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IMSA

Zurich North America

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This session covers reinventing K-12 and higher education to better prepare students for the future of work. Academia and industry panelists discuss challenges in equipping students with human skills like communication, problem-solving, and teamwork. Key solutions include experiential learning, apprenticeships, coaching/mentoring, and adapting organizational culture to leverage new generations' strengths. Three key takeaways are:
<ol>
 	<li>There is a skills gap between traditional education and employer needs like critical thinking and communication.</li>
 	<li>Experiential learning opportunities help provide missing real-world experiences</li>
 	<li>Adapting organizational culture and integrating younger generations through coaching/mentoring is crucial.</li>
</ol>
Partnerships between educators and employers are needed to align curricula with skills-based hiring.

In this session, we will explore these key questions:
<ol>
 	<li>Why apprenticeships?</li>
 	<li>What are the tradeoffs for students and employers?</li>
 	<li>What skills are scarce in the talent pool?</li>
 	<li>How should education and the talent strategy change?</li>
 	<li>How are you approaching problem solving with your students to develop critical thinking and practical skills?</li>
 	<li>What challenges are you seeing in recruits coming out of school in terms of professional skills and workplace readiness?</li>
 	<li>How is your current organizational culture adapting to integrate younger generations and their strengths?</li>
 	<li>How can employers and educators build partnerships to better align curricula with developing skills needed for the future of work?</li>
</ol>
</div>
</div>

Talent Pipeline: Reinventing Education for Future Work: Experiential learning, apprenticeships and more

experiential learning

richard.busby

apprenticeships

geovanny.andino

Coaching

critical thinking

partnerships

talent pipeline

CHIE2023

teamwork

organizational culture

katherine.berger

phyllis.higgins

CME Group

GE Renewable Energy

Lead Belay

As HR Talent Leaders, the responsibility lies in fostering a culture of continuous learning and development within organizations. In today's rapidly evolving business landscape, cultivating a "learning organization" is imperative for driving innovation, employee engagement, and long-term success.

The concept, as defined by Michael Kester, envisions an environment "where people continually expand their capacity to create desired results, nurture new thinking patterns, set free collective aspirations, and continually learn to see the whole together."

Three key takeaways emerged:
1. Cultivating a trusting culture of psychological safety, treating failures as learning opportunities, is critical for becoming a generative, learning organization. Rachad stated, "When collaborating with peers, it will be an investment in self-development – a powerful yet difficult mindset to instill in large companies."
2. Shifting the organizational mindset to view knowledge sharing and collaboration as crucial for personal development is difficult but essential. Daniel Ranta emphasized being "deliberate in the approach to give the greatest chance of success in this maturity model."
3. Evolving an organization's learning capabilities requires a deliberate, long-term strategy integrating changes to culture, structure, rewards, technology, and governance models. GE's case study highlighted the challenges in transitioning from hierarchical to networked learning models.
Fostering peer-learning communities, encouraging knowledge sharing, and providing a psychologically safe environment empowers teams to expand capabilities, nurture innovative thinking, and unlock collective aspirations.

Cultivating a learning culture is a journey, not a destination. Embracing this challenge with determination, vision, and commitment enables organizations to thrive amid constant change.

Cultivating a Learning Culture: Empowering Teams through Peer-Learning Communities

engagement &amp; culture

Engagement &amp; Culture

dirk.tussing

newton.moore

knowledge transfer

performance improvement

mike.kester

edward.desrosiers

effective leadership

learning &amp; development

Organization Development

employee engagement

Knowledge Management

trust

rachad.el-badawi-el-najjar

scalable learning experiences

organizational agility

hybrid workforce

rebecca.benson

DEIB

thomas.fons

peter.hogaboam

inclusive leadership

iris.farley

build organizational growth

employee retention

decision making

learning community

learning organization

social network analysis

daniel.ranta

raushaun.muhammad

ELE Group, LLC

As HR Talent Leaders, we are responsible for fostering a culture of continuous learning and development within our organizations.

 When <a href="https://www.learningexecutive.com/members/gary-bolles">Gary Bolles</a> asked Adam Grant, best-selling author of books like Think Again, to describe the most critical mindset to encourage throughout the organization, he responded without hesitation:
<blockquote>"Build a learning organization.
Replace 'that's not how we've always done it' and 'that will never work here' with 'I wonder what woudl happen if..." -- <a href="https://www.learningexecutive.com/books/next-rules-of-work">The Next Rules of Work (page 95)</a></blockquote>
💥We will explore the evolving concept of the learning organization and the need to create organizational systems and cultures that resemble neural nets with nodes (communities) that openly share.

<img class="aligncenter size-full wp-image-38742" src="https://wp.ele.llc/wp-content/uploads/2023/03/Social-Network-Analysis.png" alt="Social Network Analysis" width="542" height="248" />

&nbsp;

💥Key question: What can talent development leaders do today to begin to identify, support, and nurture these nodes or communities?

Our discussion will cover identifying and supporting peer-learning communities, using technology to facilitate communication and knowledge sharing, and overcoming barriers to building these communities. By sharing best practices and case studies from our organizations and engaging in collaborative discussions, we plan to uncover ways to create and sustain a learning culture that empowers our teams to adapt and innovate in an ever-changing world.

<img class="aligncenter wp-image-30988" src="https://wp.ele.llc/wp-content/uploads/2021/09/Network-Management-1024x476.png" alt="Social Network Analysis" width="790" height="367" />

Equipped with practical examples and evidence-based strategies, you will be empowered to create and sustain a thriving peer-learning community that fosters more vital teamwork, improves decision-making, attracts top talent, improves employee engagement, and higher employee retention.

&nbsp;

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's <a title="ELE's Idea Exchange" href="https://www.learningexecutive.com/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

single-event

Your Teams

Learning Circles

Complimentary

online event

complimentary event

A revised and updated edition of the acclaimed Wall Street Journal bestseller that explores why some leaders drain capability and intelligence from their teams while others amplify it to produce better results.

We’ve all had experience with two dramatically different types of leaders. The first type drains intelligence, energy, and capability from the people around them and always needs to be the smartest person in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, light bulbs go off over people’s heads; ideas flow and problems get solved. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the Multipliers. And the world needs more of them, especially now when leaders are expected to do more with less.

In this engaging and highly practical book, leadership expert Liz Wiseman explores these two leadership styles, persuasively showing how Multipliers can have a resoundingly positive and profitable effect on organizations—getting more done with fewer resources, developing and attracting talent, and cultivating new ideas and energy to drive organizational change and innovation.

In analyzing data from more than 150 leaders, Wiseman has identified five disciplines that distinguish Multipliers from Diminishers. These five disciplines are not based on innate talent; indeed, they are skills and practices that everyone can learn to use—even lifelong and recalcitrant Diminishers. Lively, real-world case studies and practical tips and techniques bring to life each of these principles, showing you how to become a Multiplier too, whether you are a new or an experienced manager. This revered classic has been updated with new examples of Multipliers, as well as two new chapters one on accidental Diminishers, and one on how to deal with Diminishers.

Just imagine what you could accomplish if you could harness all the energy and intelligence around you. Multipliers will show you how.

Multipliers: How the Best Leaders Make Everyone Smarter

leadership

Leadership

kery.mortenson

innovation

new manager

middle-manager

heather.tunison

communication

collaboration

emerging leaders

potential

productivity

frontline managers

motivation

inspiration

excutive leadership

TalentManagement

Management

OrganizationalCulture

EmployeeDevelopment

DecisionMaking

Growth

Self-Help

cindy.pinkstaffmiller

terresa.bubbers

The New York Times best-selling team leadership handbook for modern executives, managers, and organizations

After her first two weeks observing the problems at DecisionTech, Kathryn Petersen, its new CEO, had more than a few moments when she wondered if she should have taken the job. But Kathryn knew there was little chance she would have turned it down. After all, retirement had made her antsy, and nothing excited her more than a challenge. What she could not have known when she accepted the job, however, was just how dysfunctional her team was, and how team members would challenge her in ways that no one ever had before.

For twenty years, The Five Dysfunctions of a Team has been engaging audiences with a page-turning, realistic fable that follows the travails of Kathryn Petersen, DecisionTech’s CEO, as she faces the ultimate leadership crisis. She must unite a team in such disarray that it threatens to derail the entire company.

Equal parts leadership fable and business handbook, this definitive source on teamwork by Patrick Lencioni reveals the five behavioral tendencies that go to the heart of why even the best teams struggle. He offers a powerful model and step-by-step guide for overcoming those dysfunctions and getting every one rowing in the same direction.

Today, the lessons in The Five Dysfunctions of a Team are more relevant than ever. This special anniversary edition celebrates one of the best-selling business books of all time with a new foreword from the author that reflects on its legacy and lessons.

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