Dashboard

Forms

Listening Meetup

Page banners

Plan landings

Main navigation

Gallery

Upload

Media library

Memberships

All tickets

Create ticket

Prepaid tickets

Users

ELE is a peer-powered community where people leaders don't just reframe challenges — they leave with decisions, next moves, and 30/60/90-day commitments to move real work forward.&nbsp;For 22 years, leaders from Fortune 1000 companies have brought their hardest problems here — and left sharper than they arrived.

UPCOMING CALENDAR

LATEST IDEA EXCHANGE

RECENT INSIGHTS

WHO WE ARE

Schedule a Meetup

Vote to Shape

This is where people leaders get sharper — and their teams get smarter.ELE is a peer-powered network of people leaders who accelerate business results through shared intelligence and real-work collaboration. Learn more below about why ELE has been the trusted choice for leaders building high-performing teams for over 20 years.

About ELE

The community's votes decide what gets on the calendar.

Explain the challenge. Shape what we tackle next.

Bring a real talent challenge. Name what's at stake, what you've tried, and why it matters now.

Community-Powered Calendar

Signal what matters most. Your vote shapes what your peers tackle next.

Companies In Our Network

Contact ELE

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.

Where people leaders share what's working, ask what's hard, and learn from peers navigating the same talent challenges right now. Search before you post. When referencing a resource, paste the key insight directly into your response with a link to the source.

Real conversations from people leaders tackling today's toughest talent challenges -- captured live, ready to apply with your teams when it fits your schedule, and connected to what's happening right now.

Insights on Talent Challenges | Captured Peer Conversations | ELE

Welcome

Pick your path — each plan reflects a different commitment to accelerating business value.

ELE Plans — Find your place.

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

Alter Domus

BetterUp

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

engagement &amp; culture

Strategy

Leadership

new manager

coaching

mike.kester

katie.mcallister

edward.desrosiers

leadership development

anton.maletich

missy.gonzales

helping managers

manager development

front-line managers

ariel.mcgrew

retention strategy

dan.stanton

peer coaching

building resilience

coaching strategy

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

effective leadership

shelley.smith

servant leadership

humane leadership

agile leaders

insights-wise-2021

Executive Learning Exchange (ELE)

Session Focus: Explore how we can learn to create memorable moments in our life and work.


Our most memorable positive moments are dominated by four elements: elevation, insight, pride, and connection.

If we embrace these elements, we can conjure more moments that matter. What if a teacher could design a lesson that he knew his students would remember twenty years later? What if a manager knew how to create an experience that would delight customers?

In this interactive session, we’ll delve into some fascinating mysteries of experience: Why we tend to remember the best or worst moment of an experience, as well as the last moment, and forget the rest.

Many of the defining moments in our lives are the result of accident or luck—but why would we leave our most meaningful, memorable moments to chance when we can create them? The Power of Moments Let’s Talk Talent Strategies shows us how to be the author of richer experiences

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>

The Power Of Moments

dirk.tussing

alison.cowan

Operations

Change Management

upskilling

Millennials

jesse.james

matt.donovan

leading remote workers

trust

emerging leaders

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

Adding Value

psychological safety

scenario planning

Session Focus: Explore how we can learn to create memorable moments in our life and work.


Our most memorable positive moments are dominated by four elements: elevation, insight, pride, and connection.

If we embrace these elements, we can conjure more moments that matter. What if a teacher could design a lesson that he knew his students would remember twenty years later? What if a manager knew how to create an experience that would delight customers?

In this interactive session, we’ll delve into some fascinating mysteries of experience: Why we tend to remember the best or worst moment of an experience, as well as the last moment, and forget the rest.

Many of the defining moments in our lives are the result of accident or luck—but why would we leave our most meaningful, memorable moments to chance when we can create them? The Power of Moments Let's Talk Talent Strategies shows us how to be the author of richer experiences

<center><iframe title="YouTube video player" src="https://www.youtube.com/embed/syA8FyI6G-4" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe></center>&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 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 complimentary event every other Monday on Zoom.

The Power of Moments

single-event

Your Teams

Meet-ups

Complimentary

online event

complimentary event

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

Session Focus: Roundtable on Human-Centric Leadership
Case study: Answering questions without answers

The human-centered era of leadership has arrived. In this ever-evolving era, managers are challenged to adapt – and often rewire – how they lead their team. Learn from the experience of fellow L&amp;D practitioners as they share ways in which their organizations are fostering this leadership evolution.

We’ll focus a group discussion on the following:
<ul>
 	<li>When thinking of the human-centric approach in the workplace, share an essential leadership attribute that for you characterizes this shift from past to present.</li>
 	<li>Fast-forwarding to the global pandemic, many companies are experiencing an acceleration towards the “future of work”. With this being said, describe an unanticipated silver lining that has emerged in recent months.</li>
 	<li>The future of work also anticipated greater remote work. How has your organization enabled behaviors and/or actions by managers to enhance virtual collaboration?</li>
 	<li>Looking to the other side of the coin, what employee behaviors have shifted in parallel with the leadership behaviors?</li>
 	<li>Lastly, reveal some ways in which your organization is keeping a pulse on employees’ experience in the often continually remote workplace</li>
</ul>
ELE produces this – Future of Work Learning Circle.

If possible, please plan to log in a few minutes early to make sure you have the Zoom plug-in loaded on your computer, and your headset/mic is working correctly.

Leadership Rewired: Future of Work Learning Circle

future of work

newton.moore

kristin.derwinski

angie.zeigler

Jewel.Johnson

marti.konstant

kim.ludwig

stephen.sloan

CNH Industrial

The human-centered era of leadership has arrived. In this ever-evolving era, managers are challenged to adapt – and often rewire – how they lead their team. Learn from the experience of fellow L&amp;D practitioners as they share ways in which their organizations are fostering this leadership evolution.

Discussion Points:
We'll focus our roundtable discussion on the following:
<ul>
 	<li>When thinking of the human-centric approach in the workplace, share an essential leadership attribute that for you characterizes this shift from past to present.</li>
 	<li>Fast forwarding to the global pandemic, many companies are experiencing an acceleration towards the “future of work”. With this being said, describe an unanticipated silver lining that has emerged in recent months.</li>
 	<li>The future of work also anticipated greater remote work. How has your organization enabled behaviors and/or actions by managers to enhance virtual collaboration?</li>
 	<li>Looking to the other side of the coin, what employee behaviors have shifted in parallel with the leadership behaviors?</li>
 	<li>Lastly, reveal some ways in which your organization is keeping a pulse on employees’ experience in the often continually remote workplace.</li>
</ul>

Leadership Rewired: Roundtable on Human-Centric Leadership

beverly.kaye

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 byproduct of many factors, but the two most important of those factors 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.

We've Found:
In Steve's new book, <a href="https://www.learningexecutive.com/book/1663204462/?author=steve-king">Prevention and Contingencies: A Simple Guide to Process Management</a>, what he found 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 the process and improve team performance.

Process Management Skills for Frontline Managers: What they don't know they don't know

steve.king

performance improvement

middle-manager

process management

Focus: Curating a Manager Development cohort learning experience--Take Out Costs &amp; Deliver New Kinds of Business Value
Case Studies: Reynolds Consumer Brands &amp; Blain's Farm &amp; Fleet

Curation Learning Circle: Curating a Manager Development Cohort Learning Experience II

curation

evidence-based research

tim.treger

cohort learning

International Motors, LLC

Focus: Reimagine Return on Training Content--Take Out Costs &amp; Deliver New Kinds of Business Value
Case Studies: Navistar &amp; Bellevue University's PowerSkills

Interactive Review of TWO FRAMEWORKS for Team Leaders to improve their skills as managers:
<ol>
 	<li>Navistar’s Jhana Live—Team Leaders Workbook (Kirk Hallowell)</li>
 	<li>Bellevue University’s 7 Critical Power Skills™ (Michelle Eppler)</li>
</ol>
<blockquote>As long ago as 2005, a skills gap among American workers has been documented in articles, briefs, and research papers.

In 2008, the Society for Human Resource Management (SHRM) noted the following most critical skills needs (as cited by HR professionals) – in this order:

1. Adaptability 2. Critical Thinking/Problem Solving 3. Leadership 4. Professionalism/Work Ethic 5. Teamwork/Collaboration  6. IT Application Skill7. Creativity.

It’s interesting to note that among the top seven skills cited, only one is a technical skill. The gap in these skills has been documented repeatedly since.</blockquote>
 Interactive Roundtable Discussion:
<ol>
 	<li> Copyrights Issues for L&amp;D—What is allowable versus not when curating online content?
<ul>
 	<li>E.g., YouTube, Google, TEDtalk, TEDed, HRDQ/CTM, getAbstract, Degreed</li>
</ul>
</li>
 	<li>How-to Curate Strategies – Strategies to Make Learning Stick tend to add the 70:20:10 approach to the
mix. What are ways to increase the Learning Experience when translating content into learning…what is
going to draw people to the curated content and add value for them?</li>
 	<li>Summarize Curation Resources—What have we uncovered &amp; tips on how we use?</li>
</ol>

Curation Learning Circle: Curating a Manager Development Cohort Learning Experience I

michelle.eppler

shahid.najmi

kirk.hallowell

power skills

Harley-Davidson

Managers are given one of the greatest challenges in Company Life: How to understand, organize and motivate people to work together to achieve more, better, faster. Research shows that the main reason people leave a company is because of their boss. It’s also the main reason why they stay, learn, grow and make extra effort. Given that, how do we accelerate new manager development at Harley-Davidson to help them be effective?” Our response: We designed and piloted a 12-week new manager learning experience that just concluded on May 3, 2018. We want to share our learnings and dialogue about next steps.
<ul>
 	<li>What is the 12-week new manager development learning experience?</li>
 	<li>What were the learnings from the pilot?</li>
 	<li>How can we scale the experience going forward?</li>
 	<li>How will we engage remote participants?</li>
 	<li>How do we then help experienced managers grow?</li>
</ul>
This session will provide a living case on accelerating new manager development. Participants will engage in a dialogue on how to improve the new manager learning experience and measure impact going forward.

Accelerating New Manager Development: Live Case Study

stephanie.kerr

onboarding

Brady Corp

Before the High-Performance Manager Program, Brady Corporation’s managers were provided little in the way of formal training and guidance after hire or promotion. As a result, new managers did not have the guidance and development support necessary to ensure the highest likelihood of success for themselves and their teams. More specifically there was a lack of clear and consistent understanding of expectations around things like: our Leadership Principles, business acumen, employee relations policies and responsibilities, performance management process, talent acquisition strategies, and empowering and engaging employees.

To address this challenge, a global cross-functional team was assembled to complete a full assessment of the problem and propose a solution. Based on the analysis completed by the team, the challenge was addressed through the creation of a multifaceted program that includes a mix of: On the job application, instructor-led training, web-based modules, resource guide, website, quick reference guides, and short videos. These solutions are spaced out over the first year of a manager’s new role
<ul>
 	<li>Assembling a global and cross-functional team to address the challenge dramatically improved the final deliverable</li>
 	<li>When completing a thorough needs assessment of this topic, opinions about what was needed in the program varied greatly by division and region</li>
 	<li>A flexible delivery model would help deploy the content to a global audience</li>
 	<li>Tying course concepts to existing organizational philosophies (Leadership Principles) around effective leadership and management would increase buy-in</li>
 	<li>Educating new managers and their hiring managers was critical to sustainability and knowledge transfer</li>
 	<li>Allowing participants to choose their own development path would maximize program impact</li>
 	<li>Utilizing existing courses and resources to supplement the program increased development resources while limiting development time</li>
</ul>

The High-Performance Manager: Brady Corporation's Year-long Manager Acclimation Program

jesse.pilachowski1

Midtown Athletic Club

Onboarding continues to be a critical milestone in a new manager’s employee life cycle for setting a cultural tone and strategic alignment to jump start a path to performance excellence. It also has unique opportunity to reinforce the employee value proposition for which new managers accepted a leadership role within your organization.

With increasing pressures from business leaders for maximum speed to proficiency and the ever-shifting expectations of incoming workforce demographics, onboarding deserves a priority as a holistic collaborative solution, tightly woven with the company culture.

During this interactive discussion, Brian will frame up the business challenge Midtown Athletic Clubs is facing with our new managers—a challenge that many companies face.

As a group, you will learn the highly collaborate solutions Midtown is implementing followed by discussion to provide Brian your thoughts on their approach as well as anything gain insight on strategies you are doing at your organization.

Creating a New Manager Onboarding Experience

Collaboration Research

brian.watkins

new hire orientation

customer service

employee experience

DX Learning Solutions

For many of us, getting that first promotion into their first manager role is what they had dreamed about at college. Fancy title, pay rise are the reason they worked so hard for so many years! This could be a tall order. Do you agree? Does it make sense to invest heavily to ensure this is a smooth transition?

The facts say otherwise. Large companies spend around $10,000 more per person on leadership development for executive leaders vs first level leaders (Bersin by Deloitte Leadership development fact book 2014). No wonder according to a 2011, CareerBuilder survey, <a href="https://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?ed=12%2f31%2f2011&amp;id=pr626&amp;sc_cmp1=cb_pr626_&amp;sd=3%2f28%2f2011&amp;siteid=cbpr">More Than One-Quarter of Managers Said They Weren’t Ready to Lead When They Began Managing Others</a>, (26%) of managers said they weren’t ready to become a leader when they started managing others. Even more disturbing, 58% said they didn’t receive any management training. We have work to do.

66% of leaders surveyed by Deloitte believe they are weak in their ability to develop Millennial leaders, while only 5% rate themselves as excellent (page 25 Deloitte University Press, Global Human Capital Trends 2014). Failure rates of new leaders range from 40 to 60%.

Learning leaders in high performance companies re-evaluate the way we better prepare leaders for that first transition. A next practice uses simulations and serious games for senior leaders, why not for first time leaders?

Explore how we can better serve our first time leaders with the use of applicable and powerful experiential learning tools.
<ol>
 	<li>Where the focus should be on preparing new leaders for success</li>
 	<li>How to incorporate Experiential Learning into your new leader development programs</li>
 	<li>What results to expect using this approach (Allstate ADP)</li>
</ol>

Next Practices for Developing Newly Promoted Leaders: An Interactive Workshop to Reduce Failure Rates

alex.draper

brian.steinberg

Baxter

The current business environment is full of new and exciting challenges for learning and performance leaders to navigate. We are in the midst of a generational changing of the guards with respect to workforce leadership and the evolution of technology at a more rapid rate. As a result, organizations are required to ensure that their mid-level managers engage &amp; retain millennials. It is within this opportunity that learning organizations cannot rely on existing processes to create strategies that hit the target with significant impact. Instead, we have learned how to get ahead of the curve and rapidly drive systematic alignment and improvement.

The PDF executive summary shared in this case study was presented as the final part of a 4-hour workshop of learning &amp; talent development leaders attending the May 12th Exchange.

This workshop provides a hands on approach to leverage a creative blend of performance technology tools with the strategic needs of the organization. The innovative nature of this approach breathes new life into the tried and true standards for developing a robust strategy that is fast, focused, fun and sustainable.

This workshop simulates creating an organizational strategy at the ever-changing pace we work in. We begin with the end in mind using a magic wand to establish the desired state. We then introduce the following predictive tools and methods to:
<ul>
 	<li>Interrogate reality by defining the official truth from ground truth</li>
 	<li>Identify and categorize causal factors using a rapid performance analysis</li>
 	<li>Target solutions that eliminate barriers using a “21 activity”</li>
 	<li>Predict strategic direction and actions using a modified SWOT analysis</li>
 	<li>Isolate key behaviors critical to fuel the desired results with impact</li>
 	<li>Assess the appetite for change with stakeholders using a simple culture pulse</li>
 	<li>Provide an executive summary with immediate next steps with assigned actions</li>
</ul>
Outcomes:

✅ Apply a comprehensive strategy for an organization using rapid simple &amp; predictive tools

✅ Identify targeted solutions using an effort/benefit matrix

✅ Conduct a rapid performance analysis using systematic cause analysis

✅ Provide stakeholders guidance on taking strategic action using a modified SWOT

✅ Create an executive summary that drives accountability

Creating a Strategy Plan for Mid-level Managers to Engage & Retain Millennials

Integrated Talent Management

tim.gillum

kery.mortenson

team-building

Performance Improvement

Bev Kaye Inc

Career development continues to rank among the top global drivers for employee engagement, innovation, and productivity. Employees need to learn that their managers are not responsible for managing their career…only their work. And managers need to learn that their role is to support the development process, to be a sounding board, and to provide the coaching that employees need for their continued growth. In this highly interactive session, leaders will learn a career conversation model that will enable them to be more effective at developing individuals so that their goals are in sync with the organization’s business strategies and aligned with their interests and capabilities.

In this session, we’ll explore:
<ul>
 	<li>Learn a career development model to help employees self-direct their careers.</li>
 	<li>Conduct development coaching conversations using specific questions &amp; focused inquiry.</li>
 	<li>Apply the essentials of career development to your own goals and plans.</li>
</ul>

Development Conversations Employees Want

Engagement &amp; Culture

engagement

College of American Pathologists

Professional development is one of the most powerful and underutilized tools managers have to drive engagement and results. Yet, managers across organizations have significant room to improve the quality and frequency of employee development discussions. Our employee surveys tell us so. This becomes an even bigger issue as organizations become increasingly complex and depart from traditional performance review systems which drive many of the current conversations. Our job is to close the gap, but how?

Seek first to understand…

Learning professionals have long struggled with this challenge, but do we really understand the root causes? Are managers or employees simply unmotivated to have these discussions? Do they struggle with the skills to do it effectively? Do we have effective support systems that make it easier or harder for these discussions to take place? Do others encourage the behavior? Or, is it all of the above? Before jumping to more training or “requirements,” take a moment to diagnose the real issue to get to the biggest root cause(s).

At the College of American Pathologists we are pausing to diagnose before moving forward with additional learning solutions. In this interactive session we will share our approach to a “development discussion diagnostic,” followed by an opportunity to participate in a “learning community” diagnostic with participating ELE colleagues.

Development Conversations: What’s not working? Getting the right diagnosis before jumping to a solution

jane.shlaes

As talent development professionals, we have to find a way to bridge the traditional classroom perceptions with experiences outside the classroom in order to develop strong bench strength for leadership in our organizations.

During this roundtable panel discussion, senior talent and leadership development executives will share stories, case studies, lessons learned and best practices on a framework for managers to have performance improving conversations with those that work with them. And, perhaps more importantly what employees expect and need from their managers.

Discussion Points:
To help guide the roundtable discussion, our facilitator will focus the panelists on some or all of the following discussion points...

⭐ What are recent trends with development solutions trends for middle managers?

⭐ Which are specific leadership skills and competencies for middle managers?

⭐ Describe what makes for a successful transition from front line managers or individual contributor to middle manager?

⭐ How is succession planning for middle managers handled in your organization?

⭐ Why are middle managers so important to business strategy?

⭐ What challenges are middle managers facing today they were not facing a decade ago?

⭐ How do we help middle managers tune in to the needs of the business?

⭐ How is program(s) designed to accelerate development?

2016 SEWI CLO/CTO: Deeper Dive into Helping Teams Increase Performance

team-development

Stepan Company, a global chemical manufacturer, has implemented a redesigned year-long leadership development process for high potential talent: the Emerging Leaders Program. Throughout the program, participants embark on a journey of action learning, self-reflection, and networking grounded in Stepan’s mission, vision, and values. They are challenged to apply new leadership behaviors on the job.

Questions that participants will be asked to encourage their participation and contributions of ideas include:
<ul>
 	<li>How is your organization’s approach to leadership development similar to or different than Stepan’s?</li>
 	<li>What aspects of this program might or might not work well in your organization?</li>
 	<li>What ideas do you have for how this program could be improved?</li>
</ul>
Hear how Stepan’s line leaders & learning leaders approach demonstrating business impact and engage in a lively discussion.

Leadership by Design: Weaving Values and Practices through an Emerging Leaders Program

accelerated leadership development

joe.misurac

hipo

high potential

New managers were getting promoted throughout the retail network. It was taking 18-24 months to get promising employees developed with inconsistent results. The line of business was struggling with the performance of these newly promoted managers.
The problems were diagnosed and ranged from inconsistent experiences, lack of competencies in critical areas, and no set of standards to measure against this role.
The Institute for learning partnered with the line of business stakeholders and human resources partners to design develop and implement a bank management training program. This program set up a standard of manager competencies, performance standards, and experiences that were needed to bring to the job. The program used formal education, mentoring partners, testing, presentations, and panel feedback to get these employees to the appropriate level of competency.

The pilot was a success, and we have graduated over 75 participants from the program. We have measured their results as managers against those managers who did not complete the program and found that their overall performance in managing the business, risk, relationships, and people was better than their peer group. Also, the graduate group got promoted faster than their peers. They were leadership ready for management positions within 0-12 months from graduation.

The keys to success for this program include: developing a strong partnership with the line of business stakeholders and human resources partners, creating a standard view of skills, knowledge, and capability needed for the position, identify clear roles and accountabilities for the implementation of the program.

Once the program was launched, revisit the goals annually, and measure graduates against the performance standards that were set. Set vital parameters on what the plan will and will not do for new managers. Maintain a strong connection between the learner and their line of the business sponsor.

Accelerating Time to Competency for the First Time Manager

marie.reynolds

Harry Kraemer, professor at Northwestern University's Kellogg School of Management and former chairman and CEO of Baxter International, a multibillion-dollar health care company, argues that, as the global economy becomes even more competitive, organizations will turn to values-based leaders. They, in doing the right thing, deliver outstanding and lasting results.

Kraemer knows about delivering results. During his leadership at Baxter, the company experienced consistently strong growth. And Kraemer also knows about doing the right thing; not only did he step up to the plate when things were going well but also when faced with change, controversy, and crisis, as he did throughout his career. In From Values to Action, Kraemer argues that the journey to becoming a values-based leader starts with self-reflection, which he identifies as the first of four principles that guide leaders to make choices that are aligned with their values. The four essential principles are:
<ul>
 	<li>Self-Reflection: The ability to reflect and identify what you stand for, what your values are, and what matters most.</li>
 	<li>Balance and Perspective: The ability to see situations from multiple perspectives, including differing viewpoints, to gain a holistic understanding.</li>
 	<li>True Self-Confidence: More than mastery of specific skills, true self-confidence enables you to accept yourself as you are, recognizing your strengths and your weaknesses, and focusing on continuous improvement.</li>
 	<li>Genuine Humility: The ability never to forget who you are, to appreciate the value of each person in the organization, and to treat everyone respectfully.</li>
</ul>
Drawing from first-hand experience, Kraemer offers current and aspiring leaders a framework to adopt the four principles of values-based leadership to make their organizations beacons of enduring value in the world. During this keynote presentation, Harry will talk about the importance of Measurement strategic processes covered in Execution & Implementation: Making It Happen and share reflections of the next generation of leaders from his experience at Northwestern University's Kellogg School of Management, where he teaches in the MBA and the Executive MBA programs.

From Values To Action for Accelerating Leadership Development

analytics

key performance indicators

soft-skills

measurement

harry.kraemer

ethics

This peer-networking roundtable will enable learning leaders to gather and interactively discuss the creation of collaborative learning opportunities for corporate managers.
Before this session, Leif Landon shared an overview of Management Essentials, twelve new half-day manager classes he developed at Baxter.
We plan to schedule follow-up virtual meetings and facilitate small group discussions to explore other collaborative learning approaches to extend traditional classroom experiences to on-the-job learning experiences.

Manager Training – Extending Classroom Experiences through Collaboration

collaborative learning