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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.

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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.

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

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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.

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

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

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

UW Madison

This session shares how findings from research on what employees expect and need from their managers were turned into both a framework for a performance management system and, perhaps more importantly, a framework for managers to have performance improving conversations with those that work with them.

Six Conversations: A Simple Guide for Managerial Success

Engagement &amp; Culture

steve.king

performance improvement

data driven leader

performance management

research

Performance Improvement

Executive Learning Exchange (ELE)

Real value – higher productivity, quality, and customer satisfaction – comes from getting new hires or existing employees up to a high level of proficiency quickly and efficiently. However, formal training often does not get the job done sufficiently. Why? Cognitive research has shown that people learn to be top performers primarily through experience. According to the Center for Creative Leadership, only 10% of learning in organizations is formal (e.g., e-learning, workshops), 20% is informal (e.g., social, coaching, performance support), and 70% is experiential (on-the-job). The problem is that casual and experiential learning can be haphazard and awkward to track. It’s time to unlock the potential of informal, social, and experiential learning.
In this session, we saw how emerging technologies are allowing organizations to align informal and experiential learning with competencies to create flexible learning paths, track progress, and recognize results. They are deploying a new post-LMS software infrastructure built on next-generation SCORM (Tin Can), Mozilla Badges, mobile devices, and ePortfolios to create a coherent learning system that coordinates and tracks 100% of learning to optimize the path to performance.

<ul>
 	<li>Align all learning with organizational goals and desired competencies.</li>
 	<li>Use mobile devices to guide and track learning on the job.</li>
 	<li>Capture data on what people are doing to achieve performance and use analytics to link to results.</li>
</ul>

Unlocking the Potential of Informal, Social, and Experiential Learning

Integrated Talent Management

Strategy

experiential learning

learning technology

marty.rosenheck

Enjoy this discussion of the findings of the BPI group’s recent survey of current, former, and aspiring CEOs, which provides a uniquely intimate look into the minds of CEOs and other very senior executives. Survey results offer collective insights from CEOs regarding the journey to becoming a CEO, describe drivers of satisfaction in senior leaders the relationship between personal fulfillment and success at the C-Suite level, and identify top advice by CEOs to aspiring CEOs. The survey also asks questions related to how CEOs and senior leaders view learning and development and to provide insight into their own development needs and plans.

<ul>
 	<li>How CEOs and senior leaders think about leadership, including what is right and bad leadership, and the single most-cited characteristic of great leaders</li>
 	<li>What drives senior leaders – their aspirations and needs</li>
 	<li>The best ‘once piece of advice’ that CEOs have for aspiring CEOs and other leaders</li>
 	<li>The most critical skills leaders need for success in the future to address the most significant challenges</li>
 	<li>Why most leaders believe they should change how they currently spend their time</li>
 	<li>How the senior leaders responded to the question, “What is your philosophy of leadership?“</li>
</ul>
To help guide the roundtable discussion, our facilitator covered some or all of the following:
<ul>
 	<li>How would you describe your best boss ever?</li>
 	<li>How would you describe your worst boss ever?</li>
 	<li>Do most senior leaders have their philosophy of leadership? Can they articulate it? Is it contemporary? Is it balanced with the needs of the organization?</li>
 	<li>Do you believe CEOs think differently about learning and development than HR and learning leaders? How?</li>
 	<li>What do you think the #1 and #2 development need is CEOs cited that?“</li>
</ul>

Six Conversations: A Simple Guide for Managerial Success

Unlocking the Potential of Informal, Social, and Experiential Learning

CEO Insights: Perspectives on leadership from current, former and aspiring CEOs