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.

UPCOMING CALENDAR

LATEST IDEA EXCHANGE

RECENT INSIGHTS

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About ELE

Schedule a Local Meetup

Companies In Our Network

Contact ELE

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.

RunYourself

Bright Software, Inc.

Did you know that employees who have a coaching manager are eight times more likely to be highly engaged compared to their peers with managers who don’t take a coaching approach? (Source: <a href="https://www.forrester.com/blogs/can-your-managers-also-be-good-coaches/" target="_blank" rel="noopener noreferrer">Forrester</a>)

The human element remains the most pivotal yet challenging aspect in the dynamic landscape of mergers and acquisitions (M&amp;A). As HR Talent Development Leaders, our role transcends traditional boundaries, placing us at the heart of shaping the post-M&amp;A integration experience.

This interactive discussion will provide a platform for sharing insights, experiences, and innovative practices across industries. Together, we will dissect the symbiotic relationship between a sense of belonging, employee engagement, and the successful actualization of M&amp;A value through peer coaching.

Areas to Explore:
<ul>
 	<li>The Impact of Belonging: Delve into how a sense of belonging influences employee retention and integration efficacy after M&amp;A and the role HR leaders play in this dynamic.</li>
 	<li>Peer Coaching Frameworks: Examine diverse peer coaching models effective in M&amp;A contexts, focusing on strategies that promote connection, understanding, and a cohesive company culture.</li>
 	<li>Implementation and Challenges: Collaboratively identify practical steps for instituting peer coaching initiatives, address common hurdles, and strategize on metrics to gauge their impact on engagement and retention.</li>
</ul>
This roundtable is more than a discussion; it's an opportunity to co-create a repository of best practices that can guide HR Talent Development Leaders in leveraging peer coaching to enhance M&amp;A outcomes. Join us in this journey of discovery and innovation, where your experiences and ideas will help shape the future of HR practices in M&amp;A scenarios.

Recommended Reading: <a href="https://www.slalom.com/de/en/insights/10-practices-for-acquired-employee-onboarding-in-m-a" target="_blank" rel="noopener noreferrer">10 Practices for Acquired Employee Onboarding in M&amp;A</a>

Empowering M&A Success Through Peer Coaching | Building Belonging to Drive Retention and Value Realization

engagement &amp; culture

Engagement &amp; Culture

coaching

chris.olson

leadership development

talent development

helping managers

employee engagement

wendy.greeson

manager development

peer coaching

coaching strategy

organizational challenges

manager effectiveness

retention strategies

mica.vaipan

wise2024

Zurich North America

BetterUp

In this dynamic session, we will guide you through the process of creating a scalable peer coaching program to tackle your organization's most pressing challenges. We will demonstrate how to harness internal talent effectively to provide valuable support, ultimately contributing to a sustainable and engaged workforce. With a focus on improving manager effectiveness, increasing employee engagement, and enhancing career satisfaction and retention, this session will delve into the strategic implementation of structured peer coaching as a powerful solution.

Throughout this session, we will explore key elements such as:
<ol>
 	<li>Identifying Critical Business and People Priorities: learn how to identify and prioritize the specific business and people-related challenges that can benefit from a coaching approach. We'll explore how to align coaching with your organization's strategic goals.</li>
 	<li>Structuring Coach Recruitment and Development: discover strategies for recruiting and developing internal coaches. We'll discuss the competencies and qualities required for effective coaching, as well as methods to identify potential coaches within your organization.</li>
 	<li>Defining Coaching Engagement Outcomes and Success Measures: establish clear goals and success metrics for your coaching program. We will guide you in defining the outcomes you want to achieve, and how to measure the impact of coaching on manager effectiveness, employee engagement, and overall retention.</li>
</ol>
Join us in this session to gain actionable insights into building a scalable peer coaching solution that not only addresses your organization's biggest needs but also drives meaningful change and growth within your workforce.

Building a Scalable Peer Coaching Solution to Address the Organization’s Biggest Needs: Research followed by Roundtable Discussion

Strategy

Leadership

melissa.versino

CHIE2023

sarah.lewis

scalable solutions

ELE Group, LLC

Session Focus: Use ChatGPT to generate tips and ideas ideate on the four toughest areas for a middle manager: Feedback, Career, Time, and Stress and Pressure.


Here's an alternative version:

Title: Empowering Middle Managers with ChatGPT: Conquering Feedback, Careers, Time, and Stress

In the ever-evolving landscape of AI, learning leaders are exploring innovative ways to leverage tools like ChatGPT to support middle managers in their multifaceted roles. The session "DEVELOPING MIDDLE-MANAGERS | AI (ChatGPT) Use Case" delved into how this powerful language model can become a powerful ally for middle managers grappling with four critical challenges: delivering constructive feedback, guiding career development, optimizing time management, and mitigating stress and pressure.

The interactive discussion yielded three key takeaways:

1. Equip middle managers with training, demos, and guides on effectively prompting ChatGPT, interpreting outputs, and formatting responses for practical applications within their purview.

2. Foster a culture of collaborative learning through cohort-based discussions, where middle managers can share ChatGPT use cases, best practices, and collectively define guidelines for appropriate usage.

3. Concentrate efforts on leveraging ChatGPT to drive productivity gains at scale, such as enhancing ubiquitous management tasks like performance reviews across the organization.

As one participant astutely noted, "The real winner for an organization to improve productivity with these tools is when you can impact and improve the masses so if you could have all managers be able to prepare and deliver better performance reviews that would be amplified magnified in a positive way."

By harnessing the power of ChatGPT, middle managers can streamline feedback processes, offering more personalized and insightful guidance to their teams. They can tap into the tool's capabilities to provide tailored career development recommendations, optimizing time management strategies, and developing techniques to combat stress and pressure effectively.

As AI continues to permeate the business landscape, fostering a learning culture that embraces these technologies will be pivotal. By equipping middle managers with the knowledge and skills to leverage ChatGPT judiciously, organizations can unlock new horizons of productivity, engagement, and success, empowering this critical leadership layer to thrive in an increasingly complex and demanding environment.

DEVELOPING MIDDLE-MANAGERS | AI (ChatGPT) Use Case

future of work

people strategy

upskilling

middle-manager

mike.kester

edward.desrosiers

jesse.james

AI Bot Technology

Adding Value

strategic alignment

communication skills

evolving workplace

ann.brownell

internal talent marketplace

skill development

skill-based hr

talent marketplace

state of skills

ChatGPT

megan.bickle

jennifer.kern

diane.alexander

Session Focus: Generate tips and ideas for using AI tools (i.e., ChatGPT) to create better middle managers.


During this session, we plan to:
<ul>
 	<li>Reflect on what skills will the middle manager needs to develop for the future,</li>
 	<li>Review <a href="https://www.learningexecutive.com/members/josh-cavalier">@Josh Cavalier's</a> list of items for middle managers to consider when implementing AI,</li>
 	<li>Engage in a robust interactive conversation with the four most demanding areas for middle managers. This Use Case is based on concepts from <a title="Succeed from the Middle (2022, Kacie Walters)" href="https://www.learningexecutive.com/books/succeed-from-the-middle">Succeed from the Middle</a>, by <a href="https://www.learningexecutive.com/members/kacie-walters">@Kacie Walters</a>, where she uncovers actionable tips to balance the Middle Manager Tug of War—you, your team, and your boss across four challenging areas: Feedback, Career, Time, and Stress and Pressure.</li>
</ul>
Let's explore a highly relevant ChatGPT use case that will benefit every influential HR and Talent Leader.

<hr />

What skills will the middle manager need to develop for the future as AI and other emerging technologies continue to reshape the workplace?
<ul>
 	<li>Digital literacy</li>
 	<li>Adaptability</li>
 	<li>Creative thinking</li>
 	<li>Emotional intelligence</li>
 	<li>Strategic thinking</li>
</ul>
Source: <a href="https://www.linkedin.com/pulse/redefining-value-middle-manager-chatgpt-era-smita-das-jain/" target="_blank" rel="noopener">Smita Das Jain</a>

<hr />

When implementing AI, middle managers should consider the following:
<ul>
 	<li>REVIEW GOVERNANCE AND SECURITY POLICIES AROUND AI FOR YOUR ORGANIZATION:
Make sure those are in place before creating AI workflows for your team. What is the process for implementing a new AI tool behind your firewall?</li>
 	<li>BUILD AI LITERACY:
Your team should understand the meaning of AI terms like Large Language Models, Natural Language Processing, GPT, Transformer, Prompting, Encoder/Decoder, etc.</li>
 	<li>IDENTIFY YOUR DEPARTMENT AI STRATEGY:
What are the existing tools and outputs? How can AI augment? How does AI show up for your front-line workers, leaders, and contributors? Access to custom performance support Chatbots would be one example.</li>
 	<li>IDENTIFY YOUR WORKFLOWS TACTICS:
For instance, using ChatGPT to write multiple choice questions, video scripts, eLearning Storyboards, etc.</li>
 	<li>BUILD AN EVERGREEN PROMPT LIBRARY:
Your team has access and can version prompts out. Build in Notion, Monday.com, Excel, Sheets, etc.</li>
</ul>
Source: <a href="https://www.learningexecutive.com/members/josh-cavalier">Josh Cavalier</a>

&nbsp;

<hr />

Let's Talk Talent Strategies is our invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone passionate about talent and innovation and ready to embrace new ideas.

Learn new skills and explore talent development capabilities with this opportunity to Connect, Contribute, Collaborate &amp; Impact talent development leaders virtually.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
ELE hosts this complimentary event monthly on Zoom for active Lite and Leader members.

DEVELOPING MIDDLE-MANAGERS | ChatGPT Use Case #3 of 4

single-event

Your Teams

Meet-ups

dirk.tussing

Complimentary

online event

complimentary event

Alter Domus

Session Focus: For Capability Building, Don’t market coaching, market the impact
This session explored the critical role of coaching in supporting new managers and building organizational capabilities. The discussion centered on the challenges faced by fast-growing companies in developing leadership skills and the potential solutions offered by scalable coaching platforms like BetterUp.

<blockquote>
A key insight from the session was captured in this quote: "My leaders, my executive team at the company, they don't really come to me and say we want a coaching solution. What they come to me and say is we've got new managers who don't know what they're doing, they've never had any training, and there's not a program available right now. What can we do to support these managers and limit our risk and exposure?"
</blockquote>
This statement underscores the real-world challenges that many organizations face and the need for practical, impactful solutions.
Key Takeaways:

<ol class="-mt-1 list-decimal space-y-2 pl-8">
 	<li class="whitespace-normal break-words">Coaching is a valuable tool for supporting new managers and addressing gaps in leadership development, especially in fast-growing organizations.</li>
 	<li class="whitespace-normal break-words">Various approaches to coaching (one-on-one, group, team) can be tailored to an organization's needs and budget. The key is to start somewhere and demonstrate impact.</li>
 	<li class="whitespace-normal break-words">To gain support for coaching initiatives, tying coaching outcomes to business results and demonstrating return on investment is crucial. This approach can help secure funding and expand coaching programs within the organization.</li>
</ol>
The session provided valuable insights into implementing effective coaching strategies, emphasizing the importance of data-driven approaches and measurable outcomes. Attendees learned about the potential of scalable coaching solutions to bridge the gap between promotion and formal training for new managers, ultimately contributing to improved retention, productivity, and overall employee experience.

Global Coaching Strategies for Capability Building with BetterUp

new manager

katie.mcallister

anton.maletich

missy.gonzales

front-line managers

ariel.mcgrew

retention strategy

dan.stanton

building resilience

Stewart Leadership

Session Focus: Co-design resources about coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives


Research provides compelling evidence that diversity unlocks innovation and drives market growth.

Coaching Improves Performance, Engagement, and Accountability.

In this session, we will explore tools to help organizations scale DEI coaching and increase team innovation.

What we will explore together:

✅ How does Diversity drive Innovation and Performance?

✅ Community-source resources on coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives.

Please share on the  ELE Idea Exchange:

✅ <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/idea-exchange-questions/dei-coaching-leaders-coaching-managers-supervisors/">DEI Coaching: Leaders Coaching Managers / Supervisors</a>

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>

DEI Coaching: Leaders Coaching Managers / Supervisors

innovation

kristin.derwinski

operations

learning culture

performance improvement

melissa.mcdow

colin.hahn

kym.anglin

diversity &amp; inclusion

wendi.barlow

Coaching Conversations

alison.arkin

Session Focus: How HR Leaders can take advantage of reinventing talent development now that COVID-19 has changed the workplace.

In this 90-minute Culture Shaping Learning Circle, ELE will facilitate a discussion around how Covid-19 has become the ultimate Work Culture Disruptor and how businesses can take advantage of reinventing themselves or restoring valuable practices.

✅ Middle-Manager Mindset: Change can get tangled in this space quite often. How can we create a space for Middle-Manage to be a change champion?

✅ Remote Engagement: Ideas for Collaborative Tools --where are the virtual whiteboards and sticky notes? How does your business leverage collaborative tools - for free and for a fee?

✅ Work Backwards: Some companies begin or are at the "Y" stage. How do we encourage them to get back to "X"?

✅ Permanent Shift: Return to workspaces or remaining remote will offer us another chance to do things unique and different. What will you tidy up, discard and what sparks joy that you will keep as a permanent practice (#MarieKondo).

This Learning Circle – Culture Shaping is produced by Executive Learning Exchange.

Culture Disruptors HR Leaders Need to Know

kyle.swanson

culture

bud.bergie

teresa.oliszewicz

darren.boyce

betty.hart

ruben.abarca

business transformation

return to office

After Action Review (AAR) is a powerful tool for organizational and leadership development; during this session, our distinguished panelists will reflect on lessons we have learned over the last six-monthly ELE's performance improvement sessions?
<h6 class="font-weight-bold m-0">Discussion Points:</h6>
With thoughtful attention to the way our processes are constructed and some well-placed preventative and contingent measures, we'll wrap up our six-month series as a roundtable discussion from a global perspective on:

✅ People Performance | Process Management Skills Basics

✅ Interrogate Reality | How do you get to the ground truth of an issue?

✅ How to Conduct a Rapid Systems Analysis

✅ Knowing the Current Situation | Modified SWOT Analysis

✅ Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit

✅ Achieve Sustainable Results | Define Leading Indicators and Behaviors

After-Action Review: 6-month Performance Improvement Series

newton.moore

azizeh.constantinescu

effective leadership

stephen.sloan

human performance technology

humane leadership

Performance Improvement

kevin.rillo

after-action review

insights-wise-2021

annotation

LAK Group

Companies today are looking to develop responsive business strategies to accelerate growth and contend with disruptive change. They need confident, competent, and resilient leaders who can inspire and support their people through good times and bad, keeping them resilient, aligned, and centered on achieving their business objectives.
<h6 class="font-weight-bold m-0">What we will Explore Together:</h6>
In this keynote, Mike and Teri will provide the rationale and roadmap, tips, and techniques for developing The Six Attributes of Agile Leaders that you and your leaders will need to attract, inspire, and retain the best talent.

✅  Personal Integrity - your presence as a leader.

✅ Learning Agility - your ability and willingness to learn from experience

✅  Coaching Others – accepting accountability for the development of others.

✅  Followership - your talent to inspire, build credibility, and earn the trust of others.

✅  Systems Thinking – your capacity to view the organization from a broader perspective.

✅  Change Resiliency – your ability to maintain consistent personal integrity and a level of productivity through various situations.

Leadership on Purpose: How Agile Leaders Inspire Others

leadership

michael.grubich

teri.hart

shelley.smith

servant leadership

agile leaders

Froedtert ThedaCare Health

One of the most powerful roles professionals in organization development and learning can play in helping leaders connect the information, initiatives, and people across the organization.
<h6 class="font-weight-bold mb-0">Discussion Points:</h6>
Using our OD and LD tools, we can impact how successful multiple initiatives are by taking a holistic view of changes and bringing new insights to leaders. Dr. Simmons will share her experience and three critical actions for leaders in our field to illustrate the true value of our work.

Connecting the Organizational Dots: The Next Chapter in Adding Unexpected Value

digital

learning strategy

transformation

Change Management

janice.simmons

agility

Session Focus: Co-design resources about coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives


Research provides compelling evidence that diversity unlocks innovation and drives market growth.

Coaching Improves Performance, Engagement, and Accountability.

In this session, we will explore tools to help organizations scale DEI coaching and increase team innovation.

What we will explore together:

? How does Diversity drive Innovation and Performance?

? Community-source resources on coaching skills and how leaders can coach managers / front-line supervisors with DEI initiatives.

<center><a href="https://www.youtube.com/watch?v=vMJRUgc_jjQ&amp;t=157s" target="_blank" rel="noopener"><img class="alignnone size-medium wp-image-29274" src="https://www.learningexecutive.com/wp-content/uploads/2021/06/Coaching-the-Coach-TheKey-300x190.png" alt="Coaching the Coach-The Key" width="300" height="190" /></a></center>&nbsp;

Please share on the  ELE Idea Exchange:

? <a href="https://www.learningexecutive.com/idea-xch/idea-xch-category/idea-exchange-questions/dei-coaching-leaders-coaching-managers-supervisors/">DEI Coaching: Leaders Coaching Managers / Supervisors</a>

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>.

DEI Coaching: Leaders Coaching Managers / Supervisors | Retooling #27

Learning Circles

Coaching

Session 6 Focus: Creating a Culture of Performance Innovation

Why is it some managers are so good at managing their teams and so good at managing individuals on their teams, yet productivity seems to lag below expectations? The likely suspect … failure to proactively manage work processes. Workplace productivity is the by-product of many factors. The two most important may be people and processes. We often shower managers with resources to build their people management skills yet provide little in the way of building their process management skills. This Helping Managers Improve Performance Learning Circle is about balancing the scales and treating the efficacy of work processes as the natural counterpart to excellent people management. With some thoughtful attention to the way our processes are constructed and some well-placed preventative and contingent measures, all of us, with the help of our teams, can thoughtfully manage processes and improve team performance.

During this series of six one-hour interactive performance improvement sessions, we will learn together Tools to Engage, Empower, and Improve Performance.
<ol>
 	<li>People Performance | Process Management Skills Basics</li>
 	<li>Interrogate Reality | How do you get to the ground truth of an issue?</li>
 	<li>Conduct a Rapid Systems Analysis</li>
 	<li>Knowing the Current Situation | Modified SWOT Analysis</li>
 	<li>Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit</li>
 	<li>Achieve Sustainable Results | Define Leading Indicators and Behaviors</li>
</ol>

Performance Innovation Culture: Helping Managers Improve Performance

tim.gillum

kery.mortenson

steve.king

process management

Session 6 Focus: Creating a Culture of Performance Innovation

Why is it some managers are so good at managing their teams and so good at managing individuals on their teams, yet productivity seems to lag below expectations? The likely suspect … failure to proactively manage work processes. Workplace productivity is the by-product of many factors. The two most important may be people and processes. We often shower managers with resources to build their people management skills yet provide little in the way of building their process management skills. This Helping Managers Improve Performance Learning Circle is about balancing the scales and treating the efficacy of work processes as the natural counterpart to excellent people management. With some thoughtful attention to the way our processes are constructed and some well-placed preventative and contingent measures, all of us, with the help of our teams, can thoughtfully manage processes and improve team performance.

During this series of six one-hour interactive performance improvement sessions, we will learn together Tools to Engage, Empower, and Improve Performance.
<ol>
 	<li>People Performance | Process Management Skills Basics</li>
 	<li>Interrogate Reality | How do you get to the ground truth of an issue?</li>
 	<li>Conduct a Rapid Systems Analysis</li>
 	<li>Knowing the Current Situation | Modified SWOT Analysis</li>
 	<li>Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit</li>
 	<li>Achieve Sustainable Results | Define Leading Indicators and Behaviors</li>
</ol>

Performance Innovation Culture: Helping Managers Improve Performance (Asia Pacific)

ispi

lavanya.thyagarajan

peter.lepage

matt.donovan

Session 5 Focus: KPI Workshop
<ul>
 	<li>Personal Development: Leadership Development</li>
 	<li>Mapping: Training Investment to Business Impact</li>
</ul>
Measuring the impact of people-investments, such as learning and talent development initiatives, is a widespread practice in leading organizations. However, there is still some uncertainty as to HOW to do this measurement.

You will learn how to use human capital analytics to prove and improve performance impact and how understanding impact can help them guide the organization’s operations. Stacey will walk us through the measurement process and give you tools to take back to your organization to get you started in the process.

This session will focus on providing insight into:
<ul>
 	<li>Develop a foundational plan for defining Key Performance Indicators (KPIs),</li>
 	<li>Explore the benefits of Leading and Lagging indicators,</li>
 	<li>Learn strategies to identify leading indicators that impact business results,</li>
 	<li>Co-create stakeholders strategies in your learning outcome measurement</li>
 	<li>Avoid the common mistakes or assumptions made in measuring human performance initiatives.</li>
</ul>
During this series of six one-hour interactive performance improvement sessions, we will learn together Tools to Engage, Empower, and Improve Performance.
<ol>
 	<li>People Performance | Process Management Skills Basics</li>
 	<li>Interrogate Reality | How do you get to the ground truth of an issue?</li>
 	<li>Conduct a Rapid Systems Analysis</li>
 	<li>Knowing the Current Situation | Modified SWOT Analysis</li>
 	<li>Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit</li>
 	<li>Achieve Sustainable Results | Define Leading Indicators and Behaviors</li>
</ol>

Personal Development Mapping: Helping Managers Improve Performance

charisse.kosova

nick.allen

alison.cowan

tomas.ramirez

greg.morris

Mapping Leadership Development Training Investment to Business Impact

stacey.boyle

marty.murrillo

Session Focus: Building trust and creating an intimate environment to help remote leaders grow

Experience a powerful technique to build trust quickly between people virtually.

Trust and connection among peers in a leadership development program are critical to success. Developing connection in a virtual program poses challenges we can all relate to and requires different strategies.

We’ll use Zoom Breakouts for a fun interactive activity and small-group roundtable discussions about the keys to remote leadership development success.

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.
The ELE community invites you to join us at…
Virtual Happy Hour Meetup
from 5:30 – 6:30 p.m. (Central Time) | Grab your favorite “quarantini” &amp; Zoom in
To share &amp; learn with your peer-group with no formal agenda.


<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>

Building Trust and Connections Virtually

marge.feely

Operations

psychological safety

scenario planning

Session 4 Focus: Teaching Leaders Process Thinking

Why is it some managers are so good at managing their teams and so good at managing individuals on their teams, yet productivity seems to lag below expectations? The likely suspect … failure to proactively manage work processes. Workplace productivity is the by-product of many factors. The two most important may be people and processes. We often shower managers with resources to build their people management skills yet provide little in the way of building their process management skills. This Helping Managers Improve Performance Learning Circle is about balancing the scales and treating the efficacy of work processes as the natural counterpart to excellent people management. With some thoughtful attention to the way our processes are constructed and some well-placed preventative and contingent measures, all of us, with the help of our teams, can thoughtfully manage processes and improve team performance.

During this series of six one-hour interactive performance improvement sessions, we will learn together Tools to Engage, Empower, and Improve Performance.
<ol>
 	<li>People Performance | Process Management Skills Basics</li>
 	<li>Interrogate Reality | How do you get to the ground truth of an issue?</li>
 	<li>Conduct a Rapid Systems Analysis</li>
 	<li>Knowing the Current Situation | Modified SWOT Analysis</li>
 	<li>Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit</li>
 	<li>Achieve Sustainable Results | Define Leading Indicators and Behaviors</li>
</ol>
This highly interactive series will give you an opportunity to Connect Share &amp; Impact with talent development leaders on Zoom. To help support participants globally, each session in this series will be available twice.

ELE produces this Global Learning Circle: Helping Managers Improve Performance.

Teaching Leaders Process Thinking: Helping Managers Improve Performance

betsy.hagan

Session 4 Focus: Teaching Leaders Process Thinking

Why is it some managers are so good at managing their teams and so good at managing individuals on their teams, yet productivity seems to lag below expectations? The likely suspect … failure to proactively manage work processes. Workplace productivity is the by-product of many factors. The two most important may be people and processes. We often shower managers with resources to build their people management skills yet provide little in the way of building their process management skills. This Helping Managers Improve Performance Learning Circle is about balancing the scales and treating the efficacy of work processes as the natural counterpart to excellent people management. With some thoughtful attention to the way our processes are constructed and some well-placed preventative and contingent measures, all of us, with the help of our teams, can thoughtfully manage processes and improve team performance.

During this series of six one-hour interactive performance improvement sessions, we will learn together Tools to Engage, Empower, and Improve Performance.
<ol>
 	<li>1. People Performance | Process Management Skills Basics</li>
 	<li>2. Interrogate Reality | How do you get to the ground truth of an issue?</li>
 	<li>3. Conduct a Rapid Systems Analysis</li>
 	<li>4. Knowing the Current Situation | Modified SWOT Analysis</li>
 	<li>5. Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit</li>
 	<li>6. Achieve Sustainable Results | Define Leading Indicators and Behaviors</li>
</ol>
This highly interactive series will give you an opportunity to Connect Share &amp; Impact with talent development leaders on Zoom.
To help support participants globally, each session in this series will be available twice.

ELE produces this Global Learning Circle: Helping Managers Improve Performance.

Teaching Leaders Process Thinking: Helping Managers Improve Performance (Asia Pacific)

rahul.deepak

robin.hoke

Global Learning Circle on Human-Centric Performance Improvement
<a href="https://mailchi.mp/learningexecutive/helping-managers-improve-performance">Americas &amp; EMEIA Series Overview Page</a><a href="https://mailchi.mp/learningexecutive/helping-managers-improve-performance-north-america">
</a><a href="https://mailchi.mp/learningexecutive/helping-managers-improve-performance-asia-pacific">Asia-Pacific Series Overview Page</a>

Session 3 Focus: A Shared Search for the Truth About Performance

This session will leverage a creative blend of performance technology tools to support the strategic needs of the organization. The innovative nature of this approach breathes new life into the ‘tried and true’ standards often used. We will also help you see opportunities to move from “Order Taker” to “Difference Maker.”

Some examples we have shaped performance improvement in organizations include:
<ul>
 	<li>Orchestrating a culture shift that is still talked about in leader circles</li>
 	<li>Create a robust organizational strategy in 4 hours</li>
 	<li>Quickly mitigate thinking and action paths of leaders to achieve a measurable PI outcome</li>
 	<li>Generate solid solutions within the organization that will sustain and promote a new healthy culture</li>
</ul>
Why is it some managers are so good at managing their teams and so good at managing individuals on their teams, yet productivity seems to lag below expectations? The likely suspect … failure to proactively manage work processes. Workplace productivity is the by-product of many factors. The two most important may be people and processes. We often shower managers with resources to build their people management skills yet provide little in the way of building their process management skills. This Helping Managers Improve Performance Learning Circle is about balancing the scales and treating the efficacy of work processes as the natural counterpart to excellent people management. With some thoughtful attention to the way our processes are constructed and some well-placed preventative and contingent measures, all of us, with the help of our teams, can thoughtfully manage processes and improve team performance.

During this series of six one-hour interactive performance improvement sessions, we will learn together Tools to Engage, Empower, and Improve Performance.
<ol>
 	<li>People Performance | Process Management Skills Basics</li>
 	<li>Interrogate Reality | How do you get to the ground truth of an issue?</li>
 	<li>Conduct a Rapid Systems Analysis</li>
 	<li>Knowing the Current Situation | Modified SWOT Analysis</li>
 	<li>Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit</li>
 	<li>Achieve Sustainable Results | Define Leading Indicators and Behaviors</li>
</ol>
This highly interactive series will give you an opportunity to Connect Share &amp; Impact with talent development leaders on Zoom. To help support participants globally, each session in this series will be available twice.

ELE produces this Global Learning Circle: Helping Managers Improve Performance.

Truth About Performance: Helping Managers Improve Performance

Global Learning Circle on Human-Centric Performance Improvement
<a href="https://mailchi.mp/learningexecutive/helping-managers-improve-performance-asia-pacific">Asia-Pacific Series Overview Page</a>
<a href="https://mailchi.mp/learningexecutive/helping-managers-improve-performance">Americas &amp; EMEIA Series Overview Page</a>
Session 3 Focus: A Shared Search for the Truth About Performance

This session will leverage a creative blend of performance technology tools to support the strategic needs of the organization. The innovative nature of this approach breathes new life into the ‘tried and true’ standards often used. We will also help you see opportunities to move from “Order Taker” to “Difference Maker.”

Some examples we have shaped performance improvement in organizations include:
<ul>
 	<li>Orchestrating a culture shift that is still talked about in leader circles</li>
 	<li>Create a robust organizational strategy in 4 hours</li>
 	<li>Quickly mitigate thinking and action paths of leaders to achieve a measurable PI outcome</li>
 	<li>Generate solid solutions within the organization that will sustain and promote a new healthy culture</li>
</ul>
Why is it some managers are so good at managing their teams and so good at managing individuals on their teams, yet productivity seems to lag below expectations? The likely suspect … failure to proactively manage work processes. Workplace productivity is the by-product of many factors. The two most important may be people and processes. We often shower managers with resources to build their people management skills yet provide little in the way of building their process management skills. This Helping Managers Improve Performance Learning Circle is about balancing the scales and treating the efficacy of work processes as the natural counterpart to excellent people management. With some thoughtful attention to the way our processes are constructed and some well-placed preventative and contingent measures, all of us, with the help of our teams, can thoughtfully manage processes and improve team performance.

During this series of six one-hour interactive performance improvement sessions, we will learn together Tools to Engage, Empower, and Improve Performance.
<ol>
 	<li>People Performance | Process Management Skills Basics</li>
 	<li>Interrogate Reality | How do you get to the ground truth of an issue?</li>
 	<li>Conduct a Rapid Systems Analysis</li>
 	<li>Knowing the Current Situation | Modified SWOT Analysis</li>
 	<li>Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit</li>
 	<li>Achieve Sustainable Results | Define Leading Indicators and Behaviors</li>
</ol>
This highly interactive series will give you an opportunity to Connect Share &amp; Impact with talent development leaders on Zoom.
To help support participants globally, each session in this series will be available twice.

ELE produces this Global Learning Circle: Helping Managers Improve Performance.

Truth About Performance: Helping Managers Improve Performance (Asia Pacific)

ranya.verson

Session Focus: How HR Leaders can take advantage of reinventing talent development now that COVID-19 has changed the workplace.

In this 90-minute Culture Shaping Learning Circle, ELE will facilitate a discussion around how Covid-19 has become the ultimate Work Culture Disruptor and how businesses can take advantage of reinventing themselves or restoring valuable practices.

? Middle-Manager Mindset: Change can get tangled in this space quite often. How can we create a space for Middle-Manage to be a change champion?

? Remote Engagement: Ideas for Collaborative Tools --where are the virtual whiteboards and sticky notes? How does your business leverage collaborative tools - for free and for a fee?

? Work Backwards: Some companies begin or are at the "Y" stage. How do we encourage them to get back to "X"?

? Permanent Shift: Return to workspaces or remaining remote will offer us another chance to do things unique and different. What will you tidy up, discard and what sparks joy that you will keep as a permanent practice (#MarieKondo).

<center><iframe src="https://www.youtube.com/embed/JT9Jj4oZdiQ" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>This Learning Circle – Culture Shaping is produced by Executive Learning Exchange.

Team Leaders

kacie.walters

Global Learning Circle on Human-Centric Performance Improvement
<a href="https://mailchi.mp/learningexecutive/helping-managers-improve-performance-asia-pacific">Asia-Pacific Series Overview Page</a><a href="https://mailchi.mp/learningexecutive/helping-managers-improve-performance-asia-pacific">
</a><a href="https://mailchi.mp/learningexecutive/helping-managers-improve-performance">Americas &amp; EMEIA Series Overview Page</a>

Session 2 Focus: Designing Performance Innovations with your Team

Why is it some managers are so good at managing their teams and so good at managing individuals on their teams, yet productivity seems to lag below expectations? The likely suspect … failure to proactively manage work processes. Workplace productivity is the by-product of many factors. The two most important may be people and processes. We often shower managers with resources to build their people management skills yet provide little in the way of building their process management skills. This Helping Managers Improve Performance Learning Circle is about balancing the scales and treating the efficacy of work processes as the natural counterpart to excellent people management. With some thoughtful attention to the way our processes are constructed and some well-placed preventative and contingent measures, all of us, with the help of our teams, can thoughtfully manage processes and improve team performance.

During this series of six one-hour interactive performance improvement sessions, we will learn together Tools to Engage, Empower, and Improve Performance.
<ol>
 	<li>People Performance | Process Management Skills Basics</li>
 	<li>Interrogate Reality | How do you get to the ground truth of an issue?</li>
 	<li>Conduct a Rapid Systems Analysis</li>
 	<li>Knowing the Current Situation | Modified SWOT Analysis</li>
 	<li>Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit</li>
 	<li>Achieve Sustainable Results | Define Leading Indicators and Behaviors</li>
</ol>
This highly interactive series will give you an opportunity to Connect Share &amp; Impact with talent development leaders on Zoom.
To help support participants globally, each session in this series will be available twice.

ELE produces this Global Learning Circle: Helping Managers Improve Performance.

Designing Team Performance Innovations: Helping Managers Improve Performance 2

brian.watkins

nancy.pagel

laura.schart

lynn.yazbec

Designing Team Performance Innovations: Helping Managers Improve Performance (Asia Pacific) 2

Session Focus: Building trust and creating an intimate environment to help remote leaders grow

Experience a powerful technique to build trust quickly between people virtually.

Trust and connection among peers in a leadership development program are critical to success. Developing connection in a virtual program poses challenges we can all relate to and requires different strategies.

We'll use Zoom Breakouts for a fun interactive activity and small-group roundtable discussions about the keys to remote leadership development success.

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.
The ELE community invites you to join us at...
Virtual Happy Hour Meetup
from 5:30 - 6:30 p.m. (Central Time) | Grab your favorite “quarantini” &amp; Zoom in
To share &amp; learn with your peer-group with no formal agenda.

<center><iframe src="https://www.youtube.com/embed/wtNOq1Bwtt4" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&nbsp;

<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>
ELE hosts this virtual happy hour meetup every other Monday on Zoom.

rebecca.johnson

Global Learning Circle on Human-Centric Performance Improvement
<a href="https://mailchi.mp/learningexecutive/helping-managers-improve-performance-north-america">Americas &amp; EMEIA Series Overview Page</a>

Session 1 Focus: What is Performance Improvement and why is it important?

Why is it some managers are so good at managing their teams and so good at managing individuals on their teams, yet productivity seems to lag below expectations? The likely suspect … failure to proactively manage work processes. Workplace productivity is the by-product of many factors. The two most important may be people and processes. We often shower managers with resources to build their people management skills yet provide little in the way of building their process management skills. This Helping Managers Improve Performance Learning Circle is about balancing the scales and treating the efficacy of work processes as the natural counterpart to excellent people management. With some thoughtful attention to the way our processes are constructed and some well-placed preventative and contingent measures, all of us, with the help of our teams, can thoughtfully manage processes and improve team performance.

During this series of six one-hour interactive performance improvement sessions, we will learn together Tools to Engage, Empower, and Improve Performance.
<ol>
 	<li>People Performance | Process Management Skills Basics</li>
 	<li>Interrogate Reality | How do you get to the ground truth of an issue?</li>
 	<li>Conduct a Rapid Systems Analysis</li>
 	<li>Knowing the Current Situation | Modified SWOT Analysis</li>
 	<li>Rapidly Define Performance Improvement Solutions that are Low-effort and High-benefit</li>
 	<li>Achieve Sustainable Results | Define Leading Indicators and Behaviors</li>
</ol>
This highly interactive series will give you an opportunity to Connect Share &amp; Impact with ELE on Zoom. To help support participants globally, each session in this series will be available twice.

ELE produces this Helping Managers Improve Performance Learning Circle.

Balancing People and Process: Helping Managers Improve Performance 1

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