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FranklinCovey

Session Focus: New Workplace Sustainability Leadership Frameworks

A recent Learning Exchange session explored "New Workplace Sustainability Leadership Frameworks," focusing on the "Trust &amp; Inspire" approach. David Casperson, co-author of "Trust and Inspire," shared insights on unleashing greatness in others through leadership.

The session was anchored by Mahatma Gandhi's quote:
<blockquote>"The difference between what we do and what we are capable of doing would suffice to solve most of the world's problems."</blockquote>
This highlights the untapped potential within organizations.

Key Takeaways:
1. Shift in Leadership Paradigm:
The changing work environment requires moving from command and control to a trust and inspire approach, leading to higher engagement, productivity, and retention.
2. Trust as a Verb:
Leaders must actively extend trust, not just be trustworthy. This active approach transforms team relationships and drives collaboration.
3. Balancing Performance and People:
Elevating focus on people to the same level as performance leads to significant overall improvements. This balance creates more sustainable workplaces.
By adopting these new frameworks, organizations can create more inspiring, productive, and sustainable work environments. As businesses navigate modern workplace complexities, the trust and inspire approach offers a way to unlock organizations' and people's full potential.

Participants are encouraged to incorporate these principles into leadership practices and continue this important conversation.

New Workplace Sustainability Leadership Frameworks | Trust & Inspire

leadership

Strategy

dirk.tussing

richard.busby

jane.shlaes

effective leadership

employee engagement

servant leadership

collaboration

trust

ariel.mcgrew

retention strategy

ann.brownell

steve.feest

auroon.thapa

inspire

winnie.davis-key

david.kasperson

bridget.robinson

joe.garnett

Good bosses matter--now more than ever.

A post-pandemic era requires a different type of leadership.

Here is a recent example in the news now of what we need to avoid:
<blockquote>GM delays return-to-office mandate after employee backlash. GM employees who have been working remotely due to the pandemic will be required to return to the office at least three days a week. Just days after telling staff they'd have to come in, GM pushed back its return-to-office plans at the end of September 2022. On Friday, the company told staff to expect to return at least three days a week this year. But a memo sent the following Tuesday said the change will not begin before the first quarter of 2023.</blockquote>
&nbsp;

Most organizations, teams, schools, and families today still operate from a “command and control model,” focusing on hierarchies and compliance from people. But this way of leading is drastically outdated because of the changing nature of the world, the workforce, work itself, and the choices we have for where and how to work and live.

In Stephen M.R. Covey's newest book, <a href="https://www.learningexecutive.com/book/trust-and-inspire/" target="_blank" rel="noopener">Trust and Inspire</a>, he offers a simple yet bold solution: to shift from this “command and control” model to a leadership style of “trust and inspire.” People don’t want to be managed; they want to be led.

In this session, let's build on how we are seeing new ways of leading that start with believing that people are creative, collaborative, and full of potential with a robust, interactive discussion.

Pre-read: <a href="https://www.learningexecutive.com/book/trust-and-inspire/">click here</a> to access a complimentary getAbstract for <a href="https://www.learningexecutive.com/book/trust-and-inspire/">Trust and Inspire</a> on Winnie's ELE Bookshelf (login required)

New Workplace Sustainability Leadership Frameworks: Trust & Inspire

marcie.stern

janice.simmons

CHIE2022

Session Focus: New Workplace Sustainability Leadership Frameworks

Good bosses matter--now more than ever.
A post-pandemic era requires a different type of leadership.

Here is a recent example in the news now of what we need to avoid:
<blockquote>GM delays return-to-office mandate after employee backlash (SEP 2022)


GM employees who have been working remotely due to the pandemic will be required to return to the office at least three days a week.

Just days after telling staff they'd have to come in, GM pushed back its return-to-office plans at the end of September 2022.

On Friday, the company told staff to expect to return at least three days a week this year. But a memo sent the following Tuesday said the change will not begin before the first quarter of 2023.</blockquote>
Most organizations, teams, schools, and families today still operate from a “command and control model,” focusing on hierarchies and compliance from people. But this way of leading is drastically outdated because of the changing nature of the world, the workforce, work itself, and the choices we have for where and how to work and live.
<a title="Trust &amp; Inspire" href="https://www.learningexecutive.com/book/trust-and-inspire/"><img class="alignnone size-medium wp-image-36889" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/Trust-Inspire-300x300.jpg" alt="Trust &amp; Inspire" width="300" height="300" /></a>
&nbsp;

In Stephen M.R. Covey's newest book, <a href="https://www.learningexecutive.com/book/trust-and-inspire/">Trust and Inspire</a>, he offers a simple yet bold solution: to shift from this “command and control” model to a leadership style of “trust and inspire.” People don’t want to be managed; they want to be led.

In this roundtable discussion, let's talk about new ways of leading that start with believing that people are creative, collaborative, and full of potential.

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's <a title="ELE's Idea Exchange" href="https://www.learningexecutive.com/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

&nbsp;

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

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

new manager

leadership development

shelley.smith

helping managers

humane leadership

agile leaders

insights-wise-2021

ELE Group, LLC

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

marge.feely

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

jesse.james

beverly.kaye

In this session, Tom Griffin shares when he arrived at U.S. Cellular as CLO, and the company was an ordinary service provider. Under the leadership of Jack Rooney, CEO, Tom describes how their leadership strategy, Dynamic Organization, was crafted. At U.S. Cellular, "Dynamic Organization" focuses on ethical business practices were doing the right thing for employees, associates, and customers result in higher profits for the company. In this session, the five roles of U.S. Cellular's leader of the future model and four elements of the U.S. Cellular Business Model are also explained. Tom's stories provide insights on their corporate transformation from ordinary to extraordinary where U.S. Cellular's culture is the business -- the two are one.
You can watch this video using the media player above (note: double-clicking while playing will toggle between full-screen viewing) or using your right mouse button to download a copy to your desktop.

Creating a Culture of Servant Leadership @ U.S. Cellular

learning culture

tom.griffin

The author,  Azizeh Constantinescuaziz, is an ELE Contributing Member and a Lean Sigma Master Black Belt with more than twenty-five years of experience in process design, operational management, and internal consulting. She is also a Master of Theology with a focus on pastoral care and counseling—bringing together two worlds not often linked: organizational excellence and ancient Christian wisdom.
In her latest book, she explores how principles of Orthodox Christian theology and practice can be applied to industry and business. Her focus is on transforming workplaces from environments of control and burnout into human-centered organizations where collegial respect, belonging, and growth take root.
For senior leaders, her message is straightforward: when servant leadership is present, toxic cultures can heal. People feel safe to grow, and organizations unlock the human potential they were designed to cultivate.

Becoming a Human Organization, Transforming Work, Touching Lives

Engagement &amp; Culture

azizeh.constantinescu

talent development

organizational culture

employee well-being

HR Strategy

owen.burns

forward-thinking HR

strategic talent management

human organization

transforming work

workplace ethics

human potential

process excellence

healing toxic cultures

Four years ago, I wrote CARE to Win with one mission — to help people-first leaders scale human-centered, high-performing teams through the simple, science-backed habits of Clarity, Autonomy, Relationships, and Equity.

A great deal has changed over the past four years. What began as a framework rooted in empathy, neuroscience, and lived leadership experience has evolved through thousands of hours in the field, where training, listening, failing, learning, and growing alongside leaders in organizations worldwide have taken place.

This revised edition of The CARE Equation brings those hard-earned insights to the forefront. It’s not just a refresh. It’s a reflection of what it takes to be an unforgettable leader in today’s increasingly complex workplace.

Since that first edition, CARE has grown far beyond a book:
✅ Registered Clarity, Autonomy, Relationships, and Equity® as a trademark.
✅ Built a full suite of leadership development programs grounded in CARE for all levels of leaders.
✅ Partnered with clients who’ve won Brandon Hall Awards, implementing CARE within their organizations.
✅ Created validated CARE Assessments with measurable ROI and real-world case studies.
✅ Earned major contracts with globally recognized brands, transforming their leaders and culture through CARE.
✅ Designed and delivered transformative keynotes that bring people-first leadership to life, building culture champions from the ground up.

We’ve learned a lot over the past four years, from the science of trust and psychological safety to the realities of leading in hybrid, high-change, tech-driven environments. Every one of those lessons is now woven into this revised edition, available globally for the first time.

CARE to Win delves deeply into the real work of leadership by focusing on what matters most, people.

💡 Manage your biases. Learn how to recognize and interrupt the invisible patterns that erode trust and limit performance. Better self-awareness = better leadership.
💡 Build psychological safety. Discover how to lead teams that speak up, challenge ideas, and thrive, even under pressure.
💡 Act on insight. Access simple, practical frameworks and real-world stories that make it easy to turn “aha” moments into daily leadership habits.

This isn’t theory, it’s what we’ve seen work in the trenches with leaders across industries and continents.

I couldn’t be prouder of what this movement has become, or more excited to share what’s next.

Care to Win: The 4 Leadership Habits to Build High-Performing Teams (Revised Edition)

alex.draper

Change Management

performance management

talent management

nancy.dome

psychological safety

employee experience

cultural transformation

CARE model

emotional intelligence

coaching and mentoring

Strategic Leadership

Innovation Management

corporate values

team performance

Talent Retention

High Performing Teams

compassionate leadership

leadership habits

angela.howard

<div style="font-family: 'Segoe UI', Roboto, Helvetica, Arial, sans-serif; color: #333; line-height: 1.8; max-width: 850px; margin: auto; text-align: justify; font-size: 18px;">
<h4 style="font-size: 1.75rem; color: #1a1a1a; margin-top: 2.5rem; margin-bottom: 1.2rem; border-left: 5px solid #cc0000; padding-left: 15px; text-align: left; line-height: 1.3;">The Rebellion Against Command and Control</h4>
We’ve inherited a version of leadership that was designed for the industrial age—built on hierarchy, standardization, and the illusion of control. In Dare to Un-Lead, Céline Schillinger argues that these legacy models are not only outdated but are actively harming our ability to innovate and connect.
For ELE members, this book provides the intellectual "permission" to stop being a enforcer of corporate policy and start being a catalyst for collective agency. Schillinger invites us to "un-lead"—to strip away the ego-driven, top-down structures and replace them with something far more potent: shared purpose and active participation.


<hr style="border: 0; border-top: 1px solid #eee; margin: 2.5rem 0;" />

<h4 style="font-size: 1.75rem; color: #1a1a1a; margin-top: 2.5rem; margin-bottom: 1.2rem; border-left: 5px solid #cc0000; padding-left: 15px; text-align: left; line-height: 1.3;">The Blueprint: Liberty, Solidarity, and Equality</h4>
Schillinger reinterprets these classic values through the lens of modern organizational design, providing a framework for what she calls "leadership for the 21st century":

<ul style="padding-left: 25px; margin-bottom: 2.5rem;">
 	<li style="margin-bottom: 1.2rem;">Liberty: This is about autonomy and trust. Instead of monitoring inputs, un-leading means creating a space where individuals have the freedom to decide how they contribute to the mission.</li>
 	<li style="margin-bottom: 1.2rem;">Solidarity: Moving beyond the "individual contributor" mindset. It’s about building communities within organizations where people feel a genuine sense of belonging and mutual responsibility.</li>
 	<li style="margin-bottom: 1.2rem;">Equality: This challenges the traditional pyramid. It doesn't mean removing all structure, but it does mean ensuring that everyone’s voice has the potential to influence the direction of the work, regardless of their title.</li>
</ul>

<hr style="border: 0; border-top: 1px solid #eee; margin: 2.5rem 0;" />

<h4 style="font-size: 1.75rem; color: #1a1a1a; margin-top: 2.5rem; margin-bottom: 1.2rem; border-left: 5px solid #cc0000; padding-left: 15px; text-align: left; line-height: 1.3;">Why It Matters for the ELE Community</h4>
As senior Talent and L&amp;D leaders, you are often the guardians of the employee experience. Schillinger’s work offers a roadmap for high-level transformation:

<ul style="padding-left: 25px; margin-bottom: 2.5rem;">
 	<li style="margin-bottom: 1.2rem;">From Engagement to Activism: Instead of measuring "engagement" through surveys, this book teaches leaders how to spark internal "movements" that drive change from the bottom up.</li>
 	<li style="margin-bottom: 1.2rem;">Redefining Management: It provides a compelling argument for moving away from the "manager as a hero" trope and toward "manager as a host"—someone who facilitates the success of others.</li>
 	<li style="margin-bottom: 1.2rem;">Culture as a Living Organism: It aligns with the ELE philosophy that culture isn't something you "impose"; it’s something that emerges when you get the human dynamics right.</li>
</ul>

<hr style="border: 0; border-top: 1px solid #eee; margin: 2.5rem 0;" />

<div style="font-style: italic; color: #444; background-color: #f4f4f4; padding: 30px; border-radius: 12px; border-right: 5px solid #cc0000;">Un-leading is not an abdication of responsibility; it is a higher form of it. It requires the courage to let go of the steering wheel so that the collective intelligence of the organization can take over. When we stop trying to lead people and start leading with them, we unlock a level of agility and passion that no traditional hierarchy could ever produce.</div>
</div>

Dare to Un-Lead: The Art of Relational Leadership in a Fragmented World

agility

Community Building

decentralized leadership

L&amp;D strategy

human-centered design

employee agency

social movement

workplace community

This expanded edition of The Go-Giver includes the text of the original business parable, together with a foreword by Arianna Huffington, a new intro­duction, a discussion guide, and a Q&amp;A with the authors.

“Most people just laugh when they hear that the secret to success is giving....Then again, most people are nowhere near as successful as they wish they were.”

The Go-Giver tells the story of an ambitious young man named Joe who yearns for success. Joe is a true go-getter, though sometimes he feels as if the harder and faster he works, the further away his goals seem to be. Desperate to land a key sale at the end of a bad quarter, he seeks advice from the enigmatic Pindar, a legendary consultant referred to by his many devotees sim­ply as the Chairman.

Over the next week, Pindar introduces Joe to a series of “go-givers”: a restaurateur, a CEO, a financial adviser, a real estate broker, and the “Connector” who brought them all together. Pindar’s friends teach Joe the Five Laws of Stratospheric Success and help him open himself up to the power of giving. Joe learns that changing his focus from getting to giving—putting others’ interests first and continually adding value to their lives—ultimately leads to unexpected returns.

Imparted with wit and grace, The Go-Giver is a classic bestseller that brings to life the old proverb “Give and you shall receive.” Since its original publication, the term “go-giver” has become shorthand for a defining set of values embraced by hundreds of thousands of people around the world. Today this timeless story continues to help its readers find fulfillment and greater success in business, in their personal lives and in their communities.

The Go-Giver: A Little Story About a Powerful Business Idea

relationship building

yolanda.mangram

HR Innovation

Professional Growth

Team Dynamics

Strategic HR

values-based leadership

executive coaching

Human Capital

Business Philosophy

Influence Strategies

We have a leadership crisis today, where even though our world has changed drastically, our leadership style has not. Most organizations, teams, schools, and families today still operate from a “command and control model,” focusing on hierarchies and compliance from people. But this way of leading is drastically outdated because of the changing nature of the world, the workforce, work itself, and the choices we have for where and how to work and live.

Stephen M.R. Covey has made it his life’s work to understand trust in leadership and organizations. In his newest and most transformative book, Trust and Inspire, he offers a simple yet bold solution: to shift from this “command and control” model to a leadership style of “trust and inspire.” People don’t want to be managed; they want to be led.

Trust and Inspire is a new way of leading that starts with believing that people are creative, collaborative, and full of potential. People with this kind of leadership are inspired to become the best version of themselves and to produce their best work.

In this “beautifully written page-turner” (Amy Edmondson, Harvard Business School professor), Covey offers the solution to the future of work: where a dispersed workforce will be the norm, necessitating trust and collaboration across time zones, cultures, personalities, generations, and technology.

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