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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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.

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

engagement &amp; culture

Engagement &amp; Culture

Strategy

Leadership

Change Management

talent management

learning &amp; development

employee engagement

strategy

psychological safety

organizational change

employee retention

megan.bickle

future skills

workplace culture

skills development

organizational skills

larry.mohl

Workforce Strategy

erin.doyle

wise2024

employee recognition

ELE Group, LLC

<blockquote>"If you resist change and stay the course, you'll inevitably hit obstacles." -- <a href="https://www.ele.llc/members/bryan-burkhalter" target="_blank" rel="noopener">Bryan Burkhalter</a></blockquote>
This session provided invaluable insights into creating a rapid and robust change strategy using innovative tools and methods. Kery and Bryan introduced a 4-hour approach designed to make the change process fast, focused, and fun. Here's a closer look at the session's highlights and key takeaways for participants.

Key Elements of the Approach:
<ol>
 	<li>Establishing the "Desired State": Using a magic wand exercise, participants envisioned what successful change would look like, setting a clear and motivating goal.</li>
 	<li>"Interrogating Reality": This involved capturing both the "official truth" (formal narrative) and the "ground truth" (real experiences) to understand the current state comprehensively.</li>
 	<li>Rapid Performance Analysis: Identifying causal factors such as knowledge, resources, capacity, and motivation helped pinpoint areas needing attention.</li>
 	<li>"21 Activity": This method quickly generated, evaluated, and prioritized potential solution ideas through group consensus.</li>
 	<li>Impact Mapping: Isolating key behaviors critical to driving desired results ensured focused efforts on high-impact actions.</li>
 	<li>Culture Pulse Survey: Assessing stakeholders' readiness for change provided insights into potential resistance and areas needing more support.</li>
 	<li>Executive Summary: Summarizing immediate next steps and assigned actions created clarity and accountability.</li>
</ol>
3 Key Takeaways for Participants:
<ol>
 	<li>Rapid Strategy Development: The 4-hour approach offers a quick yet thorough method to develop a focused change strategy, ensuring speed without sacrificing depth.</li>
 	<li>Effective Tools for Alignment: Utilizing tools like "magic wand" visioning, rapid performance analysis, the "21 activity" for idea prioritization, and impact mapping facilitates fast and effective alignment.</li>
 	<li>Broad Participation and Buy-In: Engaging stakeholders from the start by capturing "ground truths" and assessing change readiness increases the likelihood of successful execution.</li>
</ol>
Throughout the session, the presenters emphasized the importance of using simple, engaging tools to drive broad participation and ownership. The goal was to align quickly on a focused change strategy within just 4 hours while building commitment among stakeholders. Attendees also received instructional materials to facilitate the approach themselves, empowering them to implement these strategies in their organizations.
<blockquote>"Vision without action is just a dream and action without vision is a nightmare." -- <a href="https://www.ele.llc/members/kery-pjp-mortenson" target="_blank" rel="noopener">Kery Mortenson</a></blockquote>
This session underscored the importance of balancing visionary thinking with actionable steps to drive successful change initiatives.

Developing a Robust Readiness Strategy in 4 hours | A Culture Pulse is Essential

leadership

kery.mortenson

leadership development

talent development

bryan.burkhalter

change leadership

change strategy

Versiti

U.S. Coast Guard

In today's rapidly evolving business landscape, organizations face continuous change and must adapt to remain competitive. As a C-level executive, it's crucial to develop and maintain a thriving corporate culture that fosters innovation, agility, and resilience. This interactive session will delve into strategies for enhancing skills and nurturing a culture that not only endures change but thrives in it. Through a combination of expert insights and real-world examples, attendees will gain valuable tools to help their organizations flourish in times of change.

Skills & Culture During Times of Change

Future of Work

agility

wendy.greeson

cultural transformation

organizational success

insights-wise-2023

corporate culture

resilience

C-level executives

skill enhancement

Froedtert ThedaCare Health

To maintain a competitive edge in today's market, organizations must continually evolve and innovate. Accordingly, the people within these organizations must also be capable of evolving with the organization.

In this session, we will have an interactive discussion exploring strategies for cultivating a workforce that can perform and achieve its strategic goals.

Building Organizational GROWTH Capability

roslyn.grant

growth mindset

organizational development

CHIE2022

organizational capability

organizational change capability

build organizational growth

change capability

Zurich North America

Ensuring we have a skilled workforce to meet the demands of the future has always been part of the important work of L&amp;D. But how do we sustain this in a world where the pace of skills disruption is accelerating, and work is becoming more challenging? Teams are hybrid and more dispersed than ever. Sustaining work means investing in people and creating an environment where they can grow and thrive so they are “fit for the future.” It also means that we have leaders that can pave the way for a new world of work.

The Why Behind the What: Sustaining Work

teri.hart

career development

career path

upskilling

engagement

sustainability

strategic alignment

future-skill

reskill

skill development

workplace sustainability

skill-based hr

skill for the future

state of skills

Goodyear Tire & Rubber Company

In this session, Alison will share a Goodyear Case Study that dives deep into Coaching as a capability solution, Marketing, Measurement, and more.
<h4>We all get stuck and need an experienced helping hand to make breakthroughs to keep learning.</h4>
Goodyear uses these coaching solutions to build capability
<ol>
 	<li>1:1 Coaching Over 700 leaders coached in the last five years: External platform/AI-based/Virtual</li>
 	<li>Coaching program for Managers</li>
 	<li>Team Coaching for decision velocity and innovative ideas</li>
 	<li>Successor Development 1:1 coaching: Highly customized, in-person: Internal Coaches</li>
 	<li>Group Coaching Circles on topics such as Building Resilience</li>
 	<li>Peer coaching for D&amp;I sustainability</li>
</ol>
<h4></h4>
<h4>95% of coaching is done virtually</h4>

<hr />

<h4>What we will explore together:</h4>
<ul>
 	<li>What are you doing in this area that is working for you?</li>
 	<li>What are the barriers you face, where you’re “stuck”?</li>
 	<li>If you could do anything, what would you recommend as your way forward?</li>
</ul>

Global Coaching Strategies for Capability Building: Don’t market coaching, market the impact

learning strategy

retention

tomas.ramirez

coaching

anton.maletich

alison.arkin

insights-wise-2022-virtual

College of American Pathologists

Session Focus: What’s driving the explosive growth and popularity of leadership coaching?

Join your peers in a discussion on how coaching can magnify the impact of other learning &amp; development strategies. Share what you and your peers may already be doing to leverage coaching and come together to ideate on what’s possible moving forward.

What’s driving the explosive growth and popularity of leadership coaching?

In this session, let’s explore together:
<ol>
 	<li>What do we mean when we use the word “coaching”?</li>
 	<li>What are examples of specific strategies you are currently using to leverage coaching as a multiplier for learning and development investments?</li>
 	<li>What results have you seen?</li>
 	<li>What ideas do you have for how we can maximize coaching as a multiplier strategy for the future?</li>
</ol>
When Line Leaders top out after traditional programmatic interventions,
we should use these breakthrough learning strategies for leadership development.

We all get stuck and need an experienced helping hand to make breakthroughs to keep learning.

Coaching Strategies for Improving Business Impact

jean.ryan

jane.shlaes

mike.kester

azizeh.constantinescu

jesse.james

tricia.danielsen

nathan.sheets

Session Focus: What’s driving the explosive growth and popularity of leadership coaching? 

Join your peers in a discussion on how coaching can magnify the impact of other learning &amp; development strategies. Share what you and your peers may already be doing to leverage coaching and come together to ideate on what’s possible moving forward.

What’s driving the explosive growth and popularity of leadership coaching? 

In this session, let's explore together:

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/31-20e3.svg" alt="1️⃣" /> What do we mean when we use the word “coaching”?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/32-20e3.svg" alt="2️⃣" /> What are examples of specific strategies you are currently using to leverage coaching as a multiplier for learning and development investments?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/33-20e3.svg" alt="3️⃣" /> What results have you seen?

<img class="emoji" role="img" draggable="false" src="https://s.w.org/images/core/emoji/13.1.0/svg/34-20e3.svg" alt="4️⃣" /> What ideas do you have for how we can maximize coaching as a multiplier strategy for the future?

When Line Leaders top out after traditional programmatic interventions,
we should use these breakthrough learning strategies for leadership development.

We all get stuck and need an experienced helping hand to make breakthroughs to keep learning. 


&nbsp;

<hr />

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

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>.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

learning and development

We are all born with an inexhaustible and undeniable potential to learn. The brain has 200 billion neurons linked to one another through hundreds of trillions of connections called synapses. Neuroscientists are discovering the mechanisms of the brain that underpin theories of neuroplasticity, the brain’s ability to modify, change, and adapt both structure and function in response to “experiences.”

Teri details in her new book how to harness the transcendent power of lifelong learning to sustain your career, be resilient in the face of change and reveal your greatest potential.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
Based on cutting edge neuroscience and cognitive psychology, this book will debunk learning myths that hinder your ability to be a learner as well as provide you with:
✅ Strategies to overcome the predominant barriers to learning.
✅ Resources and ideas for integrating continual learning in your daily life.
✅ Approaches for developing a life-long learning practice.

Levering The Self-Sustaining Power Of Lifelong Learning For Evolving Workplace: An Author Interview

Integrated Talent Management

learning design

neuroscience

marti.konstant

story-telling

continuous learning

learning

evolving workplace

insights-chie-2021-virtual

Lurie Children's

Together we will define hybrid work for the purposes of this discussion and sharing information. We will look to learn from each other’s experiences in hybrid work and what we learned through the pivot about the ways in which we define and manage work. Additionally, we discuss best and next practices for sustaining hybrid work.
<h6 class="font-weight-bold mb-0">Discussion we will explore together:</h6>
✅Do you think about work differently post-COVID?
✅ What would we do differently if we had to shift again?
✅ What leadership skills are a priority in a hybrid environment?
✅ How are leadership tasks modified when you have a hybrid workforce?
✅ How do you account for differences in work styles in your teams?
✅ What day-to-day actions and habits are useful?
✅ What trade-offs have you had to make? Seen?
✅ How have your failures/false starts helped you develop your strategy?
✅ What positive differences have you noticed? What surprised you?
✅ What did you learn?

Hybrid Workplace Strategies: as Work is Changing

future of work

nick.allen

richard.busby

diana.halfer

organizational readiness

return to workplace

hybrid workplace

hybrid environment

hybrid workforce

insights-chie-2021

Join your peers in a discussion on how coaching can magnify the impact of other learning &amp; development strategies. Share what you and your peers may already be doing to leverage coaching and come together to ideate on what’s possible moving forward.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
In this session, let's explore together:
<ol>
 	<li>What do we mean when we use the word “coaching”?</li>
 	<li>What are examples of specific strategies you are currently using to leverage coaching as a multiplier for learning and development investments?</li>
 	<li>What results have you seen?</li>
 	<li>What ideas do you have for how we can maximize coaching as a multiplier strategy for the future?</li>
</ol>

Multiplying L & D’s Impact Through Coaching

tim.kirkpatrick

terry.swarthout

Together we will define hybrid learning for the purposes of this discussion and sharing information. We will look to learn from each other’s experiences in hybrid learning and what we learned through the pivot about the ways in which we build and deliver learning. Additionally, we discuss best and next practices for sustaining hybrid learning.
<h6 class="font-weight-bold mb-0">Discussion we will explore together:</h6>
✅ What does hybrid learning mean to you?
✅ What does hybrid learning mean as we return to work?
✅ What did you learn in moving to hybrid learning that surprised you?
✅ What are the tradeoffs of implementing one hybrid strategy over another?
✅ What might we do differently under another forced pivot?
✅ What happens when you look into the sausage-making machine?
✅ How does hybrid change the way in which we develop/chunk content?

How To Sustain Hybrid Learning: Strategies for Return to work (Architecture through Operations)

sean.stowers

critical thinking

Learning Agility

kelly.stallbaum

hybrid learning

Current circumstances in our country and the world thrusted organizations into the reality that the future of work is NOW. What does this mean for talent management leaders and the people in your organizations? There aren’t any playbooks or best practices for us to reference. This is a time for reinvention. What will it take to keep talent aligned with the business while addressing the health and well-being of every human being in the workplace yet to be defined?
<h6 class="font-weight-bold mb-0">Discussion we will explore together:</h6>
We’ll focus our roundtable discussion on the following:

✅ What are examples of digital transformations organizations are going through, and our role in that transformation?

✅ How can L&amp;D/OD/Talent make an impact during large-scale business transformation initiatives?

✅ What role do we typically play and where would we like to play (e.g., being brought in earlier)?

✅ How do you see using automation and AI within HR?

✅ How are companies navigating the transition to Future of Work skills, including the role and
impact of automation/AI, impacting employees?

✅ How important is transparency on this issue?

✅ How do you partner with extended internal teams who are also trying to partner with the same internal clients? (e.g. HR Business Partner/Talent/IT/PMO) (How to communicate value and truly collaborate as an equal partner) (Sitting on same side table)

✅ What are your biggest lessons learned/mistakes?

✅ How can our teams help drive organizational change and innovation?

Our Role With Digital Transformation: Strategies to align People for Supporting Innovation

Digital &amp; AI

digital transformation

newton.moore

tracey.wik

transformation

innovation

AI within HR

Future-Skill Yourself: Elevating Human Intelligence in the Age of Disruption

design thinking

agile mindset

future of learning

International Motors, LLC

Organizations strive to develop a culture of continuous learning by developing coaching strategies and fostering a collaborative working environment. Engaging co-workers, communities of practice, learn by doing, and various microlearning solutions to unlock continuous learning for the digital age. Through a collaborative ecosystem of tech-savvy peer-to-peer and expert assessments, employees actively engage in the mastery of skill development. Learning 4.0 strategies help organizations reinforce skills, facilitate feedback, increase collaboration, and share expertise across teams.
<h6 class="font-weight-bold mb-0">What we will explore together:</h6>
In this session, Tim Foley will share Navistar’s case study on efforts to build and curate learning teams around an agile process with their Performance Innovation Team.

✅ Using Learning 4.0 strategies for expanding our coaching paradigm from a 1-on-1 activity a Coachee receives from a Coach.

✅ Integrating coaching strategies with technology-based platforms able to scale a culture of continuous learning and feedback.

✅ Tapping a rich body of knowledge workers’ peer coaching + feedback to help management scale knowledge retention &amp; skill-building.

✅ Establishing meaningful social learning connections and training strategies at scale.

Navistar’s Learning 4.0 Strategy: Learn how in Industry 4.0 the FASTEST LEARNERS WIN

learning culture

tim.foley

GE HealthCare

<div class="elementor-element elementor-element-10190af2 elementor-widget elementor-widget-html" data-id="10190af2" data-element_type="widget" data-widget_type="html.default">
<div class="elementor-widget-container">
<div id="session-day2-1100-3" class="p-0 collapse show">

In this session, you’ll get the opportunity to explore the GE &amp; UL approaches using Lean and dynamic work to foster individual learning as part of organizational learning &amp; development.
<h6 class="font-weight-bold m-0">What we will explore together:</h6>
Lean thinking is a self-directed learning strategy that develops people's reasoning by incorporating self-reflection. Self-reflection is a diagnostic on to itself. Reflection is “practice.” The Lean part of this equation is also a focus on eliminating waste in the performance and execution of one’s skills that are deployed in the flow of work.

Learning organization is the capacity of an organization to reinvent its products/ services through the collective learning of its employees. They will acquire the personal learning mastery and along with the leaders, they have to identify learning opportunities, solve problems, share the solutions and make them accessible for reuse and product/ process improvements
<h6 class="font-weight-bold m-0">Discussion Points:</h6>
We explore and have a conversation on the following questions:

✅ How can we design the learning organization without additional technology investment and in a “scrappy or agile” way?

✅ What are the components of a learning organization that emphasize the Lean principles and behaviors?

✅ GE’s approach to integrating personal learning into organizational knowledge. A step-by-step process for comprehensive L&amp;D with a Lean mindset.

✅ UL’s approach to dynamic work design in coordination/ collaborative work hands-offs.

</div>
</div>
</div>

Re-thinking Learning Organization | Applying Lean Principles

performance improvement

teresa.oliszewicz

learning experience platform

alignment

Lean Six Sigma

platform strategy

high performance

rachad.el-badawi-el-najjar

insights-wise-2021

annotation

American Medical Association

In this session, we will dive deeper into how other organizations are starting to think about and plan for the future of work post-covid...
<h6 class="font-weight-bold m-0">What we will explore together</h6>
As we think about hybrid work teams and all of the implications — how do we prepare our executives, managers, and employees for the new normal?

According to the BCC, a recent survey showed that

✅ 55% of <a href="https://siepr.stanford.edu/research/publications/how-working-home-works-out" target="_blank" rel="noopener">US workers want a mixture of home and office working</a>.

✅ Employers expect the proportion of regular home workers <a href="https://www.cipd.co.uk/about/media/press/home-working-increases" target="_blank" rel="noopener">to double in the UK from 18% pre-pandemic to 37% post-pandemic</a>.

✅ In China, employment expert Alicia Tung has <a href="https://news.microsoft.com/apac/2020/07/29/microsoft-forecasts-a-hybrid-new-normal-of-work-in-asia-pacific/" target="_blank" rel="noopener">predicted that in 10 years, there will be a 60/40 split of onsite/remote work.</a>

Hybrid Work Teams - Best Practices for Leading Hybrid and Remote Teams

ann.manikas

aimee.louw

meadhbh.broderick

andrea.obrien

jennifer.olsen

german.ruiz

leading remote workers

Adding Value

denis.sternberg

wendi.barlow

taura.prosek

i4cp

The COVID-19 pandemic has forever altered work as we know it. Everything from the type of work that gets done to where, when, how, and who gets the work done has undergone dramatic change. In this session, you’ll explore alongside i4cp futurist Jay Jamrog how high-performance organizations enable effective collaboration, innovation, and employees’ sense of connection in a hybrid working environment.
<h6 class="font-weight-bold m-0">What we will Explore Together:</h6>
You’ll be among the first to see early findings from i4cp’s major global study into the future of work, based on input from thousands of HR, talent, and learning professionals worldwide. Jay will walk through the biggest surprises, considerations, and worries the data reveals about the opportunities—and challenges—the next era of work will offer.

From Cube to Cloud - The Next Era of Work

jay.jamrog

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