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ELE brings leaders together across companies and industries to develop leadership closer to real work — so decisions get made faster, change lands harder, and business value follows.

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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.

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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.

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Rexnord

Talent management is on the tip of most CEOs’ tongues right now, and yet most organizations still struggle to find a successful approach. Simulations have been used quite effectively to encourage adoption, consistency, and proactive engagement by line leaders in talent management activities – hiring, scheduling, promoting, assessing talent, succession planning, determining enterprise risks, and sharing talent. This session will review some of the approaches taken by diverse companies to engage a broader audience in proactive talent management. We will discuss some of the approaches taken and then proceed to a panel discussion of the subject.
To help guide this roundtable discussion, we’ll encourage participants to share sales performance challenges, success stories, and innovative experiments including:

<ul>
 	<li>How do you get the engagement and ownership of non-HR leaders in talent-related processes and practices? And what is the right level of engagement for non-HR leaders?</li>
 	<li>What are the implications of applying an integrated talent management process for a global organization?</li>
 	<li>If everyone is going after the same people, how can you differentiate your company? How does the learning or training approach help achieve differentiation?</li>
</ul>

Improving Talent Management through the Use of Simulation

Integrated Talent Management

suzanne.sherry

engagement

simulation

talent management

McDonald's Corporation

You wouldn’t want your pilot to fly without time in a simulator. Why should your leaders and managers be any different? This collaborative panel and audience discussion will cover leadership and business simulation examples aligned with corporate strategy and designed to drive learning and business performance.
To help guide this roundtable discussion, we’ll encourage participants to share the following:
<ul>
 	<li>What is a simulation, and what types of simulations are there?</li>
 	<li>How are companies using simulations to drive behavior change and business results?</li>
 	<li>Why do organizations choose a simulation over other learning approaches?</li>
 	<li>How do simulations challenge participants to make critical decisions and evaluate their impacts?</li>
 	<li>What role do emotions, teaming, and competition have in simulations?</li>
 	<li>How have organizations overcome the four fears of simulation – cost, time, implementation, and maintenance?</li>
</ul>
Panelists will discuss their initiatives from several angles. The session will then be open for audience participation. The audience is encouraged to bring their definitions, anecdotes, and examples of successes and challenges.
<ul>
 	<li>Elements of successful simulations</li>
 	<li>The four fears of simulation – Cost, time, implementation, and maintenance</li>
 	<li>Systems thinking approach–decisions, impacts, and trade-offs</li>
</ul>

Business Simulations: Decisions and their Impacts

digital

Digital &amp; AI

allyson.carter

kevin.himmel

Executive Learning Exchange (ELE)

Some of the most important training initiatives also present the most difficult challenges to practicing the new-found knowledge. Safety concerns, logistics problems, and other restrictions limit your options and decrease your training effectiveness. For Children’s Memorial Hospital, this was especially true of training for their evacuation procedures. It is impossible to practice a full evacuation of the hospital, which limited the realism of training efforts.
Virtual worlds like Second Life offer a solution. Using virtual worlds, you can build immersive simulations that mimic real-world events. Children’s Memorial Hospital partnered with Centrax Corporation to build a portion of the hospital in Second Life. Employees of the hospital will use an avatar to evacuate patients virtually and stage them for transfer. This provides an unprecedented level of realism. It also facilitates learning experiences that are impossible to capture with traditional e-learning or classroom training.
<ul>
 	<li>Make sure your initial plan provides room for expansion.</li>
 	<li>It is possible to create psychological fidelity (the perception of a correlation to the real world) without photo-realism.</li>
 	<li>And, naturally, keep it simple.</li>
</ul>

Simulations & Emerging Technologies: Using Second Life for Training

experiential learning

ed.prentice

gaming

social learning

e-learning

How does your business view its training? Is it a temporary fix or a long-term strategic solution? Is your organization currently using training programs that are the same tired, lecture-based, “death by PowerPoint” presentations, and “click-through” e-learning programs? Now, with The End of Training, Michael Vaughan helps us navigate through the hype of business simulations and presents a clear and concise guide to understanding the power and effectiveness of these revolutionary training programs. More and more companies are choosing business simulations in an effort to create dynamic learning experiences that drive performance and create competitive advantage. The End of Training can help managers sort through the confusion surrounding workplace simulations and answer the questions that so many learning professionals have–from what they are and what they are capable of accomplishing to best practices and how-to’s for successfully leveraging simulations within your organization.

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