ELE Group, LLC

Rothy's

This live discussion provided a necessary strategic pause—reframing 2025, a year when AI acceleration outpaced governance and skills into a clear, action-oriented agenda for 2026, shaped by some of the brightest minds in talent leadership.
The session, which focused on turning 2025's lessons into 2026's impact, moved beyond a simple recap to identify the structural gaps holding organizations back: unclear roles, inconsistent manager readiness, and a lack of skills and governance to match the speed of AI experimentation.

<h6 data-path-to-node="2">The Core Narrative: Addressing Structural Crisis and Strategic Mandate</h6>
The key insight is that AI has exposed profound flaws in organizational design, making the chief priority for 2026 a fundamental overhaul of how we define and manage work itself.

<blockquote data-path-to-node="3,0,1">
"Work is evolving faster than roles, causing heartburn around antiquated job structures." -- <a href="https://www.ele.llc/members/megan-bickle" target="_blank" rel="noopener">Megan Bickle</a>, Rothy's
</blockquote>
This structural crisis demands that the talent function lead the charge in strategic redesign—not as a support function, but as the architect of how work, skills, and AI come together.

<h6 data-path-to-node="6">Key Takeaways for Senior Talent &amp; Learning Leaders:</h6>
<ul data-path-to-node="7">
 	<li>
The Structural Work/Role Disconnect is the New Crisis: Work is evolving faster than job architecture, creating real tension around compensation, accountability, and career paths.
</li>
 	<li>
Operational AI Exposes Manager Readiness as the #1 Governance Gap: As AI moves into daily work, inconsistent manager capability—not technology—has become the primary bottleneck.
</li>
 	<li>
L&amp;D's Identity Must Pivot to 'Designer of the Blended Workflow: The talent function must intentionally design how human judgment and AI systems integrate—moving people up the value chain by design, not accident.
</li>
 	<li>
The Future of Work is a Mental Health Design Challenge: The focus is shifting from reactive wellness programs to proactively redesigning work in ways that protect psychological well-being.
</li>
</ul>

<hr data-path-to-node="8" />

<h6 data-path-to-node="9">The Strategic Mandate: Linking AI to Business Value</h6>
The ultimate goal for 2026 is harnessing AI to maximize competitive advantage. That requires moving past technological enthusiasm to disciplined, strategic deployment. As Chris Dunford emphasized, this is the constraint talent leaders must enforce:

<blockquote data-path-to-node="3,0,1">
"Don't just follow the tech for the tech's sake; it must be linked to a business need." -- <a href="https://www.ele.llc/members/chris-dunford" target="_blank" rel="noopener">Chris Dunford</a>, Aon
</blockquote>
This quote serves as the central mandate for any new AI-driven capability investment.
When that constraint is applied, the value proposition becomes clear. 
As <a style="font-size: 16px; background-color: #ffffff;" href="https://www.ele.llc/members/matt-donovan" target="_blank" rel="noopener">Matt </a><a href="https://www.ele.llc/members/matt-donovan" target="_blank" rel="noopener">Donovan </a>reinforced, this is the outcome talent leaders should design for:

<blockquote data-path-to-node="3,0,1">
"AI takes on tasks to enable humans to move up the value chain."
</blockquote>
This is not a philosophy—it’s the benchmark against which every AI-enabled role redesign, learning investment, and manager capability should be measured.


<hr data-path-to-node="15" />
Practical Actions for 2026 Strategic Planning (Where to Start)
To generate the necessary Talent Development Intelligence and address these strategic and human gaps, talent and learning leaders can start with the following actions:

<ol start="1" data-path-to-node="18">
 	<li>
Launch a Cross-Functional "Deconstruction of Work" Sprint: Start by deconstructing 3–5 mission-critical roles. Map which tasks are best handled by AI versus high-value human judgment to inform Q1 job architecture and skill redesign.
</li>
 	<li>
Measure Manager Readiness for AI Governance (Not Just Usage):  Assess managers on their ability to govern, embed, and coach responsible AI use—not just whether tools are adopted.
</li>
 	<li>
Reallocate L&amp;D Resources to the "Three C's": Use AI to clarify role expectations, co-curate third-party content, and customize individual learning journeys—embedding learning directly into the workflow.
</li>
</ol>
These actions shift talent teams from reacting to AI disruption to intentionally redesigning how work actually gets done.
ELE Outlook for 2026: Why Incremental Change Isn’t Enough for How Work Gets Done
As ELE heads into 2026, one signal is already clear: incremental improvements won’t keep pace with the human, structural, and leadership challenges created by AI at scale.  The mandate for talent and learning leaders is to shape how work evolves—clarifying job architecture, building practical manager capability for AI governance, and ensuring every technology investment is explicitly tied to business value. By focusing on these priorities, talent and learning leaders can turn the disruption of 2025 into a scalable impact in the year ahead.

2025 in Review, 2026 in Focus: Defining Talent Priorities for the AI Workforce

future of work

Strategy

Future of Work

Digital &amp; AI

dirk.tussing

tracey.wik

upskilling

azizeh.constantinescu

talent development

talent management

learning &amp; development

matt.donovan

Talent Strategy

marsha.love-morrow

employee experience

reskilling

workforce planning

matt.sernaker

megan.bickle

HR transformation

HR leadership

Business Alignment

sara.fitzgerald

AI &amp; Workforce

angelica.janina.stilling

4Q2025

cindy.pinkstaffmiller

L&amp;D strategy

organizational design

terresa.bubbers

ali.glaser

sam.amelio

AI governance

2026 planning

chris.dunford

dustin.brewer

manager readiness

job architecture

executive learning

2026 priorities

Abbott

For senior HR and L&amp;D leaders, the greatest challenge isn't implementing change, but managing the cumulative human exhaustion from constant change. As Jennifer Rainey, IT Change Management Leader at Abbott, emphasized, "Change is no longer an event. It's the environment we live in."

This session delivered a powerful, practical case study on how Abbott IT successfully navigated large-scale transformations by embedding human-centered methodologies—shifting focus from process compliance to people adoption and empowerment.
<h3>Key Takeaways for Talent and L&amp;D Leaders:</h3>
<ul>
 	<li>The Power of Behavioral Economics: Attendees learned how to leverage behavioral science to identify the specific human barriers to adoption (e.g., status quo bias, loss aversion) and design targeted interventions that move people from passive resistance to active acceptance.</li>
 	<li>The Three Pillars of Change Success: The session detailed Abbott's successful framework for managing concurrent change waves, focusing on:
<ol start="1">
 	<li>Sponsorship Alignment: Ensuring senior leaders don't just approve change but actively model the new behaviors.</li>
 	<li>Stakeholder Empathy: Using deep listening and feedback loops to tailor communications and training, rather than delivering generic mandates.</li>
 	<li>Adoption Measurement: Moving beyond system completion rates to measure the quality of skill application and the true adoption of new ways of working.</li>
</ol>
</li>
 	<li>Building the Muscle of Adaptability: The core insight was that the goal is not just to survive the current change, but to build organizational adaptability as a core, measurable capability—preparing the workforce to innovate and adapt continuously.</li>
</ul>
This post-session review provides the blueprint for leaders to replace generic change models with a human-centric approach that secures adoption, reduces employee burnout, and ensures strategic IT investments deliver on their business value.

Innovate and Adapt | A Human-Centered Approach to Managing and Leading Change in Abbott IT

leadership

Leadership

Change Management

leadership development

Learning Agility

psychological safety

organizational change

emmployee engagement

CHIE2025

jennifer.rainey

future skills

adaptability

Change Readiness

hybrid work

adaptive leadership

innovation culture

Coaching Culture

human-centered design

Innovate and Adapt

Leading Change

Navigating Change

wellbeing at work

empathy mapping

The workforce is changing fast—with an estimated 78 million new jobs expected globally by 2030, widening skill gaps, and the rise of AI as a “cognitive industrial revolution.” In this environment, adaptability isn’t optional; it’s the core of how we work.

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This video discussion provided a powerful reminder: in a world accelerating with AI, change, and complexity, adaptability starts—and ends—with people.

<blockquote data-start="738" data-end="873">
“Even in the age of AI, we’re human beings at heart—and our work must always be human-focused.” — <a href="https://www.ele.llc/members/jennifer-rainey" target="_blank" rel="noopener">Jennifer Rainey</a>, Abbott
</blockquote>
Jennifer challenged us to rethink empathy not as sentiment, but as a strategic tool for leading transformation. When teams feel seen and supported, agility follows naturally.
From redefining inclusion to designing AI-enabled learning that stays human-centered, participants explored how connection and adaptability go hand in hand. This conversation offered practical, human-centered strategies for building future-ready talent systems—where empathy fuels innovation, belonging drives performance, and AI enhances (not replaces) human judgment.


<hr data-start="1435" data-end="1438" />

<h3 data-start="1440" data-end="1462">🔑 Key Takeaways</h3>
<ul data-start="1463" data-end="2013">
 	<li data-start="1463" data-end="1571">
Empathy drives performance. It’s the foundation for psychological safety, inclusion, and innovation.
</li>
 	<li data-start="1572" data-end="1683">
AI should amplify, not replace. Use it to personalize learning, surface insights, and scale capability.
</li>
 	<li data-start="1684" data-end="1793">
Connection is a KPI. Loneliness and isolation are now measurable business risks in hybrid workplaces.
</li>
 	<li data-start="1794" data-end="1894">
Agility defines success. Build just-in-time learning labs and iterate like product teams do.
</li>
 	<li data-start="1895" data-end="2013">
Inclusion must evolve. Extend belonging to neurodivergent employees, caregivers, and all who work differently.
</li>
 	<li style="text-align: left;">Transforming culture starts with being human. <a href="https://www.ele.llc/members/azizeh-constantinescu" target="_blank" rel="noopener">Azizeh Elias Constantinescu</a> expands on this in her latest book, which shows how servant leadership and empathy can heal toxic cultures and help people—and performance—flourish.
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2025/10/Becoming-a-Human-Organization-book.jpg" alt="" /></li>
</ul>
<a href="https://www.ele.llc/members/bookshelf/becoming-a-human-organization-transforming-work-touching-lives" target="_blank" rel="noopener">Becoming a Human Organization: Transforming Work, Touching Lives</a>


<hr data-start="2015" data-end="2018" />

<h3 data-start="2020" data-end="2046">🚀 Practical Actions</h3>
<ul data-start="2047" data-end="2589">
 	<li data-start="2047" data-end="2158">
Integrate empathy mapping into change and learning design to see programs through your employees’ eyes.
</li>
 	<li data-start="2159" data-end="2250">
Equip managers as connection multipliers who create psychological safety and trust.
</li>
 	<li data-start="2251" data-end="2360">
Use AI tools like Copilot or NotebookLM to automate administrative tasks and personalize development.
</li>
 	<li data-start="2361" data-end="2470">
Redesign “return-to-office” strategies around purposeful moments that matter, not attendance metrics.
</li>
 	<li data-start="2471" data-end="2589">
Launch bite-sized learning labs to close emerging skills gaps quickly and keep capability building continuous.
</li>
</ul>

<hr data-start="2591" data-end="2594" />
In an era when technology moves faster than people can adapt, empathy becomes a competitive advantage. Jennifer’s words still resonate: empathy isn’t soft—it’s strategic.
Join the ongoing conversation in the <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">ELE Idea Exchange</a> as we explore how empathy, AI, and adaptability are reshaping talent development.

</div>
</div>
</div>
</div>
</div>
</div>

Innovate and Adapt: Reimagining Talent Development for a Changing Workforce

edward.desrosiers

marty.murrillo

diana.anderson

erin.joslin

tonja.sasser-bonds

laura.ruff

The Regis Company

👂Listen to an NPR-like Podcast generated by Google's Notebook LM for this live discussion:

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<blockquote>"A CHRO told me, ‘I don’t care about completion rates—I care if my sales team closes more deals. L&amp;D must speak the language of revenue and risk.’" -- <a href="https://www.ele.llc/members/holly-hamann" target="_blank" rel="noopener">Holly Hamann</a>, The Regis Company.</blockquote>
That blunt reminder set the tone: talent development metrics only matter if they connect to business outcomes.
As Laura reinforced:
<blockquote>"Even the best skills program fails if we can’t show impact tied to business outcomes." -- <a href="https://www.ele.llc/members/laura-sandera" target="_blank" rel="noopener">Laura Sandera</a>, Acrisure.</blockquote>
This robust  discussion underscored that talent development is at a crossroads: organizations invest heavily in skills initiatives, but without validation, most struggle to prove real business impact. Presenters argued that the shift from activity-based measurement (completions, satisfaction scores) to practice-based validation (decision quality, adaptability under pressure, business outcomes) is critical.

<h3>🎭 Fun but Powerful Analogy</h3>
To drive the message home, Holly mapped common L&amp;D stakeholder personas to Sesame Street characters — showing how our measurement blind spots often look a lot like familiar Muppets:
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/Cookie-Monster.jpg" alt="" width="40" height="40" />  Cookie Monster → Obsessed with just one thing (completions).
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/Elmo.jpg" alt="" width="40" height="40" />  Elmo → One-size-fits-all, siloed perspective.
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/Yip-Yips.jpg" alt="" width="40" height="40" />  Yip Yips → Confused and disconnected from reality.
<img class="" src=" https://wp.ele.llc/wp-content/uploads/2025/08/Oscar-the-Grouch.jpg" alt="" width="40" height="40" />  Oscar the Grouch → Cynical resistance to change.
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/Ernie.jpg" alt="" width="40" height="40" />  Ernie → Needs to be reminded over and over (skills decay).
<img class="" src="https://wp.ele.llc/wp-content/uploads/2025/08/The-Count.jpg" alt="" width="40" height="40" />  The Count → Counting activity, not impact.
<h3>Why It Matters</h3>
This discussion underscored a critical shift: validation is the bridge between learning and business outcomes. When we prove impact in the language of the C-suite—revenue, risk, customer results—talent development earns a strategic seat at the table.

This conversation challenged us to rethink how we measure skills development. Are we reporting activity that comforts L&amp;D—or evidence that convinces CFOs and CEOs?

👉 This framing made it instantly clear: the barriers we face in measurement are universal — but so are the opportunities to fix them.

<hr data-start="1226" data-end="1229" />

<h2 data-start="1231" data-end="1283">🔑 Key Takeaways for Talent Development Leaders</h2>
<ol data-start="1285" data-end="2125">
 	<li data-start="1285" data-end="1468">
Shift from activity to impact. Completion rates and satisfaction surveys don’t prove competence. Instead, measure behaviors, decision quality, and application under pressure.
</li>
 	<li data-start="1469" data-end="1616">
Validate skills continuously. One-time assessments miss the mark. Ongoing practice and measurement prevent decay and track real readiness.
</li>
 	<li data-start="1617" data-end="1764">
Integrate into enterprise data. If L&amp;D metrics aren’t connected to BI dashboards and financial KPIs, they won’t influence decision-makers.
</li>
 	<li data-start="1765" data-end="1944">
Use practice-based simulations. Safe, realistic environments reveal how leaders make decisions, handle trade-offs, and adapt—creating data that links learning to results.
</li>
 	<li data-start="1945" data-end="2125">
Reposition L&amp;D as a business driver. With validated data tied to revenue, risk, or customer outcomes, learning teams move from “cost centers” to trusted business partners.
</li>
</ol>

<hr data-start="2127" data-end="2130" />

<h2 data-start="2132" data-end="2173">✅ Practical Actions You Can Take Now</h2>
<ol data-start="2175" data-end="2848">
 	<li data-start="2175" data-end="2328">
Redesign dashboards by role – Give learners feedback on gaps, facilitators coaching insights, and executives ROI stories from the same data set.
</li>
 	<li data-start="2329" data-end="2457">
Integrate with enterprise BI – Connect L&amp;D metrics into enterprise dashboards so they “count” in CEO/CFO conversations.
</li>
 	<li data-start="2458" data-end="2599">
Embed skill practice into learning strategy – Move beyond knowledge checks; use simulations that measure application under pressure.
</li>
 	<li data-start="2600" data-end="2733">
Pilot with power skills – Focus first on adaptability, problem-solving, and collaboration where business impact is clearest.
</li>
 	<li data-start="2734" data-end="2848">
Automate continuous validation – Trigger refreshers and track proficiency over time to sustain readiness.
</li>
</ol>

<hr data-start="2850" data-end="2853" />
This is the pivot senior talent development leaders must embrace: stop counting courses and start validating capabilities that drive the business forward. When our data speaks the language of the C-suite, L&amp;D doesn’t just support strategy—it shapes it.

Measuring Skills Development: How Talent Data Validates Business Impact

Analytics

anton.maletich

colin.hahn

power skills

tamika.pumphrey

business impact

continuous learning

learning and development

learning data

learning analytics

Strategic HR

maggie.lowenberg

business strategy

Data-Driven L&amp;D

nicole.defalco

3Q2025

laura.sandera

talent insights

C-suite communication

executive presence

learning metrics

deepa.kartha

talent development strategy

talent intelligence

holly.hamann

sheri.weaver

skills validation

business impact of learning

skills measurement

enterprise data strategy

practice-based learning

learning simulations

ROI of learning

Human Synergistics

This live discussion provided a compelling, data-driven look at how talent leaders can use assessments and behavioral analytics can drive agile
mindsets and support enterprise transformation.

<blockquote data-start="429" data-end="539">
“We weren’t just changing behaviors—we were holding people accountable to them. If you weren’t going to model the new culture, you might not stay.” -- <a href="https://www.ele.llc/members/angie-zeigler" target="_blank" rel="noopener">Angie Zeigler</a>
</blockquote>
That one quote captured the clarity—and courage—required to shift culture from aspiration to reality. But it was also reinforced by the bigger picture:

<blockquote data-start="429" data-end="539">
“Engagement is just one of the many outcomes of culture—alongside productivity, quality, and intention to stay.” -- <a href="https://www.ele.llc/members/cathleen-cooke" target="_blank" rel="noopener">Cathleen Cooke</a>, Human Synergistics
</blockquote>
Her point is a critical reminder: engagement surveys alone don’t give you the full picture. To build a truly high-performing culture, talent leaders must look deeper—at the underlying norms, expectations, and systems shaping behavior. That’s where tools like the Organizational Cultural Inventory® (Human Synergistics’ OCI) come in, helping leaders measure and diagnose where to focus their efforts to make the biggest positive impact on your culture.


<hr data-start="1218" data-end="1221" />
🔑 Key Takeaways for Talent Development Leaders

<ol data-start="1277" data-end="1943">
 	<li data-start="1277" data-end="1384">
Culture is measurable. Tools like Human Synergistics’ Organizational Cultural Inventory (OCI)
make the invisible visible, enabling targeted interventions.
</li>
 	<li data-start="1385" data-end="1505">
Start at the top. Culture won’t shift unless your senior leaders model and are held accountable for the change.
</li>
 	<li data-start="1506" data-end="1650">
Values ≠ behaviors (unless you operationalize them). Define behaviors clearly and embed them into hiring, development, and performance.
</li>
 	<li data-start="1651" data-end="1784">
Don't stop at engagement. Culture influences everything from turnover to profitability—so build your case with broader data.
</li>
 	<li data-start="1785" data-end="1943">
Sustained change needs many levers. One program won't fix culture. Think systemically: programs, processes, and accountability structures all matter.
</li>
</ol>

<hr data-start="1945" data-end="1948" />
🎯 Practical Actions You Can Take

<ul data-start="1990" data-end="2407">
 	<li data-start="1990" data-end="2077">
Conduct an OCI or similar assessment to compare your ideal vs. current culture.
</li>
 	<li data-start="2078" data-end="2167">
Launch leadership development programs tied directly to the cultural gaps identified.
</li>
 	<li data-start="2168" data-end="2253">
Review your performance management process—does it reward the behaviors you want?
</li>
 	<li data-start="2254" data-end="2330">
Audit hiring and onboarding practices to align with your target culture.
</li>
 	<li data-start="2331" data-end="2407">
Track progress and share stories of change to build momentum and belief.
</li>
</ul>
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📈 Companies with thriving cultures grew 682% in revenue over 11 years. Not because of a one-time initiative—but because they measured, aligned, and sustained their culture work. For talent leaders, this is the opportunity—and the challenge: to become the architects of environments where people thrive and performance follows. Culture change isn’t a project. It’s a leadership discipline.

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Culture Change by Design: Using Data to Build Change-Ready Teams

Engagement &amp; Culture

angie.zeigler

performance management

Culture Change

employee engagement

agile mindset

guillermo.gutierrez

data driven talent

organizational development

tamora.martin

peter.hogaboam

talent assessment

HR Strategy

rachel.kaberon

HR Analytics

owen.burns

behavioral analytics

cathleen.cooke

people-first leadership

organizational culture inventory

accountability in leadership

culture diagnostics

change-ready teams

constructive culture

business impact of culture

This live discussion provided a wake-up call for talent development leaders: to influence the C-suite, it’s not enough to show data — you must show why it matters.
We explored how L&amp;D leaders can transform talent insights into true business intelligence by focusing on one essential principle:

<blockquote data-start="429" data-end="539">
“Define the decision you’re supporting, then show the data that reduces uncertainty so leaders can act.” -- <a href="https://www.ele.llc/members/colin-hahn" target="_blank" rel="noopener">Colin Hahn</a>, FranklinCovey
</blockquote>
Here’s the real challenge — it’s not the communicating that’s hard; it’s knowing what to gather, why it matters, and how it ties to business outcomes.
Instead of reporting training hours, flip the script: ✅ What risk are we reducing? ✅ What opportunity are we unlocking? ✅ How does this help the business win?
Five takeaways to spark your next conversation with executives:
🔹 Frame talent metrics as business outcomes. Speak the C-suite’s language: revenue, risk, cost, speed, and competitive edge. 🔹 Use rising external reporting as leverage. Public companies will soon report talent risks and strengths to shareholders — get ahead by shaping the internal story now. 🔹 Playbook available — leverage ISO 30414. Use global standards to boost credibility and translate talent insights into business terms. 🔹 Focus on outcomes, not activities. Shift from counting programs to showing measurable results executives care about. 🔹 Position talent risks as business risks — and advantages. Show how skill gaps, leadership pipelines, or engagement directly affect strategy and market position.
Practical next moves for talent leaders: ✨ Audit your reporting: are you showing impact or activity? ✨ Build a one-page human capital statement that speaks their language. ✨ Find your executive champions. ✨ Map the skills that future-proof your business. ✨ Socialize early — shape the narrative before the big meeting.
Here’s the unlock: When talent leaders shift from reporting to advising — from showing numbers to reducing uncertainty — they become indispensable partners at the table.

Talent Data = Business Strategy: Speaking the Language of the C-Suite

talent risk

jane.shlaes

talent acquisition

eduardo.burgos

yolanda.mangram

HR leaders

lauren.marder

data storytelling

HR Data Analytics

Workforce Transformation

emily.decker-bess

sheryl.smikle

phyllis.king

Executive Influence

adam.walleser

HR business strategy

HR talent management

HR data

holly.r.pyatt

human capital reporting

L&amp;D metrics

business outcomes

insightsoftware

Froedtert ThedaCare Health

This session provided a sharp reality check for leaders navigating constant change.

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If you're leading through swirling priorities, burned-out teams, or restructuring fatigue—pause here.

✅ Kicked Off with New Latest Book Drop on the ELE Bookshelf
<a href="https://www.ele.llc/members/diana-anderson">Diana Anderson</a>, opened the session by sharing a recent addition to her ELE Bookshelf:
<a href="https://www.ele.llc/members/bookshelf/the-problem-with-change-and-the-essential-nature-of-human-performance" target="_blank" rel="noopener">The Problem With Change and the Essential Nature of Human Performance</a> by Ashley Goodall.

She highlighted how the book challenges the overuse of “change” as strategy—and instead offers practical tools to help leaders create clarity, stability, and human-centered focus during disruption.

✅ <a href="https://www.ele.llc/members/janice-simmons" target="_blank" rel="noopener">Janice Simmons</a> (Froedtert ThedaCare Health) followed with a myth-busting lens on leadership during transition:
<blockquote data-start="562" data-end="716">
“Leaders need to protect what matters—by pausing, stopping, or pushing back on the work that’s draining focus and energy from what truly drives change.”
</blockquote>
Her call to action? Stop managing the chaos—start shielding your people from it. Think like an organizational antibody: remove distractions, protect priorities, and give your teams space to perform.

✅ <a href="https://www.ele.llc/members/laura-jones" target="_blank" rel="noopener">Laura Jones</a> (insightsoftware) brought those insights to life with a real-world case study from the Orbitz–Expedia merger.
<blockquote data-start="961" data-end="1075">
“Employees just want to be heard—and giving them clarity and space is what helps them feel safe enough to stay.”
</blockquote>
During a 9-month DOJ “quiet period,” her team leaned into trust and development. With unscripted Q&amp;As, strengths-based work, and personal brand coaching, they retained 89% of employees—without directives from the acquiring company.

<hr />

✅ We Wrapped Up with Highlights from Breakout Groups
<ul>
 	<li><a href="https://www.ele.llc/members/colin-hahn" target="_blank" rel="noopener">Colin Hahn</a> underscored the value of small wins and inclusive momentum.</li>
 	<li><a href="https://www.ele.llc/members/jane-shlaes" target="_blank" rel="noopener">Jane Shlaes</a> reframed leadership as a trust-building act, not a control exercise.</li>
 	<li><a href="https://www.ele.llc/members/rhonda-sharp" target="_blank" rel="noopener">Rhonda Sharp</a> showed how change champions drive alignment from strategy to action.</li>
 	<li><a href="https://www.ele.llc/members/adam-walleser" target="_blank" rel="noopener">Adam Walleser</a> reminded us that trust lives in relationships—not org charts.</li>
</ul>

<hr data-start="1346" data-end="1349" />

<h3 data-start="1351" data-end="1371">🔑 Key Takeaways</h3>
<ol data-start="1373" data-end="1906">
 	<li data-start="1373" data-end="1493">
Stabilizers drive momentum. Progress doesn't come from adding more change—but from protecting space to breathe.
</li>
 	<li data-start="1494" data-end="1607">
Messaging ≠ meaning. Even a compelling mission falls flat if it doesn’t connect to what people do today.
</li>
 	<li data-start="1608" data-end="1706">
More change ≠ more innovation. Creativity needs calm, not a constant swirl of priorities.
</li>
 	<li data-start="1707" data-end="1804">
Org charts don’t drive outcomes. Influence lives in relationships, not boxes on a slide.
</li>
 	<li data-start="1805" data-end="1906">
Visibility builds trust. Showing up as a leader—even with no answers—beats silence every time.
</li>
</ol>

<hr data-start="1908" data-end="1911" />

<h3 data-start="1913" data-end="1937">🛠 Practical Actions</h3>
<ul data-start="1939" data-end="2477">
 	<li data-start="1939" data-end="2032">
Cut the noise. Inventory what’s overwhelming your team—and decide what needs to stop.
</li>
 	<li data-start="2033" data-end="2137">
Block breathing room. Protect time for people to think, reflect, and recover—even during change.
</li>
 	<li data-start="2138" data-end="2238">
Coach visibility over control. Get leaders out of their inboxes and into real conversations.
</li>
 	<li data-start="2239" data-end="2350">
Ask: Who do people trust? Map the informal network—not just the hierarchy—and support those connectors.
</li>
 	<li data-start="2351" data-end="2477">
Start with one “anchor ritual.” Weekly huddles, clarity check-ins, or rumor-busting AMAs can create immediate grounding.
</li>
</ul>

<hr data-start="2479" data-end="2482" />

<h3 data-start="2484" data-end="2499">💡 What if…</h3>
What if your most strategic leadership move this quarter isn’t launching a new initiative—but shutting one down?
What if the key to retention isn’t a vision statement—but the leader who listens without a script?
This session dismantled tired assumptions about change. It asked: who’s protecting focus, not just pushing pace?
If you're rethinking how to lead through uncertainty, maybe it's time to stop managing change—and start defending what matters most.

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CLOSING INVITATION: Are you ready to reshape leadership development in your organization to better manage through change and uncertainty? Share with us on the <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">ELE Idea Exchange</a>.

<a href="https://www.ele.llc/members/bookshelf/the-problem-with-change-and-the-essential-nature-of-human-performance"><img class="aligncenter wp-image-43208" src="https://wp.ele.llc/wp-content/uploads/2024/10/Problem-With-Change-Goodall.jpg" alt="" width="167" height="259" /></a>

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Leadership in Transition: Busting Myths, Building Stability

laura.jones

janice.simmons

employee retention

HR strategies

change leadership

organizational learning

team communication

knowledge sharing

teaming techniques

2Q2025

rhonda.sharp

L&amp;D leadership

organizational clarity

leadership visibility

change fatigue

workplace trust

mission alignment

M&amp;A integration

chaitali.kothari

Ziel Leadership

West Bend Insurance

Session Focus: Strategies Talent Leaders Can Use to Navigate the Challenges of the AI-Enhanced Workplace.

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This interactive roundtable provided a candid, grounded discussion on how AI is reshaping workplace learning and leadership development—with new opportunities and new risks.
As AI tools move rapidly into coaching, feedback, and employee wellbeing, senior HR leaders face a challenge: how to scale learning in ways that deepen—not flatten—human leadership capacity.

<blockquote>
“AI should build human capacity—not become a learning crutch.” — <a href="https://www.ele.llc/members/missy-gonzales" target="_blank" rel="noopener">Michelle Gonzales</a>, West Bend Insurance.
</blockquote>
This was one of the key insights from our recent ELE peer discussion on thriving in the AI era—an open conversation on where AI is helping, where it’s creating new risks, and where HR leaders must set clear guardrails.


<hr data-start="916" data-end="919" />

<h3 data-start="921" data-end="938">Key Takeaways</h3>
<ul>
 	<li data-start="940" data-end="1129">L&amp;D must lead enterprise AI readiness L&amp;D plays a pivotal role in building organizational AI fluency and ethics awareness—equipping employees to use AI critically and responsibly.</li>
 	<li data-start="1131" data-end="1392">AI can scale learning—but not replace human interaction AI enables judgment-free practice (e.g. 360 feedback, sales coaching), but can create an illusion of safety that lacks the accountability and emotional nuance required for real leadership growth.</li>
 	<li>Data ethics and transparency are non-negotiable Employees must know exactly how their AI data is used. Without transparency, trust will erode.</li>
</ul>
<blockquote>
“Trust depends on transparency. Employees must know exactly how their AI data is used—or we risk losing trust altogether.” — <a href="https://www.ele.llc/members/deepa-kartha" target="_blank" rel="noopener">Deepa Kartha</a>.
</blockquote>
<ul>
 	<li data-pm-slice="1 1 ">AI should enhance—not diminish—human leadership capacity
AI can automate routine feedback and scale coaching, freeing humans to focus on complex judgment, empathy, and innovation. HR must design AI use that strengthens—not undermines—these capabilities.</li>
</ul>

<hr data-start="1956" data-end="1959" />

<h3 data-start="1961" data-end="2004">Practical Actions for Senior HR Leaders:</h3>
✅ Champion AI literacy: Lead the development of critical AI skills and ethics awareness across your organization.
✅ Set clear data standards: Collaborate with legal and data teams to ensure AI data practices are transparent and trusted.
✅ Design human-centric learning: Use AI to enhance—not replace—leadership capabilities like judgment, empathy, and connection.
✅ Foster critical engagement: Encourage employees to challenge AI outputs, avoiding blind acceptance.
✅ Watch for learning crutches: Regularly evaluate where AI is helping—and where it may be dulling human leadership skills.


<hr data-start="2628" data-end="2631" />
AI is now embedded in how employees learn, reflect, and grow—but it brings new complexity.
HR leaders cannot delegate this responsibility to IT or data teams alone. How we frame, govern, and design AI use in leadership and learning will shape the future of trust, culture, and leadership readiness.
We must ensure that AI supports—not undermines—critical human leadership capabilities: judgment, empathy, courage, and connection.


[caption id="" align="aligncenter" width="613"]<a href="https://hbr.org/2025/04/how-people-are-really-using-gen-ai-in-2025" target="_blank" rel="noopener"><img src="https://wp.ele.llc/wp-content/uploads/2024/10/HBR-2025-Gen-AI-Use-Cases-1st-Wellbeing.jpg" alt="" width="613" height="592" /></a> Source: Infographic from <a href="https://hbr.org/2025/04/how-people-are-really-using-gen-ai-in-2025" target="_blank" rel="noopener">How People Are Really Using Gen AI in 2025 (HBR April, 2025)</a>[/caption]
The question isn’t whether we use AI. The question is: will we use it well? Share with us on ELE <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">Idea Exchange</a>.

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Thriving in the AI Era: Employee Wellbeing, Mental Resilience, and Burnout Prevention

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