified the behaviors we need to exhibit to generate those feelings. We choose the top 5 behaviors and developed an interactive classroom experience for each.
<ul>
 	<li>The highly interactive classroom experience</li>
 	<li>Training our supervisors on how to coach each of the behaviors</li>
 	<li>Creating recognition events around each behavior</li>
</ul>

Being Famous for Service

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