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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.

Problem Solutions

Upsurge Advisors

At the Milwaukee Talent Development Conference 2025, <a href="https://www.ele.llc/members/michael-hruska" target="_blank" rel="noopener">Michael Hruska</a> and <a href="https://www.ele.llc/members/nicole-defalco" target="_blank" rel="noopener">Nicole DeFalco</a> sparked a compelling dialogue about the evolving partnership between humans and artificial intelligence—and what it means for leadership, learning, and culture.
Their session, Authentic Intelligence: How Humans and AI Can Work in Harmony, didn’t center on machines replacing people. Instead, it made the case for a smarter approach: augmenting human insight with AI’s speed and scale to solve complex problems more creatively and collaboratively.

<blockquote data-start="705" data-end="833">
“Two people working with AI is better than any other combination. That’s what we’re here to prove.” — <a href="https://www.ele.llc/members/nicole-defalco" target="_blank" rel="noopener">Nicole DeFalco</a>
</blockquote>
&nbsp;
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2025/05/who-is-your-best-bet-for-solving-a-problem.jpg" alt="" width="885" height="498" />
This insight grounded the session—and the room agreed. When humans bring context, empathy, and strategic judgment, and AI brings data, memory, and speed, the result is a powerfully effective team. Whether it’s designing leadership programs, creating knowledge-sharing podcasts, or managing skills-based learning plans—AI becomes most impactful when paired with thoughtful human collaboration.
🔍 So, what’s changing for HR and talent leaders?

<ul data-start="1285" data-end="1586">
 	<li data-start="1285" data-end="1354">
AI is no longer a future concept. It’s a present-day accelerator.
</li>
 	<li data-start="1355" data-end="1438">
Managers need to offload data grunt work and step fully into people leadership.
</li>
 	<li data-start="1439" data-end="1586">
Multigenerational teams, especially Gen Z, expect more coaching, context, and culture—areas where AI can inform but not replace human leadership.
</li>
</ul>
But this shift doesn’t happen in a vacuum.

<blockquote data-start="1632" data-end="1806">
“Organizational culture will either launch or break your AI strategy. You’ve got to ask: what in the culture is helping—or hindering—this shift?” — <a href="https://www.ele.llc/members/michael-hruska" target="_blank" rel="noopener">Michael Hruska</a>, Problem Solutions
</blockquote>
From communication norms to psychological safety, culture determines whether AI-supported leadership can truly take root. If your culture resists experimentation or transparency, even the most powerful tools will fall flat.
🚀 The keynote also spotlighted AI agents that generate dynamic workflows and learning journeys—no manual coding required. But the takeaway wasn’t about tech bells and whistles. It was about mindset: start small, test fast, build momentum.
AI isn’t replacing leadership. It’s reshaping it. And the leaders who embrace authentic intelligence—human + artificial—will be the ones shaping the future of work.

✨ AI in Action: Authentic Intelligence: How Humans and AI Can Work in Harmony

future of work

Future of Work

Digital &amp; AI

digital transformation

leadership development

Talent Strategy

organizational culture

skills development

AI in HR

human AI collaboration

workplace innovation

adaptive leadership

michael.hruska

nicole.defalco

wise2025

authentic intelligence

AI-enabled learning

Gen Z workforce

people leadership

GEICO

ELE Group, LLC

This session provided a comprehensive exploration of how learning and development (L&amp;D) can evolve into agile, data-integrated entities to effectively meet the demands of a rapidly changing business landscape. With a focus on "Transforming L&amp;D for Tomorrow's Challenges," we explored strategies that not only address current skills gaps but also aim to future-proof our workforce against upcoming challenges.


<blockquote>"We're not just about filling gaps, we're about future-proofing our workforce." -- <a href="https://www.ele.llc/members/julian-malnak" target="_blank" rel="noopener">Julian Malnak</a>, GEICO</blockquote>
As Julian insightfully noted, this perspective is crucial as it shifts the L&amp;D paradigm from reactive to strategic, emphasizing the importance of preparing our organizations for the future rather than merely responding to the present.
Key Takeaways for Senior HR Talent Leaders:

<ol data-start="785" data-end="1437">
 	<li class="" data-start="785" data-end="981">
Embrace Agile L&amp;D Frameworks: Ensure that learning and development strategies are flexible and adaptable, capable of responding quickly to new challenges and opportunities as they arise.
</li>
 	<li class="" data-start="983" data-end="1210">
Harness Data and Technology for Enhanced Learning: Leverage the power of data analytics and artificial intelligence to create personalized, impactful learning experiences that are directly aligned with business goals.
</li>
 	<li class="" data-start="1212" data-end="1437">
Cultivate a Culture of Continuous Learning: Foster an environment where learning is continuous, collaborative, and deeply integrated into the fabric of the organization, promoting a culture of growth and innovation.
</li>
</ol>
Practical Actions:

<ol data-start="1463" data-end="2191">
 	<li class="" data-start="1463" data-end="1685">
Implement Agile Methodologies: Regularly review and adjust training programs to reflect current trends and feedback. Adopt agile methodologies that enable quick pivots and adaptations without extensive overhauls.
</li>
 	<li class="" data-start="1687" data-end="1932">
Develop a Data Analytics Framework: Invest in technology that supports the collection and analysis of data from L&amp;D activities. Use this data to tailor learning programs to individual needs and measure their effectiveness in real time.
</li>
 	<li class="" data-start="1934" data-end="2191">
Promote Continuous Professional Development: Champion policies and initiatives that encourage continuous learning. Provide platforms for knowledge sharing and collaboration, and recognize and reward learning and innovation within the organization.
</li>
</ol>
By embracing these strategies, senior HR talent leaders can transform their L&amp;D functions into dynamic, future-oriented pillars of their organizations. This shift is not just about adapting to change—it's about leading it, ensuring that our teams are not only prepared for the future but are also instrumental in shaping it.

The Future is Now: Transforming L&D for Tomorrow's Challenges

dirk.tussing

newton.moore

jill.mack

julian.malnak

talent development

learning &amp; development

employee engagement

betty.hart

continuous learning

digital learning

employee development

ann.brownell

agile learning

workforce planning

kelly.wojda

matt.sernaker

yolanda.mangram

HR leadership

HR Strategy

AI in Learning

HR strategies

Professional Development

organizational learning

knowledge sharing

innovation culture

data driven HR

Workforce Training

ben.warner

Innovation in HR

Tech-Enabled Learning

Data-Driven L&amp;D

Zurich North America

Versiti

Art Institute of Chicago

Froedtert ThedaCare Health

This session provided actionable strategies for navigating the evolving demands of HR in the AI era. As workplaces become more agile, HR leaders must balance innovative practices with foundational human needs to build sustainable and future-ready organizations.

One standout insight was the growing importance of microlearning as a cornerstone of modern L&amp;D:
<blockquote>"Microlearning meets modern learners’ needs—they want quick, just-in-time knowledge, not hour-long sessions." -- <a href="https://www.ele.llc/members/angie-zeigler" target="_blank" rel="noopener">Angie Zeigler</a></blockquote>
This shift reflects how today’s workforce expects learning to be as accessible and immediate as their favorite apps. To meet these expectations, HR leaders must prioritize:
<ul>
 	<li>Agility and Unlearning: Equip employees to unlearn outdated practices and embrace continuous growth.</li>
 	<li>Foundational Skills: Revisit and strengthen core competencies like communication, customer service, and digital literacy.</li>
 	<li>Culture Alignment: Ensure talent processes reinforce organizational values, fostering a cohesive and inclusive workplace.</li>
 	<li>Community Engagement: Leverage partnerships with schools and community organizations to build diverse pipelines while supporting local ecosystems.</li>
</ul>
By embracing these strategies, senior HR talent leaders can ensure their organizations remain relevant, resilient, and ready to thrive in the future of work.

Sustainable Talent: Leadership “Aha!” Moments for Future-Ready Organizations and Communities

Engagement &amp; Culture

Integrated Talent Management

teri.hart

microlearning

angie.zeigler

tim.kirkpatrick

janice.simmons

denise.banks

learning and development

CHIE2024

DEIB

HR Innovation

Workplace Learning

Workforce Agility

<blockquote>"Innovation is frequently driven by 'Do or Die's,' not 'Eureka's.'" -- <a href="https://www.ele.llc/members/julian-malnak" target="_blank" rel="noopener">Julian Malnak</a></blockquote>
This session provided a compelling perspective on how the pressures of competition and customer expectations often shape innovation, rather than moments of sudden inspiration. For senior HR talent leaders, this insight serves as a call to action: we must align talent strategies with these high-stakes imperatives to ensure our teams are prepared to thrive in fast-changing environments.
<h3>Key Takeaways:</h3>
<ol>
 	<li>Adaptability is Essential: Recognize and respond to the "Do or Die" moments in your organization by fostering a culture of agility and experimentation.</li>
 	<li>Embrace Unlearning: Just as businesses transform, HR and L&amp;D must shed outdated practices to remain relevant and impactful.</li>
 	<li>Modernize Learning Approaches: Deliver learning experiences that are accessible, timely, and aligned with the needs of today’s workforce, much like the "chunked and pithy" formats that outperform traditional programs.</li>
 	<li>Bridge Generational Gaps: Facilitate knowledge transfer across generations, especially as technology and change disrupt traditional ways of working.</li>
</ol>
By understanding that innovation stems from urgency rather than serendipity, HR leaders can position their teams as proactive partners in driving organizational transformation. Let's rethink how we approach learning, development, and leadership in the face of today’s rapid changes.

Shaping the Future: Talent Development’s Role in Business Identity and Innovation

Change Management

continuous improvement

competitive advantage

organizational transformation

Business Agility

Unlearning and Development

Generational Workforce

2024 Top 10

Session Focus: Ideate on transformative strategies to evolve your Learning &amp; Development (L&amp;D) into agile entities with integrated enterprise data strategies. As the pace of business accelerates, the limitations of traditional L&amp;D models become increasingly apparent.

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This interactive roundtable will focus on two critical areas:

The Future is Here: What Are We Doing About It? — Engage in a dynamic discussion on immediate actions and innovative strategies required to adapt and excel in the rapidly changing business landscape.

From Past to Future Forward: — We will explore and clearly distinguish between outdated and forward-thinking approaches essential for success in today’s evolving work environment.

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</div>
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Let's discuss redefining the capabilities of L&amp;D, positioning your organization to meet and master tomorrow's challenges today.


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This session will offer HR Talent leaders actionable insights from industry leaders on transforming rigid structures into adaptive networks that empower employees across all levels.
ELE produces this Learning Circle: Reskilling Talent Development.

ELE's <a title="ELE's Idea Exchange" href="/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

Digital

Session Focus: Unlocking Potential: Navigating the Skills-Based Talent Value Chain for HR Leadership  
This session offered an insightful exploration of the challenges organizations encounter when transitioning from discussing skills-based talent management to effectively implementing it across the enterprise. While the vision of making skills the cornerstone of workforce management is compelling, as Nick stated:

<blockquote>"Creating a skills-based talent marketplace as the cornerstone of workforce management is widely discussed, but implementing it in practice is challenging." -- <a href="https://www.ele.llc/members/nick-allen" target="_blank" rel="noopener">Nick Allen</a></blockquote>
<img class="aligncenter size-large wp-image-41069" src="https://wp.ele.llc/wp-content/uploads/2024/02/STCCG-Skills-Gears-v2024APR-1024x242.png" alt="Skills Gears - Operational vs Talent Practices" width="1024" height="242" />Source: St. Charles Consulting Group
Three key takeaways emerged on why this shift is so tricky:
<ol class="-mt-1 list-decimal space-y-2 pl-8">
 	<li class="whitespace-normal break-words">Implementing an integrated, skills-based talent management strategy across an entire enterprise is extremely challenging, but focusing on specific high-impact areas or pain points can be a good starting point.</li>
 	<li class="whitespace-normal break-words">Getting true leadership buy-in and making skills an urgent priority is critical, as is determining the right level of granularity for defining and governing skills data across different talent processes.</li>
 	<li class="whitespace-normal break-words">Harmonizing skills with performance management processes and how leaders evaluate success is essential to reinforce the culture and mindset shift required for a genuinely skills-based approach.</li>
</ol>
The session highlighted the complexities of developing consistent skills taxonomies, integrating them into processes like performance management and career development, and ultimately enabling a true skills-based talent marketplace. While the end vision is enticing, the realities of implementation across an organization require significant change management.

Peer Review: Strategic HR and Talent Process Optimization for Enhanced Organizational Success

Strategy

kery.mortenson

nick.allen

jean.ryan

allyson.carter

tomas.ramirez

azizeh.constantinescu

edward.desrosiers

performance management

talent management

sara.larson

organizational development

reskilling

talent marketplace

durable skills

brian.richardson

organizational success

megan.bickle

organizational skills

Skills Gaps

skills-based talent management

scalable culture

Strategic HR

Process Optimization

Workforce Strategy

Talent Value Chain

Skills-Based Management

craig.friedman

Lake Forest Center for Leadership

Session Focus: Exploring key insights for fostering agility and resilience in talent development.
At the recent Skills-First Milwaukee conference, a panel discussion unveiled powerful insights for driving strategic change capabilities within organizations. The session, focused on exploring key takeaways for fostering agility and resilience in talent development, delivered impactful "aha! moments" for attendees.

<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/05/Change-Readiness-Unveiled.jpg" alt="" width="406" height="406" />

A central theme emerged around the importance of leveraging diverse perspectives. As <a href="https://www.ele.llc/members/jennifer-kern" target="_blank" rel="noopener">Jennifer Kern</a>, Director of Learning Innovation at <a href="https://www.ele.llc/about/collaborators/lake-forest-center-for-leadership" target="_blank" rel="noopener">Lake Forest Center for Leadership</a>, eloquently stated:
<blockquote>"It's fascinating how the wisdom of the crowd concept relates to machine learning, even for non-tech experts."</blockquote>
This highlighted the need to embrace outlier ideas and crowd wisdom when adopting AI and new technologies. Here are three key takeaways crystalized during the dialogue:
<ol>
 	<li>Leverage the "wisdom of the crowd" and don't ignore outlier ideas when using AI. Diverse viewpoints breed innovation.</li>
 	<li>Use simple one-page plans and just enough structure for managing change initiatives effectively, avoiding overly complex models.</li>
 	<li>Develop the skill of asking better questions to take full advantage of AI tools and drive impactful outcomes.</li>
</ol>
The session spotlighted the advantages of merging talent and DEI teams to foster more strategic, holistic change readiness. Attendees gained insights into shaping a supportive culture through consistent communication, building excitement, and creating structures that enable nimble course corrections.
As AI and technological disruption accelerate, the ability to drive sustainable change with intention becomes paramount for organizations. This session provided a roadmap for developing the adaptive mindsets and resilient practices required to thrive amidst volatility.

Change Readiness Unveiled: Insights and Aha! Moments from Skills-First Milwaukee

engagement &amp; culture

Leadership

innovation

upskilling

organizational agility

organizational change

jennifer.kern

tresha.lovell

kevin.adams

Change Readiness

strategic change

Amplitude

Rali

Get Control

This session provided valuable insights into effective retention strategies that are essential for today's workforce. The discussion highlighted the critical elements of psychological safety, trust, and recognition in fostering a supportive and engaging work environment. Here are three key takeaways from the session:
<ol>
 	<li>Importance of Psychological Safety and Trust: Building a culture of psychological safety and trust is foundational for enhancing employee wellbeing and retention. Organizations should actively work on making employees feel cared for and trusted. As Erin aptly stated:
<blockquote>"Cohort learning is a flexible, group-based experience that emphasizes social interaction and practical application." -- <a href="https://www.ele.llc/members/erin-doyle" target="_blank" rel="noopener">Erin Doyle</a></blockquote>
This underscores the significant impact of trust on employees' sense of purpose and connection to their work.</li>
 	<li>Value of Recognition and Feedback: Simple, cost-effective recognition programs and robust feedback systems can significantly improve employee morale and engagement. Regular check-ins and stay conversations are essential for understanding and addressing employee needs. Larry emphasized this point by saying:
<blockquote>"Recognition is a big thing and it's free; it just takes a little bit of time and structure." -- <a href="https://www.ele.llc/members/larry-mohl" target="_blank" rel="noopener">Larry Mohl</a></blockquote>
This highlights how small efforts in recognizing employees' contributions can have a substantial positive impact.</li>
 	<li>Balancing Work and Personal Growth: Organizations should focus on providing opportunities for both career advancement and lateral moves. Recognizing the individual needs and motivations of employees, and offering tailored development paths, can foster a more engaged and loyal workforce. It's crucial to understand that employees value not only promotions but also meaningful work and personal growth opportunities.</li>
</ol>
By implementing these strategies, organizations can create a work environment that not only retains top talent but also drives engagement and productivity.

Scaling Success: Mastering Retention Strategies

strategy

psychological safety

employee retention

future skills

workplace culture

larry.mohl

erin.doyle

wise2024

employee recognition

Oshkosh Corporation

In today’s rapidly evolving job market, traditional talent acquisition methods are no longer sufficient to meet the growing and diverse needs of organizations.

This session provided a comprehensive exploration of sustainable talent strategies to attract and retain talent in today's evolving job market. The interactive panel discussion highlighted the significance of alternative pathways, skill-based approaches, and the critical role of diversity, equity, and inclusion (DEI) in developing robust talent acquisition and retention plans. Here are three key takeaways from the session:
<ol>
 	<li style="list-style-type: none;">
<ol>
 	<li>Embrace Alternative Pathways: Traditional recruitment methods may not be enough. Embracing alternative pathways, like technical apprenticeships and educational partnerships, can tap into a broader talent pool and foster diversity.
<blockquote>"We need to reflect our patient population because research shows that when you're cared for by a provider who looks like you, you have better outcomes." -- <a href="https://www.ele.llc/members/tamora-martin" target="_blank" rel="noopener">Tami Martin</a></blockquote>
</li>
 	<li>Focus on Skills and Competencies: A skill-based approach in recruitment and development creates a more inclusive workforce. Recognizing and developing employees' existing skills helps align talent with future needs and retain valuable staff</li>
 	<li>Integrate DEI into Talent Strategies: Embedding DEI into talent acquisition is essential. Reflecting customer diversity, addressing economic disparities, and fostering an inclusive culture are critical for success.
<blockquote>"The importance of diversity lies in getting those outlier ideas that nobody else thought of. This is why we need to source talent from diverse pools." -- <a href="https://www.ele.llc/members/marty-rosenheck" target="_blank" rel="noopener">Marty Rosenheck</a></blockquote>
</li>
</ol>
</li>
</ol>
This session underscored the need for forward-thinking talent strategies that meet current demands and prepare organizations for future challenges. By adopting alternative pathways, focusing on skills and competencies, and integrating DEI principles, organizations can build a resilient and dynamic workforce for long-term success.

Sustainable Talent Strategies To Attract Emerging Alternative Pipelines

marty.rosenheck

jennifer.valentine

tamora.martin

moments that matter

Diversity and Inclusion

sustainable talent

alternative pathways

workforce innovation

LAK Group

Kohler

Alter Domus

GE HealthCare

Komatsu

At the recent Skills-First Talent Development Conference, a dynamic panel of Chief Learning Officers (CLOs) and DEI leaders came together to discuss pivotal moments that have significantly influenced their approach to change readiness. Their stories and strategies provide valuable insights for driving effective DEI initiatives and fostering organizational change.

Here are four key takeaways from this enlightening discussion:
<h4>1. Allow Changes to Settle</h4>
Bonnie Hemingway emphasized the importance of letting changes settle before introducing new ones. She advised, stressing the need for full adoption and reinforcement to make new behaviors the norm.
<blockquote>"We have to take a moment and let this change actually settle in the organization."  -- <a href="https://www.ele.llc/members/bonnie-hemingway" target="_blank" rel="noopener">Bonnie Hemingway</a></blockquote>
<h4>2. Explicit and Strategic Sponsorship</h4>
<a href="https://www.ele.llc/members/nicole-phipps" target="_blank" rel="noopener">Nicole Phipps</a> highlighted that effective sponsorship requires clarity and visibility. Leaders must clearly communicate what they are supporting, how they will support it, and ensure they are visibly endorsing the change to drive genuine commitment throughout the organization.
<h4>3. Behavioral Focus in Psychological Safety</h4>
Anton Maletich from Alter Domus discussed the significance of focusing on specific behaviors to foster psychological safety.
<blockquote>"Psychological safety is team-based and essential for fostering inclusion." -- <a href="https://www.ele.llc/members/anton-maletich" target="_blank" rel="noopener">Anton Maletich</a></blockquote>
By defining and promoting behaviors that contribute to a psychologically safe environment, organizations can create spaces where inclusion and open dialogue become cultural norms, even if the term "psychological safety" itself is not universally understood or accepted.
<h4>4. Leveraging Influencers Within the Organization</h4>
<a href="https://www.ele.llc/members/iris-farley" target="_blank" rel="noopener">Iris Wilson-Farley</a> emphasized the importance of identifying and engaging with key influencers who can help navigate resistance and garner broader support for DEI initiatives. Understanding who influences your sponsors can significantly impact the success of change efforts.

These insights underscore the critical strategies for enhancing DEI and change readiness. By allowing changes to settle, ensuring explicit sponsorship, focusing on behaviors that foster psychological safety, and leveraging influencers within the organization, companies can create a more inclusive, adaptable, and resilient culture.

Stay tuned for more insights and strategies from our upcoming <a href="https://www.ele.llc/events" target="_blank" rel="noopener">Events</a> and discussions!

CLO/DEI Panel: "aha!" moments | SUSTAINABLE CHANGE READINESS

leadership

michael.grubich

bonnie.hemingway

anton.maletich

inclusive leadership

iris.farley

nicole.phipps

Crisis means many things to different people, depending on perspective and experience. But what is universal is that people will experience times that challenge them.

This session provided invaluable insights into managing crises through self-awareness and wellbeing, emphasizing the importance of leadership in recognizing and addressing team member needs. Here are three key takeaways from the session:
<ol>
 	<li style="list-style-type: none;">
<ol>
 	<li>Spot and Address Stress Early: Leaders need to be vigilant in identifying signs of stress among team members, such as changes in behavior or engagement. Addressing these signs early can help prevent burnout and maintain team well-being.
<blockquote>"It's important as leaders to think about what are we seeing in our team members and how we can support them. Sometimes it's about digging a little deeper." -- <a href="https://www.ele.llc/members/jennifer-kern" target="_blank" rel="noopener">Jennifer Kern</a></blockquote>
</li>
 	<li>Integrate Wellbeing into Leadership: Adding fitness, nutrition, and stress management to leadership programs makes them more effective and helps everyone handle challenges better.</li>
 	<li>Prepare for Crises with Structured Plans: A clear crisis plan with specific roles helps organizations respond better during emergencies.
<blockquote>"Crisis can be the gap between what you need and what you have. Recognizing this gap early can help us better manage our responses." -- <a href="https://www.ele.llc/members/kirstin-mahar" target="_blank" rel="noopener">Kirstin Mahar</a></blockquote>
</li>
</ol>
</li>
</ol>
In summary, this session underscored the critical role of leaders in fostering resilient teams by being proactive, integrating wellbeing into their leadership practices, and preparing structured plans for crisis management. These strategies not only enhance organizational resilience but also create a supportive and responsive work environment.

Personal Resilience | Crisis Management & Well-being

self-awareness

resilience

employee well-being

workforce productivity

well-being programs

integration of wellness and learning

kirstin.mahar

crisis management

crisis planning

Session Focus: Generative AI Will Redefine The Workplace For All Organizations
&nbsp;

<a href="https://www.forbes.com/sites/qhamirani/2024/02/15/generative-ai-will-redefine-the-workplace-for-all-organizations/" target="_blank" rel="noopener"><img class="aligncenter size-full wp-image-40480" src="https://wp.ele.llc/wp-content/uploads/2024/02/20240215-Forbes-GenAI-Redefine-the-Workplace.jpg" alt="Generative AI Will Redefine The Workplace For All Organizations (Forbes)" width="663" height="774" /></a>
Source: <a href="https://www.forbes.com/sites/qhamirani/2024/02/15/generative-ai-will-redefine-the-workplace-for-all-organizations/" target="_blank" rel="noopener">Forbes (February, 2024)</a>
In this impactful session "Generative AI Will Redefine The Workplace For All Organizations", <a href="https://www.ele.llc/members/mike-song" target="_blank" rel="noopener">Mike Song</a> issued a call for organizations to foster "technology quotient" (TQ) as a critical new skillset alongside IQ and EQ. As Mike stated: "If I help people with their IQ and EQ I've got to be thinking about TQ because it's part of this puzzle of their day."

With generative AI rapidly advancing, simply learning how to use new technologies is no longer enough. Mike's "TQ Theory" provides a framework for continuously building the exploration skills and growth mindset required to adapt to an ever-evolving tech landscape. Here are three key takeaways:
<ol>
 	<li>Developing "technology quotient" (TQ) through continuous exploration, learning shortcuts, and sharing tech knowledge is vital for success in the AI-driven future of work.</li>
 	<li>Having a growth mindset and being willing to play around with new technologies informally is important for building TQ skills.</li>
 	<li>Organizations should embrace and enable a learning culture that celebrates finding new tech tips and empowers all employees as "tech-perts" who can coach each other.</li>
</ol>
Mike emphasized the need to move beyond just teaching software capabilities to instilling a spirit of "tech-ploring" - being curious, creating templates/prompts, and even making useless but fun outputs, all in the spirit of playful mastery.

In the words of Mike, "The upside potential for us to help each other get better with technology is tremendous." By prioritizing TQ alongside IQ and EQ, we can future-proof our workforce for the generative AI era.

Generative AI Will Redefine The Workplace For All Organizations

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