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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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Find the peer conversation that moves your work forward.The right exchange builds better leaders, closes capability gaps, and cuts through what internal meetings can't.

Figure out if ELE is for you. Straight answers on what ELE is, who it’s built for, and how contributing members actually work together. Still have a question? Contact us.

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

Real challenges. Real peers. Clear next moves.

This is where people-leaders get sharper.

Want ELE to come to you? Propose a local gathering — the community decides what gets scheduled.

UL Solutions

Burns Bright Consulting

In this 45-minute panel discussion, Jennifer Rainey will moderate a discussion on exploring how belonging fuels engagement, innovation, and wellbeing for the next generation. Through a dynamic conversation we’ll examine how leaders can intentionally design cultures where people flourish—and where leadership itself becomes sustainable.

What if thriving at work came down to two simple shifts—leading with love and living with intention? Drawing inspiration from The Power of Love in Business and All In! The 28-Day Reset, this discussion explores how trust, courage, and compassion create high-performing, resilient teams. Expect to walk away with “Seven to Heaven” principles and small daily resets you can apply immediately to strengthen belonging and wellbeing across your organization.

📚 Related Readings:
<ul>
 	<li><a href="https://www.ele.llc/members/bookshelf/becoming-a-human-organization-transforming-work-touching-lives" target="_blank" rel="noopener noreferrer">Becoming a Human Organization, Transforming Work, Touching Lives | ELE Group</a></li>
 	<li><a href="https://www.ele.llc/members/bookshelf/the-power-of-love-in-business-12-principles-to-help-you-and-your-business-thrive" target="_blank" rel="noopener noreferrer">The Power of Love in Business: 12 Principles to Help You and Your Business Thrive | ELE Group</a></li>
 	<li><a href="https://www.ele.llc/members/bookshelf/all-in-the-28-day-reset" target="_blank" rel="noopener noreferrer">All In! The 28 Day Reset: A Daily Commitment to Being at Your Best | ELE Group</a></li>
</ul>

Becoming a Human Organization | Simple Shifts for Transforming Work and Touching Lives

Engagement &amp; Culture

Leadership

azizeh.constantinescu

employee engagement

psychological safety

belonging

CHIE2025

wellbeing

organizational culture

HR Strategy

leadership principles

Talent Retention

Sustainable Leadership

High Performing Teams

owen.burns

Culture Transformation

ali.glaser

human organization

senior HR leaders

compassionate leadership

intentional design

The Regis Company

The traditional L&amp;D operating model is obsolete. Simply rolling out more content won't solve the capability gaps driven by rapid technological change. In this crucial keynote, Mike Vaughan delivers critical, data-backed research on the irreversible shift from a content-first to a skills-first learning architecture, driven by AI and comprehensive talent data.

Senior leaders will move beyond generalized trends to understand the specific L&amp;D 3.0 framework necessary for enterprise transformation. You will gain actionable insights on:
<ul>
 	<li>The Skills-First Imperative: Why merely having a skills taxonomy isn't enough. Learn how to leverage AI-driven skills data for proactive talent planning, enabling true talent mobility and a responsive learning ecosystem.</li>
 	<li>From Reactive Training to Proactive Capability: Discover how high-performing L&amp;D functions are using data to anticipate skill needs before they become business-critical gaps, moving L&amp;D from a service center to a strategic capability builder.</li>
 	<li>The Power of AI-Enabled Personalization: Review compelling research that validates the exponential increase in learner engagement and performance when AI is used to deliver personalized and relevant career journeys, not just generic training paths.</li>
 	<li>Measuring Business Impact: Focus on the metrics that matter. Understand how to connect skills development directly to key business outcomes (like customer experience and innovation) to finally prove the strategic ROI of your talent investment.</li>
</ul>
This keynote provides the research and the roadmap to future-proof your L&amp;D strategy, positioning it as the indispensable engine of organizational agility and growth.

How AI is Changing L&D: Research | Skills Data

Integrated Talent Management

Digital &amp; AI

talent mobility

Analytics

michael.vaughan

organizational agility

workforce planning

skills taxonomy

Data-Driven L&amp;D

capability building

Strategic L&amp;D

enterprise transformation

skills gap analysis

AI in L&amp;D

AI personalization

skills first architecture

L&amp;D 3.0

talent data

proactive talent planning

learning ecosystem

measuring business impact

ROI of talent

future proofing L&amp;D

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

dirk.tussing

angie.zeigler

Change Management

leadership development

performance management

talent development

Culture Change

marty.murrillo

agile mindset

guillermo.gutierrez

data driven talent

organizational development

reskilling

organizational change

tamora.martin

peter.hogaboam

talent assessment

matt.sernaker

HR leadership

rachel.kaberon

HR Analytics

nicole.defalco

3Q2025

laura.sandera

cindy.pinkstaffmiller

behavioral analytics

deepa.kartha

talent development strategy

cathleen.cooke

sheri.weaver

people-first leadership

organizational culture inventory

accountability in leadership

culture diagnostics

change-ready teams

constructive culture

business impact of culture

Executive Learning Exchange (ELE)

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

Strategy

talent risk

jane.shlaes

talent acquisition

talent management

eduardo.burgos

colin.hahn

Talent Strategy

yolanda.mangram

HR leaders

learning analytics

lauren.marder

data storytelling

business strategy

HR Data Analytics

Workforce Transformation

emily.decker-bess

Business Alignment

sheryl.smikle

phyllis.king

angelica.janina.stilling

Executive Influence

adam.walleser

HR business strategy

talent insights

HR talent management

HR data

C-suite communication

holly.r.pyatt

human capital reporting

L&amp;D metrics

business outcomes

Lake Forest Center for Leadership

It’s time to stop treating succession like a box to check—and start seeing it as your best tool for unlocking hidden talent.
At the Milwaukee Talent Development Conference 2025, <a href="https://www.ele.llc/members/jennifer-kern" target="_blank" rel="noopener">Jennifer Kern</a> and <a href="https://www.ele.llc/members/matt-sernaker" target="_blank" rel="noopener">Matt Sernaker</a> delivered a powerful call to action: evolve your leadership playbook from control and cloning to trust, improvisation, and inclusive growth. Their session reframed succession planning as a daily practice—not a once-a-year HR task.
<img class="aligncenter wp-image-43060" src="https://wp.ele.llc/wp-content/uploads/2025/05/Jennifer-Kern-WISE2025-Keynote-Speaker.jpg" alt="" width="691" height="518" />
Instead of grooming carbon copies of today’s leaders, they challenged us to foster environments where individuals can experiment, stretch, and bring their full selves forward. That means modeling courage, showing vulnerability, and creating space for people to take risks without fear of retribution.
🔑 What Forward-Thinking Talent Leaders Can Do Now:

<ul data-start="1162" data-end="1503">
 	<li data-start="1162" data-end="1257">
Coach, don’t just delegate: Empowerment means being present—co-creating, not handing off.
</li>
 	<li data-start="1258" data-end="1379">
Liberate talent to lead differently: Stop rewarding mimicry. Invite diverse thinking, even when it’s uncomfortable.
</li>
 	<li data-start="1380" data-end="1503">
Set the rhythm, then step back: Think jazz, not marching band. Define outcomes—but let your people shape the journey.
</li>
</ul>
<blockquote data-start="1505" data-end="1592">
“Potential won’t show up unless leaders make it safe to act.” — <a href="https://www.ele.llc/members/jennifer-kern" target="_blank" rel="noopener">Jennifer Kern</a>, Lake Forest Center for Leadership
</blockquote>
This session emphasized that empowerment isn’t passive. Liberation isn’t about letting go—it’s about leaning in with intention and trust. Real succession planning happens in the moments when leaders choose to make space, model learning, and prioritize long-term development over short-term perfection.
If you want a stronger bench and a more resilient culture, stop replicating what worked in the past—and start unlocking what’s possible now.

Liberating Potential in Individuals

growth mindset

succession planning

inclusive leadership

jennifer.kern

future-ready workforce

Coaching Culture

Trust-Based Leadership

wise2025

leadership agility

liberating potential

talent empowerment

Afton Partners

The University of Vermont Health Network

Froedtert ThedaCare Health

This session provided a sharp wake-up call for talent leaders stuck in traditional hiring models.
 Ellen Johnson, Jerry Baake, and Tami Martin made it clear: the public workforce development system isn’t just an untapped talent source—it’s a strategic lever for hiring, retention, and long-term workforce resilience. By partnering with community-based organizations and leveraging subsidized training programs, employers can access skilled talent, fill critical gaps, and expand pipelines beyond conventional methods. For sectors facing persistent shortages, like healthcare, this approach isn’t optional—it’s essential.

<blockquote data-start="795" data-end="965">
“Human resources asks, ‘What should we do?’ Workforce development asks, ‘What if we did it differently—and what new talent pool could we unlock?’” — <a href="https://www.ele.llc/members/jerry-baake" target="_blank" rel="noopener">Jerry Baake</a>, The University of Vermont Health Network
</blockquote>
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2025/06/WISE2025-Rethinking-Talent-speakers.jpg" alt="" width="728" height="443" />
Most leaders say they’re struggling to find talent. But the truth? It’s often hiding in plain sight. The public workforce development system—an underused, no-cost or low-cost resource—offers access to skilled, motivated talent along with built-in support services. Yet many employers still don’t know where to start.

<blockquote data-start="1285" data-end="1405">
“We have to paint the picture of what happens if we don’t utilize alternative talent pipelines.” — <a href="https://www.ele.llc/members/tamora-martin" target="_blank" rel="noopener">Tami Martin</a>, Froedtert Health
</blockquote>
This session revealed how strategic partnerships with workforce boards and community-based organizations can solve not only hiring needs, but also unlock training funds, improve retention, and increase workforce diversity.
🔑 Key Takeaways:

<ul data-start="1653" data-end="2111">
 	<li class="" data-start="1653" data-end="1737">
Alternative pipelines ≠ lower standards—they're often untapped, overlooked talent.
</li>
 	<li class="" data-start="1738" data-end="1851">
Public workforce programs offer wraparound services like transportation, job coaching, and tuition support.
</li>
 	<li class="" data-start="1852" data-end="1952">
Data-driven ROI—from lower turnover to reduced traveler costs—makes the case for executive buy-in.
</li>
 	<li class="" data-start="1953" data-end="2035">
Internal mobility and subsidized upskilling strengthen retention and engagement.
</li>
 	<li class="" data-start="2036" data-end="2111">
Failure is part of the process. Start small, iterate, and build momentum.
</li>
</ul>
🎯 Practical Actions for HR Leaders:

<ol data-start="2154" data-end="2568">
 	<li class="" data-start="2154" data-end="2235">
Start with one workforce board or nonprofit partner—ask for a tour or meeting.
</li>
 	<li class="" data-start="2236" data-end="2328">
Use real cost data (turnover, agency fees) to build the business case for leadership.
</li>
 	<li class="" data-start="2329" data-end="2412">
Engage internal champions with nontraditional career paths to shift perceptions.
</li>
 	<li class="" data-start="2413" data-end="2496">
Leverage grants to cover training, transportation, and other retention supports.
</li>
 	<li class="" data-start="2497" data-end="2568">
Normalize failure as iteration—use early feedback to adapt and grow.
</li>
</ol>
This isn’t just about filling roles—it’s about rethinking how and where we source and grow talent. The most future-ready HR leaders won’t just ask “what should we do?” They’ll ask, “what if we did it differently?”
💬 How are you rethinking talent pipelines? Share your experience on the <a class="" href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener" data-start="2858" data-end="2884">ELE Idea Exchange</a>.

Rethinking Talent: Unlocking Hidden Talent Pools & Reinventing Hiring Strategies

upskilling

workforce development

retention strategy

employee retention

Internal Mobility

jerry.baake

ellen.johnson

public workforce system

hiring innovation

overlooked talent

alternative pipelines

community partnerships

wraparound services

training grants

Intrepid by VitalSource

St. Charles Consulting Group

In an era where workforce agility is no longer optional, this session made it clear: the future of talent strategy hinges on skills—not just roles or headcount. The conversation, led by Craig Friedman (St. Charles Consulting Group) and supported by insights from Angelica Stilling and others, revealed that becoming a skills-based organization isn’t about overhauling everything at once. It’s about transforming how we think—shifting from tracking people in static jobs to understanding, validating, and mobilizing dynamic capabilities across the enterprise. This isn’t an abstract theory. It’s a data-driven, business-aligned transformation that brings HR, learning, and business strategy together around a shared language: skills.
<blockquote>"Skills-based talent management changes talent from an exercise in headcount management to one in capability management." -- <a href="https://www.ele.llc/members/craig-friedman" target="_blank" rel="noopener">Craig Friedman</a>, St. Charles Consulting Group</blockquote>
<h3 data-start="1174" data-end="1195"><img class="aligncenter size-full wp-image-43028" src="https://wp.ele.llc/wp-content/uploads/2025/05/Skills-Based-Talent-as-Data.jpg" alt="Talent Processes as Interlocking Skills in a Value Chain with Craig Friedman" width="1920" height="1229" /></h3>
<h3 data-start="1174" data-end="1195"></h3>
<h3 class="" data-start="1174" data-end="1195">🔑 Key Takeaways:</h3>
<ul data-start="1196" data-end="1900">
 	<li class="" data-start="1196" data-end="1343">
Skills-first is a data transformation, not just an HR system upgrade. It enables real-time staffing, upskilling, and business responsiveness.
</li>
 	<li class="" data-start="1344" data-end="1491">
Start where it hurts most. The most successful skills initiatives address urgent talent shortages or disruptions—not enterprise-wide reboots.
</li>
 	<li class="" data-start="1492" data-end="1618">
Validation is the new currency. Without confidence in your skills data, your decisions are only as good as your guesses.
</li>
 	<li class="" data-start="1619" data-end="1753">
Competencies and skills are complementary. Use competencies to frame long-term development and skills to drive near-term action.
</li>
 	<li class="" data-start="1754" data-end="1900">
Internal mobility is evolving fast. New platforms link skills to roles, learning, and gigs—empowering employees to move anywhere in the org.
</li>
</ul>
<h3 data-start="1902" data-end="1928"><img class="aligncenter size-full wp-image-42798" src="https://wp.ele.llc/wp-content/uploads/2025/04/STCCG-Skills-Gears-vDetailed-2024APR.png" alt="Skills-based Talent Value Chain" width="1002" height="365" /></h3>
<h3 class="" data-start="1902" data-end="1928">✅ What You Can Do Now:</h3>
<ul data-start="1929" data-end="2590">
 	<li class="" data-start="1929" data-end="2053">
Launch a pilot tied to a business-critical gap. Look for roles that are hard to fill or functions hit by rapid change.
</li>
 	<li class="" data-start="2054" data-end="2197">
Establish a skills confidence framework. Layer validation types (e.g., tests, endorsements, certifications) to guide workforce decisions.
</li>
 	<li class="" data-start="2198" data-end="2328">
Update job profiles with tagged skills. This enables dynamic learning pathways and more precise talent marketplace matching.
</li>
 	<li class="" data-start="2329" data-end="2459">
Collaborate across HR disciplines. Align your talent acquisition, compensation, and L&amp;D teams using shared skill taxonomies.
</li>
 	<li class="" data-start="2460" data-end="2590">
Create governance now. A cross-functional skills council ensures consistency and avoids siloed efforts as your system grows.
</li>
</ul>

<hr class="" data-start="2592" data-end="2595" />
As senior talent leaders, we’re being asked to lead with more speed, data, and alignment than ever before. What this session underscored is that skills are the connective tissue—linking hiring, learning, development, and workforce planning. But adopting a skills-based strategy doesn’t require flipping the entire enterprise overnight. Start small. Solve something real. Let the results speak for themselves. Because when you shift from managing people to managing capability, you stop reacting—and start leading.
💬 Curious how others are implementing these ideas? Our Skills Mini-Series just launched. Let’s co-create, not just consume: <a href="https://www.linkedin.com/events/7316808743541714944/comments/" target="_blank" rel="noopener">🎯 Cohort Signup Portal: Unlock Integrating Enterprise Skills | Mini-Series</a>

Talent Processes as Interlocking Skills in a Value Chain | Best Practice Sharing

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