ELE Group, LLC

<strong>This session pulled back the curtain on why coaching strategies often stall at scale—and what it really takes to make coaching work in today’s organizations.</strong>

We’ve long relied on formal coaching programs designed for senior leaders, but those high-investment, executive-level programs don’t reflect how people actually grow across today’s cross-functional, constantly shifting teams. In this ELE roundtable, a panel of seasoned talent leaders unpacked the shift from <strong>“Big C” coaching</strong> (exclusive, executive-level engagements) to <strong>“little c” coaching</strong>—the micro-behaviors that build—or break—trust, clarity, and momentum across teams.

But here’s the friction: not every manager wants to coach. Some aren’t ready. And the systems they operate in often make coaching nearly impossible. <strong>Through interactive debate and candid reflection, we explored a more uncomfortable—but necessary—question: not whether coaching is valuable (we all agree it is), but whether the way companies are currently investing in it is truly working.</strong> The heart of the debate wasn’t about whether coaching is good or bad—it was whether it’s <i>worth it</i> to keep pouring resources into high-touch programs at the top, when the real opportunity might lie elsewhere.
<blockquote data-start="720" data-end="800">
<p class="" data-start="722" data-end="800">“<em data-start="1074" data-end="1158">Leadership is in itself a profession that we lay over people doing other things.</em>” -- <a href="https://www.ele.llc/members/nicole-defalco" target="_blank" rel="noopener">Nicole DeFalco</a>.</p>
</blockquote>
<p data-start="1169" data-end="1367">Too often, we promote high performers into leadership roles and assume coaching will follow. But delivering results and growing others aren’t the same skillset—and without intrinsic motivation, even great managers may struggle to coach well.</p>
<p data-start="1369" data-end="1418">Here are key takeaways that sparked conversation:</p>

<h3 data-start="1420" data-end="1441">💡 Key Takeaways:</h3>
<ul data-start="1442" data-end="1916">
 	<li data-start="1442" data-end="1514">
<p data-start="1444" data-end="1514"><strong data-start="1444" data-end="1475">Big C vs. little c Coaching</strong> – Not all coaching is created equal.</p>
</li>
 	<li data-start="1515" data-end="1615">
<p data-start="1517" data-end="1615"><strong data-start="1517" data-end="1550">Coaching ≠ Performance Review</strong> – There’s tension when your coach also rates your performance.</p>
</li>
 	<li data-start="1616" data-end="1704">
<p data-start="1618" data-end="1704"><strong data-start="1618" data-end="1643">AI as a Coaching Ally</strong> – Coaching avatars and GPT-based mentors are already here.</p>
</li>
 	<li data-start="1705" data-end="1821">
<p data-start="1707" data-end="1821"><strong data-start="1707" data-end="1744">Managers Aren’t Always the Answer</strong> – Maybe people don’t just leave managers. Maybe they leave broken systems.</p>
</li>
 	<li data-start="1822" data-end="1916">
<p data-start="1824" data-end="1916"><strong data-start="1824" data-end="1872">Coaching Requires Want-To, Not Just Know-How</strong> – Without motivation, training won’t stick.</p>
</li>
</ul>
<h3 data-start="1918" data-end="1942">✅ Practical Actions:</h3>
<ul data-start="1943" data-end="2248">
 	<li data-start="1943" data-end="2009">
<p data-start="1945" data-end="2009">Introduce the <strong data-start="1959" data-end="1977">Big C/little c</strong> coaching language in your org</p>
</li>
 	<li data-start="2010" data-end="2076">
<p data-start="2012" data-end="2076">Screen leaders for <strong data-start="2031" data-end="2059">EQ and coaching aptitude</strong>, not just role</p>
</li>
 	<li data-start="2077" data-end="2123">
<p data-start="2079" data-end="2123">Embed <strong data-start="2085" data-end="2105">coaching moments</strong> into daily work</p>
</li>
 	<li data-start="2124" data-end="2184">
<p data-start="2126" data-end="2184">Pilot <strong data-start="2132" data-end="2153">AI coaching tools</strong> to complement human feedback</p>
</li>
 	<li data-start="2185" data-end="2248">
<p data-start="2187" data-end="2248">Reassess where <strong data-start="2202" data-end="2224">manager investment</strong> is driving actual value</p>
</li>
</ul>
<p data-start="2250" data-end="2374">Let’s reframe what scalable, empowered coaching really looks like.<br data-start="2316" data-end="2319" /><strong data-start="2319" data-end="2374">How are you evolving coaching in your organization? Share with us on ELE <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">Idea Exchange</a>.</strong></p>

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The Shift from Formal to Empowered: Innovative Coaching as the New Learning Paradigm

future of work

Digital &amp; AI

dirk.tussing

jane.shlaes

leadership development

performance management

talent development

Coaching

post-mortem analysis

employee engagement

ruben.contreras

lean learning

workforce transition

learning and development

emotional intelligence

matt.sernaker

yolanda.mangram

brian.gold

amy.leschkekahle

HR leadership

AI in HR

lauren.marder

diana.anderson

executive coaching

organizational learning

team communication

knowledge sharing

innovation culture

Reflective Leadership

Coaching Culture

sheryl.smikle

nicole.defalco

laura.sandera

adam.walleser

scalable learning

people managers

coaching at scale

workplace coaching

<strong>Session Focus: </strong>The Data-Driven Leader<em>--KISS and Tell at Cigna</em>
<strong>Case study:</strong> Cigna

"Data-driven decisions" are always considered to be the right way to approach most problems. It is now more possible than ever to link internal data sources together and analyze the relationships between how people experience work. However, data from just one source, without context, lack of gleaning useful insights, and ineffective storytelling have caused flawed decisions.

Given Cigna's global operations, we have tried to address these concerns and also consider cultural factors, preferences, and prejudices that influence decisions.

Bala will start this session, sharing how talent development can use linkage analyses in practical and simple terms. Then let us explore together, sharing our experience, making logical connections between engaging employees, and performing well. We have an opportunity to do more and higher quality linkage analyses to help data-driven leaders understand where to focus their investments in people and procedures.

<strong>Essential Forwarding-thinking Skill:</strong> Big Data and Analytics

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, <em><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></em>. 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.

<img class="wp-image-7176 aligncenter" src="https://learningexecutive.com/wp-content/uploads/2019/05/2019_LC-LearningPerformance-Based-Objectives-300x155.png" alt="Nov2019Analytics" width="442" height="230" />This 90-min virtual session is an invite-only collaborative in which each participant should plan to login using their webcam and computer microphone/speakers.
<ul>
 	<li>You and your team members can register below or send a quick email to Dirk Tussing so he can process your registration.</li>
 	<li>If possible, 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.</li>
</ul>
This Learning Circle, <em>The Data-Driven Leader</em>, is produced by Executive Learning Exchange.

The Data-Driven Leaders: Connecting Data, Insights, & People Success @ Cigna

single-event

analytics

evidence-based research

learning strategy

Team Leaders

Learning Circles

people strategy

bala.swaminathan

engagement

data driven leader

audrey.sullivan

online event

cigna

story-telling

predictive analysis

Analytics

A.O. Smith

<p class="thought_leader">To succeed in the shifting business landscape of the 21st Century, leaders must rethink their historical views and cultivate a new configuration of attitudes and abilities. What competencies, skills, attitudes, and characteristics are essential for the leaders of tomorrow? What critical practices are critical for leaders to confront today’s workplace challenges? Join this session to hear perspectives from several panel members about what’s needed for the leader of the future.</p>
To help guide the roundtable discussion, our facilitator will cover some or all of the following:
<ul>
 	<li>The characteristics needed for leaders today and in the future</li>
 	<li>Strategies for communicating with and developing leaders</li>
 	<li>How to motivate leaders</li>
 	<li>Accountability and Tracking – how to best measure leadership development</li>
 	<li>Change management considerations – how to get leaders to embrace constant change</li>
</ul>

Developing the Leader of the Future

Leadership

michael.grubich

marysue.handel

Change Management

hipo

high potential

janie.jewett

Research shows that only 15% -20% of participants do something better, different, and sustainable after a typical learning intervention. How do we drive to transfer and application back on the job to make a measurable difference with a more significant percentage of learners? Learning reinforcement has to be delivered on-the-job to ensure that new skills and behaviors are practiced as part of work, not apart from work.

We will present an example of an integrated learning solution that incorporates many Best Practices in post-program learning transfer and support that have delivered measurable ROI for clients.

Creating a comprehensive post-program learning support system that delivers results to clients requires the engagement of all stakeholders:
<ul>
 	<li>Participants, who set and work on challenging goals with the expectation of improving their effectiveness</li>
 	<li>Managers who hold participants accountable for applying new skills and provide coaching and support</li>
 	<li>Executive Sponsors, who hold managers accountable for coaching their direct reports around new skills</li>
 	<li>Learning Leaders, who monitor goals and progress and share success stories with sponsors</li>
 	<li>Facilitators, who proactively stay in touch during the application period to motivate action and guide new behaviors</li>
</ul>

Creating Sustainable Behavior Change to Deliver Training ROI

Engagement &amp; Culture

roy.pollock

kathy.granger

The Data-Driven Leaders: Connecting Data, Insights, & People Success @ Cigna

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