ELE Group, LLC

Journyz

<blockquote data-start="772" data-end="868">
“Most of what surfaced here has nothing to do with learning—and everything to do with how work is designed.” — <a href="https://www.ele.llc/members/brian-gold" target="_blank" rel="noopener">Brian Gold</a>, Acrisure.
</blockquote>
The ELE Ideation Sprint offered a timely reminder that many of today’s capability challenges do not show up as obvious skills gaps. Instead, they surface quietly in everyday work: in manager workarounds, ambiguous decisions, delayed conversations, and teams absorbing more risk than expected just to keep things moving.

What leaders heard during the sprint was not a call for more training. Managers were not asking for new programs or tools. They were describing work that had changed without being formally redesigned. Roles were stretching beyond their original scope. Expectations were shifting without explicit conversation. Decision rights were becoming less clear.

That friction isn’t noise. It’s signal.
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2026/01/What-Managers-Actually-Surfaced.jpg" alt="" width="779" height="466" />
What surfaced across manager conversations

As participants compared real manager moments across organizations, a consistent pattern emerged. Reskilling needs are showing up first as judgment, risk, and decision challenges, not as requests for learning. Capability gaps appear as hesitation, uncertainty, and overload long before they show up in performance metrics, engagement surveys, or development plans.

Managers are navigating higher stakes work with faster timelines, tighter scrutiny, and greater system dependence, often without updated guardrails or shared definitions of “good work.” In response, many compensate quietly by stepping in, redistributing work, or softening expectations. Over time, these adaptations normalize risk and hide deeper structural gaps.

This reframes how leaders should think about reskilling altogether.

Three insights felt especially important for leaders designing team-based learning experiences:

First, manager conversations are the earliest capability sensor.
When leaders look across manager input not one story at a time, but in patterns they can detect role drift, uneven adaptation, and system strain early. These signals surface in everyday decisions, not in formal development requests. By the time learning demand is explicit, the organization is often already carrying risk.

Second, many “reskilling” challenges are actually design challenges.
Unclear workflows, broken handoffs, ambiguous decision ownership, and outdated role definitions cannot be trained away. The sprint helped leaders slow down long enough to diagnose whether an issue was rooted in skill, system, or structure and to respond intentionally rather than reflexively. This distinction proved critical for avoiding well-intended but misdirected learning interventions.

Third, learning works best in the flow of real work.
A key shift for participants was learning how to ask open-ended, work-centered questions that surfaced real problems instead of defaulting to one-track training conversations. When L&amp;D leaders resisted the urge to jump to solutions and instead invited managers to describe what felt hard, risky, or unclear, the conversation changed.

Rather than narrowing quickly to “what course do we need,” discussions opened up into a clearer understanding of how the work itself had changed and what kind of response was actually required. This approach consistently elevated L&amp;D’s role with the business.
<blockquote data-start="1289" data-end="1362">
“This gives L&amp;D a way to go back to the business with real value—not just more programs.” — <a href="https://www.ele.llc/members/brian-gold" target="_blank" rel="noopener">Brian Gold</a>, Acrisure.
</blockquote>
A different role for L&amp;D

One of the most important outcomes of the sprint was how it reframed the role of learning leaders. Instead of acting primarily as program designers or solution providers, participants left better equipped to serve as sense-makers and partners in diagnosing change.

Even when the answer was not training, L&amp;D leaders could guide their business partners toward clearer problem definition, better decisions, and more appropriate responses. That shift alone changes the credibility and impact of learning in the organization.

The bigger move is not about faster deployment or better content. It is about designing experiences that help teams see what has changed in the work, make smarter decisions together, and adapt in real time.
That’s the kind of capability-building work that will matter most in 2026.
𝐀𝐁𝐎𝐔𝐓 𝐓𝐇𝐄 𝐒𝐏𝐑𝐈𝐍𝐓: The ELE Ideation Sprint focuses on reskilling closer to real work. Rather than starting with large-scale frameworks or tools, the sprint centers on practical manager–employee conversations and the early signals that reveal where capability is actually breaking down. The goal is not to jump to solutions, but to identify and validate the real problem space worth solving.

𝐐𝐔𝐄𝐒𝐓𝐈𝐎𝐍𝐒? Explore the <a href="https://www.ele.llc/faqs/innovation-sprint-reskilling" target="_blank" rel="noopener">ELE Ideation Sprint FAQs</a> or reach the ELE team at help@ele.llc.

ELE Ideation Sprint — Reskilling Closer to Real Work

future of work

Future of Work

Leadership

dirk.tussing

azizeh.constantinescu

missy.gonzales

Performance Improvement

organizational capability

Performance Consulting

brian.gold

manager effectiveness

work design

Talent Leadership

capability building

manager coaching

deepa.kartha

ali.glaser

Ideation Sprint

1Q2026

workforce adaptation

learning in the flow of work

work clarity

reskilling signals

manager moments

elevated HR

root cause analysis

rapid learning

AI practicality

scaling capability

AI and talent

manager conversations

This live discussion provided a fresh lens on how talent leaders can become detectives of impact rather than order-takers for training.
<blockquote>"Impact isn’t about one program — it’s about the collective contributions of the whole village working toward business goals." -- <a href="https://www.ele.llc/members/kevin-m-yates">Kevin M Yates</a></blockquote>
The discussion challenged us to move beyond ROI as the only measure of success. Instead, it’s about asking sharper questions, anchoring every request to a business goal, and uncovering the leading and lagging indicators that truly show progress.
In breakout labs, leaders tested Kevin’s L&amp;D Detective® Method with AI tools like ChatGPT, Copilot, Claude, and Gemini. The result? What normally takes days to build — a Performance Impact Blueprint — was created in minutes. Still, as <a href="https://www.ele.llc/members/matt-donovan" target="_blank" rel="noopener">Matt Donovan</a> reminded us:

<blockquote>"AI can get you started fast, but real results come when you combine its power with human wisdom."</blockquote>
<h3 data-start="1043" data-end="1079">Key Takeaways for Talent Leaders</h3>
<ul data-start="1080" data-end="1452">
 	<li data-start="1080" data-end="1134">
Impact comes from the ecosystem, not just L&amp;D.
</li>
 	<li data-start="1135" data-end="1229">
ROI is too narrow; align instead to business metrics, time, quality, and expectations.
</li>
 	<li data-start="1230" data-end="1301">
Ask the 12 performance questions before designing any solution.
</li>
 	<li data-start="1302" data-end="1381">
Use AI to accelerate blueprinting, then apply human judgment to refine.
</li>
 	<li data-start="1382" data-end="1452">
Reframe L&amp;D’s role as performance consulting, not fulfillment.
</li>
</ul>
<h3 data-start="1454" data-end="1475">Practical Actions</h3>
<ul data-start="1476" data-end="1946">
 	<li data-start="1476" data-end="1575">
Adopt the detective mindset: use frameworks to investigate, blueprint, design, and measure.
</li>
 	<li data-start="1576" data-end="1676">
Start every request with the business goal: ask “How will we know if this moves the needle?”
</li>
 	<li data-start="1677" data-end="1760">
Pilot AI in your measurement work: let it draft blueprints you can sharpen.
</li>
 	<li data-start="1761" data-end="1843">
Secure executive champions to back the shift from training to performance.
</li>
 	<li data-start="1844" data-end="1946">
Use shared tools (frameworks, blueprints) to break silos and build cross-functional alignment.
</li>
</ul>

<hr data-start="1948" data-end="1951" />
👉 For senior talent leaders, the challenge is clear: stop measuring learning in isolation. Start showing how the village — powered by AI and guided by human wisdom — moves the business forward.
🎁 Bonus: Download your FREE copy of the L&amp;D Detective Kit for Investigating Performance Impact (2nd Ed.) here → <a class="" href="https://lnkd.in/gDiewY-W" target="_new" rel="noopener" data-start="2124" data-end="2176">https://lnkd.in/gDiewY-W</a>
We’ve got measurement mysteries to solve. Let’s get sleuthing. 🕵🏽‍♀️🧩
<img class="aligncenter size-medium wp-image-42702" src="https://wp.ele.llc/wp-content/uploads/2025/03/Yates-Book-2nd-Edition-LD-Detective-Kit-300x180.jpg" alt="L&amp;D Detective Kit v2 (PDF)" width="300" height="180" />
<blockquote>"Measure the Impact of Training and Learning with Facts, Clues, and Evidence" - <a href="https://www.ele.llc/members/kevin-m-yates">Kevin M Yates</a></blockquote>

✨ AI Practical Lab: The L&D Detective Kit for Measuring Real Impact

Digital &amp; AI

Analytics

kevin.m.yates

upskilling

jason.davis

colin.hahn

matt.donovan

Adding Value

brady.bair

learning trends

ChatGPT

timeka.young

AI tools

AI in Learning

HR future

AI in HR

human AI collaboration

learning analytics

GenAI

talent-talk

diana.anderson

ai practical lab

emily.decker-bess

AI in talent development

susan.c.guest

owen.burns

nicole.defalco

3Q2025

kathleen.yang-clayton

cindy.pinkstaffmiller

roberto.seif

talent development strategy

cecilia.lillegard

L&amp;D Detective Method

Measuring Learning Impact

Business Metrics

ROI vs ROE

Performance Blueprint

Instructional Design for Performance

Breaking Down Silos

Executive Sponsorship

Session Focus: Leadership Development and Integrating Talent Practices with a Comprehensive Skills Strategy

 

During this afternoon session at O’Brien Hall, the new home for Marquette Business and leadership innovation programs, we plan to have a robust discussion on the following:
<ol>
 	<li>#disruptivethinking panel: Do organizations need a comprehensive skills framework?
<ul>
 	<li><a href="https://www.learningexecutive.com/influencer/teri-hart">Teri Hart</a>, Zurich Insurance</li>
 	<li><a href="https://www.learningexecutive.com/influencer/dirk-tussing">Dirk Tussing</a>, ELE</li>
 	<li><a href="https://www.learningexecutive.com/influencer/wendy-greeson/">Wendy Greeson</a>, SMS Assist</li>
 	<li><a href="https://www.learningexecutive.com/influencer/robin-hoke/">Robin Hoke</a>, Marquette University</li>
</ul>
</li>
 	<li>Leadership Development Skill Analysis – What Leadership Development Should Look Like in the Hybrid Era?</li>
</ol>
&nbsp;

💥 Your Organization’s Skills Need a Comprehensive Strategy

<img class="wp-image-36364 alignleft lazyautosizes ls-is-cached lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg" sizes="779px" srcset="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg 381w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-300x300.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-150x150.jpg 150w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-60x60.jpg 60w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-141x141.jpg 141w" alt="Teri Hart" width="25" height="25" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg 381w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-300x300.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-150x150.jpg 150w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-60x60.jpg 60w, https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1-141x141.jpg 141w" data-sizes="auto" />Teri Hart, the author of <a title="Hardwired to Learn" href="https://www.learningexecutive.com/book/hardwired-to-learn-leveraging-the-self-sustaining-power-of-lifelong-learning/?author=teri-hart">Hardwired to Learn</a>, shared insights on <a href="https://www.learningexecutive.com/insights/your-learning-needs-a-comprehensive-strategy/">Your Learning Needs a Comprehensive Strategy </a>a few years ago for ELE.  During this strategy session, Teri illustrated that we are frequently tasked to build learning solutions to solve business problems. Quite often, these needs appear to be a worthwhile investment. But without the backdrop of strategy, we miss a critical piece of the decision-making framework – the relative value of specific learning needs a decision.

Let’s have Teri help guide a disruptive thinking roundtable panel on how HR functions can drive a Comprehensive Skills Framework to ensure business alignment.

💥 Talent functions that don’t have strategic planning capability are likely not focused on the right work.

Organizations need a dynamic approach to teaching people new skills. We see that integrated talent practices based on skills are rising, and business leaders are talking about skills.

<img class="aligncenter wp-image-37608 lazyautosizes lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg" sizes="467px" srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg 649w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-300x219.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-193x141.jpg 193w" alt="Simplifies Journey to be a Skills-based Enterprise (Ravin Jesuthasan)" width="467" height="341" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg 649w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-300x219.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1-193x141.jpg 193w" data-sizes="auto" />

💥 Taking a skills-based approach to building the future workforce (<a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/taking-a-skills-based-approach-to-building-the-future-workforce" target="_blank" rel="noopener">McKinsey, Nov 2022</a>)

Unfortunately, i4cp research has found many organizations are merely guessing when it comes to crucial aspects of that equation, especially knowing their employees’ skills and capabilities. When organizations build an employee skills inventory or database, what do they include in the talent profiles?  a common language to describe skills in the organization and enable an agile workforce by using skills as the common currency of the business. It helps integrate talent management processes.

&nbsp;

💥 What Leadership Development Should Look Like in the Hybrid Era

Key findings from <a title="Effective Leadership in a Hybrid World of Work (The Conference Board)" href="https://www.conference-board.org/pdfdownload.cfm?masterProductID=44626" target="_blank" rel="noopener">Effective Leadership in a Hybrid World of Work</a> (Udemy, December 2022) revealed that:
Hybrid work doesn’t fundamentally change what’s required to be an effective leader, but some skills are increasingly essential to manage mixed teams successfully.
Let’s analyze skills for how leaders develop beyond the theory that 70% of learning happens through doing (on-the-job experience), 20% through feedback and greater self-awareness (gained via interactions with others), and 10% through formal training.  Quantitative and qualitative research conducted over the past three years points (2022, HBR: <a href="https://hbr.org/2022/06/what-leadership-development-should-look-like-in-the-hybrid-era">What Leadership Development Should Look Like in the Hybrid Era</a>) to an alternative—a framework for the process that emphasizes three actions:
<ul>
 	<li>Sensemaking, or understanding how the business world and the organization work around you and how others relate to you.</li>
 	<li>Experimenting. or testing ideas picked up in a classroom session, from colleagues, or from personal experience.</li>
 	<li>Self-discovery, or figuring out your own identity in the workplace.</li>
</ul>
&nbsp;

<img class="aligncenter wp-image-37555 lazyautosizes lazyloaded" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png" sizes="227px" srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png 752w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-220x300.png 220w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-768x1045.png 768w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-104x141.png 104w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR.png 850w" alt="What Leadership Development Should Look Like in the Hybrid Era " width="227" height="310" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png 752w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-220x300.png 220w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-768x1045.png 768w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-104x141.png 104w, https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR.png 850w" data-sizes="auto" />

ELE’s Wisconsin cohort for Learning &amp; HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development. 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 use 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>

Skills-First Talent Strategy Roundtable @ Marquette University

digital

wisconsin

Integrated Talent Management

brian.watkins

teri.hart

kacie.walters

ele wisconsin cohort

ann.klitzke

leading remote workers

Culture Change

wendy.greeson

robin.hoke

steve.griffith

carrie.buchwald

L&amp;D trends

HR and learning trends

Hybrid Leadership

Inclusive Workplace

Lifelong Learning

Digital Workplace

Skill-Based Organizations

Personalization

kevin.walsh

mark.naidicz

Session Focus: Leadership Development and Integrating Talent Practices with a Comprehensive Skills Strategy

 

During this afternoon session at O’Brien Hall, the new home for Marquette Business and leadership innovation programs, we plan to have a robust discussion on the following:
<ol>
 	<li>#disruptivethinking panel: Do organizations need a comprehensive skills framework?
<ul>
 	<li><a href="https://www.learningexecutive.com/influencer/teri-hart">Teri Hart</a>, Zurich Insurance</li>
 	<li><a href="https://www.learningexecutive.com/influencer/dirk-tussing">Dirk Tussing</a>, ELE</li>
 	<li><a href="https://www.learningexecutive.com/influencer/wendy-greeson/">Wendy Greeson</a>, SMS Assist</li>
 	<li><a href="https://www.learningexecutive.com/influencer/robin-hoke/">Robin Hoke</a>, Marquette University</li>
</ul>
</li>
 	<li>Leadership Development Skill Analysis - What Leadership Development Should Look Like in the Hybrid Era?</li>
</ol>
&nbsp;

💥 Your Organization's Skills Need a Comprehensive Strategy

<img class="wp-image-36364 alignleft" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Teri-Hart-Headshot-2-380x380-1.jpg" alt="Teri Hart" width="25" height="25" />Teri Hart, the author of <a title="Hardwired to Learn" href="https://www.learningexecutive.com/book/hardwired-to-learn-leveraging-the-self-sustaining-power-of-lifelong-learning/?author=teri-hart">Hardwired to Learn</a>, shared insights on <a href="https://www.learningexecutive.com/insights/your-learning-needs-a-comprehensive-strategy/">Your Learning Needs a Comprehensive Strategy </a>a few years ago for ELE.  During this strategy session, Teri illustrated that we are frequently tasked to build learning solutions to solve business problems. Quite often, these needs appear to be a worthwhile investment. But without the backdrop of strategy, we miss a critical piece of the decision-making framework – the relative value of specific learning needs a decision.

Let's have Teri help guide a disruptive thinking roundtable panel on how HR functions can drive a Comprehensive Skills Framework to ensure business alignment.

💥 Talent functions that don’t have strategic planning capability are likely not focused on the right work.

Organizations need a dynamic approach to teaching people new skills. We see that integrated talent practices based on skills are rising, and business leaders are talking about skills.

<img class="aligncenter wp-image-37608" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg" alt="Simplifies Journey to be a Skills-based Enterprise (Ravin Jesuthasan)" width="467" height="341" />

💥 Taking a skills-based approach to building the future workforce (<a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/taking-a-skills-based-approach-to-building-the-future-workforce" target="_blank" rel="noopener">McKinsey, Nov 2022</a>)

Unfortunately, i4cp research has found many organizations are merely guessing when it comes to crucial aspects of that equation, especially knowing their employees' skills and capabilities. When organizations build an employee skills inventory or database, what do they include in the talent profiles?  a common language to describe skills in the organization and enable an agile workforce by using skills as the common currency of the business. It helps integrate talent management processes.

&nbsp;

💥 What Leadership Development Should Look Like in the Hybrid Era

Key findings from <a title="Effective Leadership in a Hybrid World of Work (The Conference Board)" href="https://www.conference-board.org/pdfdownload.cfm?masterProductID=44626" target="_blank" rel="noopener">Effective Leadership in a Hybrid World of Work</a> (Udemy, December 2022) revealed that:
Hybrid work doesn’t fundamentally change what’s required to be an effective leader, but some skills are increasingly essential to manage mixed teams successfully.
Let's analyze skills for how leaders develop beyond the theory that 70% of learning happens through doing (on-the-job experience), 20% through feedback and greater self-awareness (gained via interactions with others), and 10% through formal training.  Quantitative and qualitative research conducted over the past three years points (2022, HBR: <a href="https://hbr.org/2022/06/what-leadership-development-should-look-like-in-the-hybrid-era">What Leadership Development Should Look Like in the Hybrid Era</a>) to an alternative—a framework for the process that emphasizes three actions:
<ul>
 	<li>Sensemaking, or understanding how the business world and the organization work around you and how others relate to you.</li>
 	<li>Experimenting. or testing ideas picked up in a classroom session, from colleagues, or from personal experience.</li>
 	<li>Self-discovery, or figuring out your own identity in the workplace.</li>
</ul>
&nbsp;

<img class="aligncenter wp-image-37555" src="https://www.learningexecutive.com/wp-content/uploads/2022/12/A-Framework-for-Leadership-Development-Linking-the-ways-we-learn-2022-HBR-752x1024.png" alt="What Leadership Development Should Look Like in the Hybrid Era " width="227" height="310" />

ELE's Wisconsin cohort for Learning &amp; HR Executives is a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development. 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 use 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>
&nbsp;

<hr />

ELE produces this Wisconsin CLO Group.

Wisconsin CLO/CTO Cohort @ Marquette University

single-event

Talent Executives

Wisconsin Cohort

jill.busch

in-person event

megan.joecks

How can I make learning part of the overall company strategy? How do I convince key stakeholders of the value of L&amp;D? How can I develop a proactive approach to L&amp;D rather than reactive? How can I help my stakeholder see me as a Trusted Learning Advisor instead of an order taker?

Progress requires change. It has never been clearer that those in the field of learning and development are the changemakers for organizations. L&amp;D is an integral puzzle piece for achieving growth and creating value. But for decades, L&amp;D has sat by while others called the shots, made the decisions, and dictated how, when, why, and what type of training or learning interventions would be used in organizations.

Many L&amp;D practitioners are still there—comfortably nestled in the familiarity of playing the role of an order taker for the organization's learning and development needs. Some even justify it by adopting the belief that they should stay in their lane and focus on the work they've been told to do.

But every great innovation in life begins when someone dares to ask, - "But why?"

Written by an author with over 20 years of experience in the industry, this book explains what skills are needed by L&amp;D professionals to become strategic consultative partners to the business by driving value for the organization and unlocking human potential. Full of practical tips, tools, and advice, The Trusted Learning Advisor covers everything from strategies for developing key consultative skills needed to build trust and relationships with stakeholders, which is the foundational concept of a Trusted Learning Advisor, to identifying the L&amp;D maturity level of an organization. There is also practical advice on measuring the value of learning and communicating this impact to the organization and connecting the learning strategy to the business strategy.

This essential guide also includes support on critical thinking, communication, and influencing skills, as well as advice on how to master a growth mindset. Full of examples, actionable steps, and global case studies from Fortune 500 companies, this is crucial reading for all L&amp;D practitioners looking to develop their role as strategic consultative business partners that add true value to the organization, and ultimately achieve their highest purpose in L&amp;D: changing lives through learning.

The Trusted Learning Advisor: The Tools, Techniques and Skills You Need to Make L&D a Business Priority

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