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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.

ELB Learning

Executive Learning Exchange (ELE)

Session Focus: Explore how AI can personalize microlearning experiences to optimize engagement and knowledge retention.

<blockquote>"AI, like a GPS for learning, guides each learner from their starting point, adjusting the path as they progress." -- <a href="https://www.ele.llc/members/kevin-adams" target="_blank" rel="noopener">Kevin Adams</a> ,ELB Learning</blockquote>
This session illuminated the transformative potential of integrating artificial intelligence with microlearning for talent development. The analogy of AI as a learning GPS perfectly captures how it personalizes the educational journey, adapting to each individual's unique pace and progress. This personalized approach maximizes engagement and knowledge retention, creating a more effective and efficient learning experience.

This session provided actionable insights for HR leaders looking to leverage AI-powered microlearning:
<ol data-sourcepos="13:1-24:0">
 	<li data-sourcepos="13:1-14:0">
Personalization Power: Harness AI to tailor learning experiences to individual needs and preferences. This targeted approach significantly boosts learner engagement and knowledge absorption compared to traditional, one-size-fits-all training. Action: Identify areas within current training programs where AI-driven personalization could have the biggest impact.
</li>
 	<li data-sourcepos="15:1-16:0">
Microlearning Mastery: Implement microlearning principles by delivering concise, focused learning modules. This caters to shorter attention spans and facilitates better knowledge retention and application. Action: Audit existing training content and identify opportunities to break it down into microlearning modules.
</li>
 	<li data-sourcepos="17:1-18:0">
Collaborative Intelligence: Foster a collaborative learning culture where employees can interact, share knowledge, and learn from each other. AI can play a key role in facilitating this dynamic environment. Action: Explore AI-powered platforms that support collaborative learning, such as discussion forums or knowledge-sharing wikis.
</li>
 	<li data-sourcepos="19:1-20:0">
Real-Time Feedback: Leverage AI tools to provide learners with immediate feedback. This allows them to quickly identify and correct errors, accelerating the learning process. Action: Research and pilot AI-driven feedback tools within existing microlearning programs.
</li>
 	<li data-sourcepos="21:1-22:0">
Continuous Learning &amp; Adaptation: Stay informed about the latest advancements in AI and learning technologies. This ensures your learning strategies remain cutting-edge and aligned with evolving organizational needs. Action: Subscribe to industry publications and attend webinars focused on AI in learning and development.
</li>
 	<li data-sourcepos="23:1-24:0">
Data-Driven Optimization: Use data analytics to measure the impact of AI-enhanced learning tools and programs. Regularly analyze this data to refine strategies and maximize learning outcomes and organizational performance. Action: Establish clear metrics for evaluating the effectiveness of AI-driven microlearning initiatives.
</li>
</ol>
By embracing these AI-driven approaches, HR leaders can significantly enhance the effectiveness of their learning and development programs. This will empower their organizations to become more agile, adaptable, and future-ready in today's rapidly changing business landscape. Investing in AI-powered microlearning is not just a trend; it's a strategic imperative for organizations looking to cultivate a highly skilled and engaged workforce.

Microlearning in the AI Age: Building Adaptive, Personalized Learning Experiences

future of work

Future of Work

Digital &amp; AI

digital transformation

dirk.tussing

microlearning

jean.ryan

learning experience

azizeh.constantinescu

talent development

employee engagement

sara.larson

ana.bedard

continuous learning

reskilling

learning and development

future of learning

adaptive learning

personalized learning

brian.richardson

jennifer.rainey

HR leadership

HR Innovation

AI in Learning

Workplace Learning

AI integration

HR strategies

rachel.kaberon

kevin.adams

training and development

HR Technology

organizational learning

team communication

teaming techniques

juliana.sobanski

nicole.defalco

AI in Education

Knowledge Retention

jacqueline.gargiulo

Session Focus: Experience a simulated scenario-based activity and gain some insights for developing your own virtual experiential learning

In this session, you’ll experience a simple, but high-impact, virtual learning scenario. We’ll also discuss some approaches to create relevant, realistic, and powerful “learn-by-doing” experiences that keep the focus on the learner while keeping cost and design time to a minimum.
<iframe src="https://www.youtube.com/embed/mpxoqdMsmwc?controls=0" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
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 />

Let's Talk Talent Strategies is our invite-only complimentary event for senior HR and L&amp;D leaders, people managers, and anyone with a passion for talent and innovation who is ready to embrace new ideas.

Learn new skills and explore talent development capabilities with this opportunity to Connect Contribute Collaborate &amp; Impact with talent development leaders on Zoom.
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
ELE hosts this virtual happy hour meetup every other Monday on Zoom.

Demystifying Virtual Experiential Learning

single-event

Your Teams

Meet-ups

upskilling

mike.kester

jesse.james

marti.konstant

Complimentary

online event

complimentary event

Adding Value

experiential virtual learning

Operations

Northern Trust

The work of creating learning spaces where all employees can grow and succeed exists at the intersection of learning design, user experience, and DE&amp;I (diversity, equity, and inclusion). While diversity occurs naturally in all organizations, equity and inclusion are the results of concerted efforts among many parts of our organizations, including between the learning and DE&amp;I professionals.

What we will explore together
This session helps participants identify the key ways in which design decisions can help create learning experiences that foster equity and inclusion. We will share a case study of how learning partnered with DE&amp;I to define a core set of tools of equity available to learning designers throughout the organization. We will share how we define tools of equity, and discuss our process, outcomes, and next steps.

Designing Equitable and Inclusive Learning Experiences

engagement &amp; culture

Engagement &amp; Culture

brian.watkins

inclusion

michael.pellecchia

michael.gold

Equitable and Inclusive

With face-to-face meetings at a halt, you are likely wondering how you can convert your in-person training and interactions into virtual experiences. Organizations must now level-up and offer new and creative ways to engage, train, and develop their workforce virtually. The modern workforce demands personalized experiences that are interesting, accessible, and available anywhere, on any device.

What we will explore together
Isn't this just converting existing in-person content into webinars?

No! Experiential Virtual Learning is different because it doesn't just deliver knowledge through lectures, videos, and written content. It requires participants to take action, experiment, and apply what they have learned – establishing lasting behavior change. When used in
combination with various methods such as gamification and micro-learning, participants stay engaged and motivated. This kind of learning can be applied to all kinds of content and works incredibly well for "soft skills" training, HR, and OD interventions.

Join this session to see the experiential virtual learning approach and how it can be implemented with or without a technology platform. In this enlightening and interactive session, attendees will:
<ul>
 	<li>Review design methods for creating Experiential Virtual Learning - Transformed Learning</li>
 	<li>View a sample Experiential Virtual Learning program</li>
 	<li>Discuss other Experiential Virtual Learning courses and interventions</li>
</ul>

Experiential Virtual Learning That Sticks: Keeping Learners Engaged and Motivated

teresa.oliszewicz

wendi.barlow

virtual learning

Learning professionals often have little time to develop actionable insights that can support the design of learning solutions. Ensuring the research methodology is valid, reliable, and nonbiased allows us to develop learning solutions that solve real learning needs.

What we will explore together:
This workshop teaches participants to apply qualitative research methods, specifically grounded theory, to uncover the accurate nature of learning experiences and turn research findings into actionable learning design decisions. We will share a case study of how our global learning and development team partnered with business managers to utilize the grounded theory research method. We will share how we conducted the research, analyzed the data, and identified the content to design a global learning solution.

Qualitative Methodology to Map Learning Experiences

analytics

evidence-based research

Analytics

collaborative learning

team-development

susan.weger

sharon.reed

global design

qualitative methodology

GE HealthCare

Learning experience platforms (LXPs) enable personalized, social, online learning experiences for users by consolidating disparate learning resources into a single portal. AI has the potential to dramatically accelerate organizational learning by taking high quantities of high-quality data and making predictive decisions that connect learners to the right content in the right moments. Today, learning leaders are navigating countless and difficult choices to engage learners and provide learning in the flow of work. Through this session, we'll start by exploring through the eyes of the learner. Equipped with their perspective, you might be able to identify existing technologies and a shorter path to dramatically improve your learners' experience.

What we will explore together

Through this roundtable discussion, we will explore how:
<ul>
 	<li>Customer journey mapping and other techniques help us understand the learner's perspective and challenges</li>
 	<li>To identify opportunities to automate through existing resources – explore automating EVERYTHING by considering ANYTHING</li>
 	<li>Organizations are using LXPs to consolidate content while enabling personalized and social learning experiences</li>
 	<li>Learning leaders can leverage data from a variety of resources to drive informed decisions</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>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

Learning Experience Platforms Roundtable Discussion

learning technology

kyle.swanson

bonnie.hemingway

data driven leader

marty.rosenheck

learning experience platform

insights-wise-2020

Diversity and inclusion initiatives across organizations find ways to combat unintentional barriers to learning.  Practicing inclusion in our L&amp;D solution design gives us a leadership role to impact these outcomes directly.

Explore two frameworks that help learning professionals practice better inclusion in learning solution design and development.  User Experience (UX) and User Interface (UI) design profoundly influence learning solution design.  Universal Design for Learning Guidelines focuses on ways to provide engagement, representation, action, and expression that foster expert learners.

Design & Develop More Inclusive Team Learning

learning strategy

Strategy

learning design

cohort learning

Session Focus: Curating Tips to be a Better Project Manager
Cohort experience integrating Just-In-Time &amp; Peer Learning (an ELE Case Study)

Essential Forwarding-thinking Skill: The intersection of Design &amp; Development

This invite-only collaborative aligns with the research <a href="https://learningexecutive.com/influencer/karen-kocher/" target="_blank" rel="noopener noreferrer">Karen Kocher</a> shared on Oct 17, 2019, <a href="https://learningexecutive.com/2019/10/essential-behaviors-skills-driving-digital-cultural-transformation/" target="_blank" rel="noopener noreferrer">Essential Behaviors &amp; Skills Driving for 2019 and Beyond</a>. By participating in this 90-minute, highly interactive virtual learning circle, HR and Talent Development Team Leaders can build essential new skills critical as our workplaces are evolving.

Curation Learning Circle: Tips to be a Better Project Manager

curation

rochelle.house

samir.desai

kirk.hallowell

Project Management

learning &amp; development

ted.prohov1

social learning

Discover

We are on the cusp of what is probably the biggest disruption to talent since the industrial revolution. Growing complexity in our work and technologies, like AI, will likely disrupt conventional thinking about things as mundane as a job description. At the same time, our capacity for learning as humans is reaching new heights. As learning professionals, how do we adapt to the shifting paradigm – and how do we harness the advancing technologies to support adaptation and maintain our relevancy?



In this session, we will prime our thinking by discussing some trends. Then, we will ideate on how we can leverage technology and benefit from what we are learning about how people learn.



We will walk away with ideas for shifting and/or improving our learning strategies as well as some inspiration to shift our thinking toward the future.

&nbsp;

Enabling Continuous Learning (ideation)

post-format-video

teri.hart

strategy

i4cp

We are living in an age of acceleration where the pace of change is doubling every year. As a result, all of our accepted truths about talent development are being challenged. This session will discuss the need for a culture of learning and the four steps for building a culture of learning: organization, learner, manager, and leader.

Imperatives for Talent Development in VUCA Workplace

jay.jamrog

learning culture

Walgreens

For Walgreens to effectively deliver on our strategy through our people, we need to significantly improve talent capabilities and the talent pipeline at all levels within our functional areas. To build an effective functional development experience, we couldn’t focus exclusively on just learning assets. We are charged with delivering and enabling entire career development experiences to ensure we’re building the right functional capabilities that will help drive the right mix of talent mobility, which will empower our people to deliver on our strategy—and ultimately to deliver what’s best for our customers.

We are responding to this opportunity with building the Walgreens University Business Schools. Our Schools need to have a strong infrastructure in place as a starting point. This means job title harmonization occurs (if needed) followed by building out robust functional and/or role success profiles. Then, we use the differentiated functional skills that have been identified through the profiling to build robust learning solution suites, which are built using the 70-20-10 premise. The full experience also includes support for career conversations b/t employee and manager, IDP-building tools, illustrative career pathing tools, targeted skill assessments, complimentary support that depicts a “day-in-the-life” as well as employee incentives (such as direct articulation opportunities for college credit and other available credentialing options).

We’re getting very positive feedback, and we’re seeing the work pay off for our employees. We launched our first school in January 2017—our Retail School of Beauty. We’re seeing increasing enrollment numbers into the school, and we have early evidence of employees moving into new roles and/or earning promotions that have been because of the kind of development they have experienced through the school. Although the early results have been positive, there have been many lessons learned. We’re refining how we gather the right data to build our profiles, and we’re broadening our capability to design the right set of curricula that will ultimately serve the mobility we’re truly looking for as we build out additional schools

Experience Design vs. Learning Design: Case Study

chris.tiglas

operations

Harley-Davidson

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

Experiential Learning: How to Effectively Use to Improve Leader Development

leadership

experiential learning

Leadership

psychological safety

learning

Brady Corp

When you work in learning and development, it can be an uphill battle to fight for resources. Justifying “your spend”, prioritizing your projects, and getting executive support can be a challenge when resources are limited. That being said, there is one resource that continues to decline at steady pace; that of the human attention span. How do we develop employees in a world where a two and a half hour basketball game is too long to keep viewers’ attention and only 60% of YouTube user stay on a video after 4 minutes?



After Jesse’s short presentation, to help guide this panel discussion, here are a few questions we will try to explore:



💥 There is no one-size-fits-all strategy—how do you customize learning experiences to the learner and via multiple channels?
💥 Development is not an event—what are recent trends with developing impactful solutions as a combination of lessons, resources, people, and application?
💥 Flip classroom is not the wave of the future—are you finding it a basic expectation of learning experiences today?
💥 Gamification isn’t a buzzword, it is the basis for our modern society—ask your children how they learn at school today. If we are not keeping up with innovation in grade school classrooms, are we really relevant
💥 Create experiences that keep your learners’ attention during longer experiences—what can we learn from Nickelodeon? 
💥 Development experiences should solve real business challenges—what is the “right” length of a learning experience?

&nbsp;

The Evolving Learner: Creating an Impactful and Collaborative Learning Culture

jesse.pilachowski1

employee development

When you work in learning and development, it can be an uphill battle to fight for resources. Justifying “your spend”, prioritizing your projects, and getting executive support can be a challenge when resources are limited. That being said, there is one resource that continues to decline at steady pace; that of the human attention span. How do we develop employees in a world where a two and a half hour basketball game is too long to keep viewers’ attention and only 60% of YouTube user stay on a video after 4 minutes? Learning Solutions:

After Jesse’s short presentation, to help guide this panel discussion, here are a few questions we will try to explore:

💥 There is no one-size-fits-all strategy—how do you customize learning experiences to the learner and via multiple channels?

💥 Development is not an event—what are recent trends with developing impactful solutions as a combination of lessons, resources, people, and application?

💥 Flip classroom is not the wave of the future—are you finding it a basic expectation of learning experiences today?

💥 Gamification isn’t a buzzword, it is the basis for our modern society—ask your children how they learn at school today. If we are not keeping up with innovation in grade school classrooms, are we really relevant

💥 Create experiences that keep your learners’ attention during longer experiences—what can we learn from Nickelodeon?

💥 Development experiences should solve real business challenges—what is the “right” length of a learning experience?

CLO Panel: Creating an Impactful and Collaborative Learning Culture

integrated talent management

christopher.lind

michael.grubich

sheri.peitersen

angie.zeigler

Advocate Aurora Healthcare

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

Integrated Talent Management

alex.draper

missy.gonzales

With today’s business pressures on having solid strategies in the plan for developing the next generation of executives, Kevin Munson, CLO at Sears Holdings Corporation, will moderate this interactive roundtable discussion. The discussion will also address the typical major challenges encountered when developing executives.
To help guide the roundtable discussion, some or all of the following discussion points on “desired/ideal state” are likely to be addressed, with an emphasis placed on development experiences:

<ul>
 	<li>Modifying development based on organizational strategy</li>
 	<li>Emphasis on in-depth versus a wide range of experiences</li>
 	<li>Provide early versus late development</li>
 	<li>Different opportunities given for specific positions</li>
</ul>
&nbsp;

Developing Executive Leaders @ Sears Holding Corporation

leadership development

succession planning

accelerated leadership development

kevin.munson

For years our industry has struggled with the idea of blended learning. It was an attempt to mix modalities in a way that optimized learning experience. For many it didn't extend far enough for the learner. Continuous learning is an attempt to harness both formal and informal instruction. This session will address the challenges and opportunities of extending learning into the workflow.
To help guide the interactive discussion, our facilitator, Bob Mosher, Chief Learning Evangelist with Intuitive, will focus questions and guide the roundtable conversation on some of the following discussion points …

<ul>
 	<li>How do you define “Continuous Learning” at your organization?</li>
 	<li>Who are the key stakeholders in its success?</li>
 	<li>What are the key ingredients in an organization that enables continuous learning?</li>
 	<li>What tools enable it?</li>
 	<li>How do organizations define continuous learning?</li>
 	<li>Who were the key stakeholders we need to engage?</li>
 	<li>Is continuous learning measurable?</li>
 	<li>What are the tools and methodologies available to make continuous learning successful?</li>
</ul>
&nbsp;

From Learning to Performance

blended learning

alysa.parks

continuous improvement

bob.mosher

warren.lindley

flow of work

As the health care industry continues to navigate change related to healthcare reform, an aging population, and impending baby boomer retirements, healthcare organizations must learn how to compete in this rapidly changing environment. Leadership and frontline staff must be prepared for new roles and responsibilities. To accomplish this, organizations need to create a strategy and infrastructure to provide consistent, continuous, and coordinated learning. They must develop a culture of learning.
Join Lisa Schumacher, WorkforceChicago at Council for Adult & Experiential Learning and former Academy Director at University of Chicago Medical Center in an interactive conversation with Healthcare Provider Learning Leaders and session participants to describe how their respective organizations are:
Preparing leaders for the speed of change
<ul>
 	<li>Creating and implementing leadership competencies</li>
 	<li>Development strategies/tactics outside classroom learning</li>
</ul>
Hear how Healthcare Providers Learning Leaders, experts in this industry, and the field of organizational & talent development, approach these challenges and engage in a lively discussion.

Creating a Learning Culture in Healthcare Roundtable Panel Discussion

lisa.schumacher

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