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ELE brings leaders together across companies and industries to work through the messy stuff: decisions, risk, handoffs, execution drag, and what it takes to move from idea to action.

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Bring a real bottleneck. Name what's stuck, what's at stake, and why it matters now.

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Signal what matters most. Your vote shapes what this community tackles next.

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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.

Real challenges. Real peers. Clear next moves.

This is where people-leaders get sharper.

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

LAK Group

Session Focus: Key Steps in Transforming Company Culture

Discovery Topics in this 90-minute Culture Shaping Learning Circle:
<ul>
 	<li>Partnering OD (Organizational Development) and IT to implement systems with the internal customer at heart, securing effective change management, systems implementation, and cross-functional collaboration</li>
 	<li>Building a close relationship with IT and tech to design and deliver services with joint vision and purpose, able to work in tandem while building trust and changing mindsets</li>
 	<li>Integrating the IT view into organizational effectiveness interventions to reduce end-user cognitive load when introducing new practices, tools, and technologies</li>
</ul>
This Learning Circle – Culture Shaping is produced by Executive Learning Exchange.

Organizational Development & IT: Driving Collaborative Culture to Deliver Successful Implementations

engagement &amp; culture

Engagement &amp; Culture

brian.watkins

michael.grubich

richard.busby

learning culture

culture

performance improvement

teresa.oliszewicz

strategic business partner

partnerships

betty.hart

Session Focus: OD &amp; IT: Driving Collaborative Culture to Deliver Successful Implementations

It’s estimated that somewhere to the tune of 70% of digital transformations fail, but why is that?

Delivering successful HR tech solutions that don't fail requires building close RELATIONSHIPS and INTEGRATING the IT view into organizational effectiveness interventions.

Discovery Topics in this 90-minute Culture Shaping Learning Circle:

? Partnering OD and IT to implement systems with the internal customer at heart, securing effective change management, systems implementation, and cross-functional collaboration

? Building a close relationship with IT and tech to design and deliver services with joint vision and purpose, able to work in tandem while building trust and changing mindsets

? Integrating the IT view into organizational effectiveness interventions to reduce end-user cognitive load when introducing new practices, tools, and technologies

This Learning Circle – Culture Shaping is produced by Executive Learning Exchange.

OD & IT: Driving Collaborative Culture to Deliver HR Success

single-event

Team Leaders

Learning Circles

jesse.james

online event

Charter Manufacturing

HR has been focused on developing a Strategic HRBP framework for years… creating COEs and Service Centers to allow those that directly support the business to be more strategic when working with their leaders and leadership teams. But in many cases, there is still work to be done as we define these roles to understand what does a true strategic business partner looks like.

What we will explore together : What does being a more strategic business partner mean and how do you get there?

Angie will summarize her <a href="https://learningexecutive.com/insights/hr-strategic-business-model/">July 2020 Insights</a> and continue by walking through a few examples of what some organizations have done and asked that you share your views on what is working and what is not working as we continue to raise the expectations of our HR organizations.

ELE’s Learning Circle will be ideating Retooling Talent Development for the New Normal. 
<ul>
 	<li>How Do We in L&amp;D Add Unexpected Value? </li>
 	<li>Why does it matter?</li>
</ul>
ELE’s Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

Be a More Strategic Business Partner

digital

learning strategy

nick.allen

alison.cowan

transformation

angie.zeigler

operations

Change Management

tim.kirkpatrick

agility

Adding Value

HR has been focused on developing a Strategic HRBP framework for years… creating COEs and Service Centers to allow those that directly support the business to be more strategic when working with their leaders and leadership teams. But in many cases, there is still work to be done as we define these roles to understand what does a true strategic business partner looks like.

What we will explore together :
What does being a more strategic business partner mean and how do you get there?

Angie will walk through a few examples of what some organizations have done and asked that you share your views on what is working and what is not working as we continue to raise the expectations of our HR organizations.

&nbsp;

ELE’s Idea Exchange: Collaborate your insights online with your peers <a href="https://www.learningexecutive.com/idea-exchange/" target="_blank" rel="noopener noreferrer">here</a>.

<hr />

&nbsp;
<blockquote>Consider joining ELE’s Virtual cohort for Learning &amp; HR Executives. A TEAM LEADERS Membership grants a year-long learning process through face-to-face collaboration and networking with other local heads of Learning &amp; Talent Development, access to a robust archive of Virtual cohorts and exchanges via ELE Insights, and robust question &amp; answer forum named the ELE Idea Exchange. Each senior leader is encouraged to bring a peer from their organization that contributes to, engages, or supports the Learning &amp; Talent spectrum for their workplace.

Our quarterly cohort exchanges are built around the following design elements:
<ol>
 	<li>Sharing practical case studies aligned to business needs</li>
 	<li>Identifying key issues and developing insights and solutions</li>
 	<li>Canvassing learning industry trends applied at ELE members’ workplace</li>
</ol>
For more information, visit <a href="https://learningexecutive.com/our-membership-plans/" target="_blank" rel="noopener noreferrer">https://learningexecutive.com/our-membership-plans/</a>.</blockquote>

The Movement to a True Strategic Business Model in HR

Strategy

people strategy

organizational readiness

customer service

governance

Talent Strategy

insights-wise-2020

Froedtert ThedaCare Health

If You Build It, They May Not Come.

Learning leaders have long developed opportunities for development in silos and we have sometimes embraced our ivory towers, allowing consultation and strategic work to be completed by our HR Business Partner colleagues. This can cause a disconnect between what the organization and learners wants from the investments being made in learning. Our constituents begin to voice concerns about the number of courses, the time they are spending away from work and the results they are getting from learning opportunities. Learning professionals must find ways to unite their team and their customers in order to provide a significant impact.

To be seen as effective in the eyes of our organizations, this session will explore how to maximize internal learning team structures as well as guidelines for managing external relationships in new ways that can help organizations see learning professionals and programs in entirely different, positive ways.

This session will focus on providing insight into:
<ul>
 	<li>Explore ways to develop internal learning team structures in order to maximize effectiveness and learning outcomes in the organization</li>
 	<li>Identify tactics to transform the external learning relationships, processes and tactics in order to develop meaningful relationships with internal customers and ensure meaningful outcomes</li>
 	<li>Articulate adaptive learning mechanisms that help your organization see you and your learning colleagues in different ways and provide new paradigms for learning environments.</li>
</ul>

Case-Based Consultative Learning & Practice: High Engagement, Relationship Building and Adaptive Learning

Project Management

Operations

brent.brazell

consultative

relationship building

alignment

Executive Learning Exchange (ELE)

An engaging forty-five minute Q&amp;A session of senior Chief Learning Officers sharing insight on creating learning partnerships at the 7th Annual Chicagoland Learning Leaders conference.

2008 CLO Panel Discussion: Creating a Learning Partnership

jane.shlaes

jeff.flesher

tim.aleck

maryjo.burfeind

strategic alignment

Learn best practices from the Executive Learning Exchange’s powerful network of learning and talent development leaders. What’s so powerful? We focus on business results, plain and simple. This is our first printed collection of lessons learned focused on Continuous Learning.

Continuous Learning: Delivering CONSISTENT Business Results (ELE Book 1)

Peer-to-Peer Learning

learning technology

dirk.tussing

michelle.burke

david.vance

chris.edwards

learning design

learning experience

kent.barnett

robin.busse

learning &amp; development

john.mattox

neda.schlictman

julie.benesh

jay.scherer

josh.bersin

web.admin

mike.kasper

strategy

kazak.loujrs

lorne.hamilton

katrina.nordquist

This is our third printed collection of lessons learned focused on Learning Beyond the Classroom and presented as brief essays by the most talented learning and talent development thought leaders. Each essay provides real-world tips and techniques that are sure to deliver immediate inspiration and guidance on the type of continuous learning that leads to business results.

Learning Beyond the Classroom: Producing COMPETITIVE Business Results (ELE Book 3)

analytics

experiential learning

alex.draper

lisa.schumacher

blended learning

linh.lawler

collaborative learning

deborah.lenchard

marty.rosenheck

aaron.olson

judy.whitcomb

paulo.goelzer

joan.cooney

laci.loew

social learning

guillermo.gutierrez

susan.c.guest

dan.kwong

mike.hoyt

Learn best practices from the Executive Learning Exchange’s powerful network of learning and talent development leaders.  This is our second printed collection of lessons learned focused on Unleashing Workforce Potential.  Each essay provides real-world tips and techniques that are sure to deliver immediate inspiration and guidance on the type of continuous learning that leads to business results.

Unleashing Workforce Potential : Accelerating EXTRAORDINARY Business Results (ELE Book 2)

suzanne.sherry

amy.dordek

nicole.Hajdrowski

mobile learning

judy.braun

frank.anderson

judy.albers

kevin.himmel

kevin.munson

richard.rykhus

action learning

bob.danna

<div aria-expanded="true">

A Robert Mager bestseller! This clearly written, witty, and easy-to-read book is a terrific tool for helping managers see your services as an essential resource for improving job performance, not just another expense.

What Every Manager Should Know About Training provides managers with a clear introduction to performance technology without gimmicks or jargon.

It shows them how to determine whether or not training is appropriate for improving performance. It also describes how managers can best use available training and performance improvement tools.

Once your managers read this book, your job will be easier because managers who are better informed about the services you offer are better consumers. They’ll see what they need to do to create an environment that lets their employees apply the skills they learn from you.

</div>
<div class="a-expander-content a-expander-partial-collapse-content a-expander-content-expanded" aria-expanded="true">

If you use training services, especially if you have to pay for them out of your budget, this book will help you:
<ul>
 	<li>Determine why your employees' performance isn't meeting your expectations and what to do about it</li>
 	<li>Ensure that your employees possess the job-relevant skills they need</li>
 	<li>Get training done in the least amount of time and at the least cost, whether training is obtained internally or from vendors</li>
 	<li>Leverage training as a true competitive advantage</li>
</ul>
</div>

What Every Manager Should Know About Training: An Insider's Guide to Getting Your Money's Worth From Training

business

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