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.

UPCOMING CALENDAR

LATEST IDEA EXCHANGE

RECENT INSIGHTS

WHO WE ARE

About ELE

Companies In Our Network

Contact ELE

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.

ELE Group, LLC

Journyz

<blockquote data-start="772" data-end="868">
“Most of what surfaced here has nothing to do with learning—and everything to do with how work is designed.” — <a href="https://www.ele.llc/members/brian-gold" target="_blank" rel="noopener">Brian Gold</a>, Acrisure.
</blockquote>
The ELE Ideation Sprint offered a timely reminder that many of today’s capability challenges do not show up as obvious skills gaps. Instead, they surface quietly in everyday work: in manager workarounds, ambiguous decisions, delayed conversations, and teams absorbing more risk than expected just to keep things moving.

What leaders heard during the sprint was not a call for more training. Managers were not asking for new programs or tools. They were describing work that had changed without being formally redesigned. Roles were stretching beyond their original scope. Expectations were shifting without explicit conversation. Decision rights were becoming less clear.

That friction isn’t noise. It’s signal.
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2026/01/What-Managers-Actually-Surfaced.jpg" alt="" width="779" height="466" />
What surfaced across manager conversations

As participants compared real manager moments across organizations, a consistent pattern emerged. Reskilling needs are showing up first as judgment, risk, and decision challenges, not as requests for learning. Capability gaps appear as hesitation, uncertainty, and overload long before they show up in performance metrics, engagement surveys, or development plans.

Managers are navigating higher stakes work with faster timelines, tighter scrutiny, and greater system dependence, often without updated guardrails or shared definitions of “good work.” In response, many compensate quietly by stepping in, redistributing work, or softening expectations. Over time, these adaptations normalize risk and hide deeper structural gaps.

This reframes how leaders should think about reskilling altogether.

Three insights felt especially important for leaders designing team-based learning experiences:

First, manager conversations are the earliest capability sensor.
When leaders look across manager input not one story at a time, but in patterns they can detect role drift, uneven adaptation, and system strain early. These signals surface in everyday decisions, not in formal development requests. By the time learning demand is explicit, the organization is often already carrying risk.

Second, many “reskilling” challenges are actually design challenges.
Unclear workflows, broken handoffs, ambiguous decision ownership, and outdated role definitions cannot be trained away. The sprint helped leaders slow down long enough to diagnose whether an issue was rooted in skill, system, or structure and to respond intentionally rather than reflexively. This distinction proved critical for avoiding well-intended but misdirected learning interventions.

Third, learning works best in the flow of real work.
A key shift for participants was learning how to ask open-ended, work-centered questions that surfaced real problems instead of defaulting to one-track training conversations. When L&amp;D leaders resisted the urge to jump to solutions and instead invited managers to describe what felt hard, risky, or unclear, the conversation changed.

Rather than narrowing quickly to “what course do we need,” discussions opened up into a clearer understanding of how the work itself had changed and what kind of response was actually required. This approach consistently elevated L&amp;D’s role with the business.
<blockquote data-start="1289" data-end="1362">
“This gives L&amp;D a way to go back to the business with real value—not just more programs.” — <a href="https://www.ele.llc/members/brian-gold" target="_blank" rel="noopener">Brian Gold</a>, Acrisure.
</blockquote>
A different role for L&amp;D

One of the most important outcomes of the sprint was how it reframed the role of learning leaders. Instead of acting primarily as program designers or solution providers, participants left better equipped to serve as sense-makers and partners in diagnosing change.

Even when the answer was not training, L&amp;D leaders could guide their business partners toward clearer problem definition, better decisions, and more appropriate responses. That shift alone changes the credibility and impact of learning in the organization.

The bigger move is not about faster deployment or better content. It is about designing experiences that help teams see what has changed in the work, make smarter decisions together, and adapt in real time.
That’s the kind of capability-building work that will matter most in 2026.
𝐀𝐁𝐎𝐔𝐓 𝐓𝐇𝐄 𝐒𝐏𝐑𝐈𝐍𝐓: The ELE Ideation Sprint focuses on reskilling closer to real work. Rather than starting with large-scale frameworks or tools, the sprint centers on practical manager–employee conversations and the early signals that reveal where capability is actually breaking down. The goal is not to jump to solutions, but to identify and validate the real problem space worth solving.

𝐐𝐔𝐄𝐒𝐓𝐈𝐎𝐍𝐒? Explore the <a href="https://www.ele.llc/faqs/innovation-sprint-reskilling" target="_blank" rel="noopener">ELE Ideation Sprint FAQs</a> or reach the ELE team at help@ele.llc.

ELE Ideation Sprint — Reskilling Closer to Real Work

future of work

Future of Work

Leadership

dirk.tussing

azizeh.constantinescu

missy.gonzales

Performance Improvement

organizational capability

Performance Consulting

brian.gold

manager effectiveness

work design

Talent Leadership

capability building

manager coaching

deepa.kartha

ali.glaser

Ideation Sprint

1Q2026

workforce adaptation

learning in the flow of work

work clarity

reskilling signals

manager moments

elevated HR

root cause analysis

rapid learning

AI practicality

scaling capability

AI and talent

manager conversations

Lead Belay

HumanSide

Session Focus: Mike Kester sets the frame with a concise keynote on leading with humanity in the AI era, followed by a robust peer discussion on human-centered transformation.

<div class="group/conversation-turn relative flex w-full min-w-0 flex-col agent-turn">
<div class="flex-col gap-1 md:gap-3">
<div class="flex max-w-full flex-col flex-grow">
<div class="min-h-[20px] text-message flex w-full flex-col items-end gap-2 whitespace-normal break-words [.text-message+&amp;]:mt-5" dir="auto" data-message-author-role="assistant" data-message-id="06167a8a-0cf7-4e4b-ac90-418662019320">
<div class="flex w-full flex-col gap-1 empty:hidden first:pt-[3px]">

<hr />

</div>
</div>
</div>
</div>
</div>
As we kick off 2026, this interactive video discussion invites you to rethink what human-centered transformation means in the age of AI. We’ll kick things off with Mike Kester’s keynote on human-centered leadership and then jump into a peer-powered conversation grounded in real leadership tradeoffs.
In this robust ideation, you’ll move beyond the AI hype and dive into how to shape workforce transformation that truly puts people first. We’ll reframe upskilling strategies, share real challenges, and leave with practical insights you can use as we co-create a human-centered future together.
<img class="aligncenter size-full wp-image-44497" src="https://wp.ele.llc/wp-content/uploads/2025/11/WISE2024-Kester-and-Lead-Belay.jpg" alt="Mike Kester facilitating a small-group breakout discussion with senior talent and business leaders." width="1920" height="1116" />
If you missed <a href="https://www.ele.llc/members/kate-haney">Kate Haney</a> in our <a href="https://www.ele.llc/insights/ai-practical-lab-from-whiteboard-to-workflow">October AI Practical Lab</a>, you missed one of ELE’s brightest minds—and a talent leader who has been leading enterprise AI reskilling at Zurich North America for more than a year.
Kate shared practical, hard-earned lessons from the field. One insight resonated deeply across the group:

<blockquote>
Successful AI upskilling isn’t just about training programs—it’s about communication, support, and real success stories that make it stick.
</blockquote>
That insight frames the AI Transformation model below—and why human-centered transformation requires far more than content or tools.
<img class="aligncenter size-full wp-image-44471" src="https://wp.ele.llc/wp-content/uploads/2025/12/AI-Transformation-Upskilling-in-AI-Maturity-e1766111773634.png" alt="Upskilling in AI Maturity" width="1200" height="1200" />
Every other Friday, ELE brings senior talent, HR, business, and change leaders together on Zoom—not to deliver a generic webinar, but to exchange what’s actually working as organizations reskill for the AI era.
<img class="aligncenter size-full wp-image-44489" src="https://wp.ele.llc/wp-content/uploads/2025/11/ELE-Fluno-Center-with-Teri-Hart.jpg" alt="Here’s the final alt text I’d use (clean, descriptive, accessibility-friendly, and ELE-appropriate):" width="640" height="311" />
These discussions are built for peers who are navigating real tradeoffs: what to scale, what to slow down, and where human judgment still matters most as AI reshapes work.
Bring your questions, your specific challenges, and your ideas. You’ll learn from leaders facing similar decisions—and contribute your perspective to a shared, evolving understanding of human-centered transformation in practice.
Who Should Join
This discussion is designed for senior HR, talent, learning, business, and change leaders who are actively navigating AI-driven reskilling and workforce transformation. If you’re balancing experimentation with real organizational constraints—and want to learn from peers facing similar tradeoffs—you’ll be in the right room.
How This Works
Each discussion runs for 50 minutes and blends a short framing insight with open, peer-driven exchange. There are no slides to sit through and no pitches—just focused conversation designed to surface what’s working, what’s not, and what leaders are trying next as AI reshapes work.
Join the ELE Conversation
These every-other-Friday discussions are part of ELE’s ongoing peer exchange for leaders shaping talent and work in the AI era. Come ready to listen, contribute, and learn alongside peers testing ideas in real organizations and sharing what they’re learning.
Recordings are posted to <a href="https://www.ele.llc/insights">ELE Insights</a> within 2–4 business days.

Co-Creating Human-Centered Transformation in the Age of AI

single-event

Your Teams

Learning Circles

digital transformation

innovation

upskilling

mike.kester

talent development

Complimentary

online event

complimentary event

collaboration

Engagement &amp; Culture

continuous learning

reskilling

peer-learning

L&amp;D

matt.sernaker

HR leaders

AI in HR

change leadership

workplace adaptation

Workforce Transformation

knowledge sharing

actionable insights

practical strategies

cindy.pinkstaffmiller

AI and learning

dustin.brewer

AI reskilling

Human-Centered Transformation

AI Era Leadership

Leadership Tradeoffs

Executive Learning Exchange

AI and Work

reframing hr

Lake Forest Center for Leadership

Session Focus: Leadership Principles to Advocate for Mental Health and Foster a Culture of Workplace Well-Being

Last month, the Executive Learning Exchange’s (ELE) Wisconsin Cohort hosted <a href="https://www.ele.llc/insights/leadership-perspectives-wellness-isolation-people-first-talent-practices-froedterts">Leadership Perspectives: Wellness &amp; Isolation | People-First Talent Practices @ Froedtert</a>. This engaging session highlighted the importance of addressing workplace wellness and isolation as part of holistic talent management practices.
<blockquote>"Given the profound consequences of loneliness and isolation, we have an opportunity, and an obligation, to make the same investments in addressing social connection that we have made in addressing tobacco use, obesity, and the addiction crisis." - Dr. Vivek H. Murthy, US Surgeon General</blockquote>
This session provided critical insights into how addressing mental well-being can drive business success. In today’s workplace, mental health challenges, particularly social isolation, are directly affecting productivity, engagement, and retention. As HR leaders, it’s vital to take a proactive approach to mental health and link well-being to business outcomes.
<blockquote>"Social isolation lowers productivity and increases turnover. Addressing it isn’t just about mental health—it’s a business imperative." -- <a href="https://www.ele.llc/members/jacki-davidoff" target="_blank" rel="noopener">Jacki Davidoff</a></blockquote>
Here are three key takeaways from the discussion:
<ol>
 	<li>Proactive Culture Creation: HR leaders must intentionally cultivate work environments that prioritize mental health. This involves fostering a sense of belonging and recognition, ensuring employees feel seen, heard, and valued.</li>
 	<li>Empowering Frontline Leaders: Equip managers with emotional intelligence (EQ) tools to better support their teams. Providing managers with the right resources enables them to actively contribute to retention and engagement efforts, especially by using existing tools in new ways.</li>
 	<li>Linking Mental Well-being to Business Outcomes: Mental health issues are not just about employee well-being—they are a business imperative. Senior leaders need to view mental health initiatives as essential to driving long-term business success.</li>
</ol>
By addressing mental health strategically, HR leaders can not only improve employee well-being but also drive positive business outcomes. Let’s continue to lead the charge in building resilient, productive workplaces where employees can thrive.

<img class="size-full wp-image-41161 aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/04/SOCIAL-CONNECTION-6-Pillars-to-Advance.png" alt="" width="396" height="493" />

Read more: <a href="https://www.hhs.gov/sites/default/files/surgeon-general-social-connection-advisory.pdf">Surgeon General Social Connection Advisory.pdf (hhs.gov)</a>

Leaders as Champions of Mental Well-Being

michael.grubich

tracey.wik

richard.busby

engagement

jacki.davidoff

edward.desrosiers

leadership development

talent management

learning &amp; development

matt.donovan

employee engagement

business impact

rahul.sharma

peter.hogaboam

organizational success

workplace culture

organizational culture

employee well-being

sirena.arnaout

HR leadership

HR strategies

alanna.libbrecht

Change Readiness

workplace productivity

Loneliness

Social Connection

Mental Health

Workforce Resilience

US Surgeon General

Community Building

todd.brockway

ELE Insights

Strategic Insights

Workplace Development

social isolation

Intrepid by VitalSource

Session Focus: Leveraging Artificial Intelligence to Simplify and Accelerate Learning &amp; Development in the Modern Workplace.

This session provided valuable insights into the transformative role of AI in talent development, emphasizing its potential beyond routine automation. As HR leaders, it's essential to view AI not just as a tool for efficiency but as a strategic enabler for innovation and problem-solving.
<blockquote>"AI is more than an efficiency tool—it unlocks creative problem-solving and new ways to tackle challenges." - <a href="https://www.learningexecutive.com/members/brian-richardson">Brian Richardson2024 Top 10, </a></blockquote>
<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2024/01/Hopeful-Fairful-about-AI-1.jpg" alt="" width="699" height="378" />

Based on the session, we wanted to highlight three key takeaways for learning leaders:
<ol>
 	<li>AI as a Strategic Enabler: While AI enhances productivity, it still requires human oversight to handle complex tasks. Leaders must balance AI capabilities with human decision-making to fully realize its potential.</li>
 	<li>Upskilling is Essential: As AI becomes integral to business functions, those who can leverage AI tools effectively will be key to staying competitive. Continuous learning and reskilling efforts must be prioritized.</li>
 	<li>Personalization and Efficiency: AI can drive personalized learning experiences, streamline onboarding, and free up HR teams to focus on high-impact, human-centric activities.</li>
</ol>
The presenters also shared real-world examples of AI delivering results across industries:
<ul>
 	<li>Smart troubleshooting tools that reduce mechanicing onboarding times.</li>
 	<li>AI-generated training materials tailored to clients’ needs.</li>
 	<li>Sentiment and root cause analysis of workplace feedback.</li>
 	<li>Automated video animation and eLearning module creation</li>
</ul>
While AI may require some trial-and-error, its capabilities hold immense promise. By integrating AI strategically, HR leaders can future-proof their organizations and foster a more innovative, adaptive workforce.

With the right strategy, we can turn cutting-edge technologies into practical solutions for persistent learning challenges. What does the future of learning look like in one's organization? The time to experiment is now.

AI Strategies Simplify the Future of Learning: An Introduction

Digital &amp; AI

tracy.gowens

jesse.james

jason.davis

jack.sylvester

teresa.sertic

brian.steinbauer

learning and development

brian.richardson

tresha.lovell

HR Strategy

AI integration

workforce innovation

HR Tech

HR Insights

AI and HR

2024 Top 10

Session Focus:  A “Fireside Chat” with Andres T. Tapia exploring The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us
<a href="https://www.learningexecutive.com/books/the-5-disciplines-of-inclusive-leaders-unleashing-the-power-of-all-of-us">
</a><a href="https://www.learningexecutive.com/books/the-5-disciplines-of-inclusive-leaders-unleashing-the-power-of-all-of-us"><img class="aligncenter wp-image-39833 size-medium" src="https://wp.ele.llc/wp-content/uploads/2023/09/TapiaAndres-5-Disciplines-of-Inclusive-Leaders-199x300.jpg" alt="5 Disciplines of Inclusive Leaders" width="199" height="300" /></a><a href="https://www.learningexecutive.com/books/the-5-disciplines-of-inclusive-leaders-unleashing-the-power-of-all-of-us">BUY IT NOW: The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us</a>
We were regaled with thought-provoking research and insights in a recent leadership fireside chat with inclusion strategist Andres Tapia on “The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us.” The model identifies five critical behaviors, served by five enabling traits, that can guide leaders to tap the diversity in their teams and innovate like never before.
This session provided powerful insights into the role of inclusive leadership in driving organizational success. One of the standout lessons was the importance of curiosity in unlocking the true potential of diverse teams.

<blockquote>"Curiosity is the key to inclusive leadership. Without it, leaders struggle to unlock the potential of diverse teams." - <a href="https://www.learningexecutive.com/members/andres-tapia">Andres Tapia</a></blockquote>
Here are three key takeaways that senior HR talent leaders should keep top of mind:

<ol class="list-decimal pl-8 space-y-2">
 	<li class="whitespace-normal">Inclusive Leadership as a Growth Driver: Diversity and inclusion are not just HR priorities—they are essential drivers of innovation and business growth. Leaders who actively integrate inclusive practices are positioned to outperform competitors and foster differentiation in the market.</li>
 	<li class="whitespace-normal">Curiosity as a Core Leadership Trait: Curiosity allows leaders to fully engage with and understand the diverse perspectives within their teams. This trait is the foundation for effective collaboration and innovation, making it crucial to foster curiosity in leadership development programs.</li>
 	<li class="whitespace-normal">Structural Inclusion and Systems Thinking: It’s not enough to promote behavioral inclusion—senior HR leaders must reshape organizational systems to remove unconscious bias and embed inclusivity into core business processes. By focusing on structural inclusion, organizations can ensure that diversity is truly leveraged to drive results.</li>
</ol>
By cultivating curiosity and aligning D&amp;I with business strategy, senior leaders can create environments where diversity thrives and fuels organizational success.
So where does your leadership land on the inclusion competency model? Like a five-dial treasure chest, could you use curiosity and the other traits to unlock greater innovation from diversity on your team? Perhaps it’s time to find the keys to inclusion that will unleash our collective power.
Let's continue this conversation on ELE's <a title="ELE's Idea Exchange" href="/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

5 Disciplines of Inclusive Leaders

allyson.carter

dave.hamblin

andres.tapia

ana.bedard

guillermo.gutierrez

organizational effectiveness

DEIB

inclusive leadership

workplace innovation

Diversity and Inclusion

Business Growth

curiosity in leadership

leadership excellence

diverse teams

DEIB toolkit

Session Focus: Build fantastic AI-generated images and video shorts (<a href="https://urldefense.com/v3/__http:/www.thethinkingeffect.com__;!!CWJ7XA!m4e9Sd69zlJmdMi7RZhGM7Vw_aw37RHnRuiwcTD6OHwli8ZZLNqps5ebf6qaDLEmQjJ_64XTIj0GgUwYHkpGR0xvY5RzFw$">www.thethinkingeffect.com</a>)

AI tools have infiltrated nearly every industry, reshaping workflows and enhancing efficiencies. The realm of Learning &amp; Development is no exception as AI introduces new opportunities to create rich, immersive learning experiences. In this ELE mini-series "AI Tools &amp; Resources Assisting L&amp;D” senior leaders and enthusiasts will gain practical insights into implementing AI in talent strategies.
<blockquote>"You shouldn’t be afraid of AI taking your job, but you should be afraid of someone who knows how to use AI taking your job." - <a href="https://www.learningexecutive.com/members/mike-kester">Mike Kester</a></blockquote>
<iframe title="YouTube video player" src="https://www.youtube.com/embed/Z6L51xm7dJY" width="315" height="560" frameborder="0" allowfullscreen="allowfullscreen" data-mce-fragment="1">﻿</iframe>

The first session focuses specifically on the basics of AI tools for L&amp;D leaders and people managers.

Leo’s presentation “The Chronicles of Yarnia” fantastically demonstrates video generation tools. Using AI image generators MidJourney and Picsart coupled with video synthesis tools like Adobe Premier, Leo constructs a creative children’s storybook-style animated short. He acknowledges current limitations—keeping characters visually consistent frame-to-frame remains challenging. But the pace of progress promises more seamless, customizable video creation capabilities on the horizon. AI unlocks an efficient avenue for generating simulated scenarios, microlearning content, and other engaging learning formats.

<iframe title="YouTube video player" src="https://www.youtube.com/embed/lIoqPccYAAI?si=4KN2MYzHwUDjKB7W" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen" data-mce-fragment="1"></iframe>

&nbsp;

This session provided a deep dive into the transformative role of Artificial Intelligence in shaping the future of Learning &amp; Development within organizations. A standout moment was when Wendy encapsulated the essence of our discussions with the statement:

&nbsp;
<blockquote>"Helping learning leaders grow by creating a future-ready workforce." - <a href="https://www.ele.llc/members/wendy-greeson">Wendy Greeson</a></blockquote>
This remark not only highlights the central goal of our L&amp;D efforts but also underscores the broader strategic impact these technologies are poised to have on our organizations.Key Takeaways from the Session:
<ol>
 	<li>AI as a Strategic Enhancer: The integration of AI into L&amp;D processes goes beyond mere automation; it serves as a strategic enhancer. AI technologies are crucial for developing personalized and adaptive learning experiences that can scale effectively across various organizational levels, thereby aligning closely with strategic business objectives.</li>
 	<li>Data-Driven Decision Making: AI's capability to manage and synthesize vast amounts of data provides HR leaders with unprecedented insights into employee performance and development needs. This enhanced decision-making capacity is vital for crafting targeted, effective talent management strategies that are responsive to the dynamic demands of the business landscape.</li>
 	<li>Future-Proofing Through Community and Collaboration: Participating in AI-focused communities offers HR leaders a platform to exchange innovative ideas and next practices. Such engagement is instrumental in fostering a culture of continuous learning and technology adoption, ensuring that organizations remain resilient in the face of rapid technological changes.</li>
</ol>
As we look forward, the role of AI in HR is set to expand, fundamentally reshaping how we approach talent development and management. By embracing these technologies, HR leaders can ensure that their organizations are not just responding to the demands of today, but are also prepared for the challenges of tomorrow. Let's continue to explore and harness these tools to build a more adaptable, skilled, and future-ready workforce.

Co-Creating Human-Centered Transformation in the Age of AI

Login