DX Learning Solutions

ELE Group, LLC

Session Overview:
In the Midwest, “nice” is a leadership default, but not always a performance driver.

While being nice can create short-term harmony, it often results in long-term dysfunction: avoided conversations, a lack of clarity, and underperformance cloaked in politeness.
In this interactive, no-fluff session, <a style="font-size: 16px; background-color: #ffffff;" href="https://www.ele.llc/members/alex-draper" target="_blank" rel="noopener">Alex Draper</a> (Founder of DX Learning and author of CARE to Win®) and <a style="font-size: 16px; background-color: #ffffff;" href="https://www.ele.llc/members/richard-rykhus" target="_blank" rel="noopener">Richard Rykhus</a> (Head of Global L&amp;D at Shure) challenge the norm of “Midwest Nice” and introduce a new, practical standard: Kind Leadership, where leaders lead with a system that build an environment where candor and care can flourish.

Why? Because culture is a mirror of leadership. And if leaders model avoidance or ambiguity under the guise of being "nice," those habits cascade through teams.
This session invites HR, Talent, and Learning professionals to explore what it takes to evolve their culture from comfortable avoidance to courageous alignment.
.
<img class="aligncenter wp-image-8919" src="https://wp.ele.llc/wp-content/uploads/2018/10/DraperAlex-crop.jpg" alt="Experiential Learning:" width="946" height="512" />

What You’ll Experience
Through candid storytelling and peer-driven discussion, you’ll explore:

<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Why “nice” is often rooted in conflict avoidance, not care—and how it undermines trust and performance</li>
 	<li>How “kind” leaders use clarity to reduce ambiguity, accountability to inspire ownership, and care to build trust</li>
 	<li>Real-world examples of nice in action and example from those shifting norms without sacrificing empathy</li>
</ul>
</li>
</ul>
You’ll also reflect on your organization’s spot on the DX Nice–Kind Spectrum, and leave with actionable tools to:
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Hold people accountable without being harsh</li>
 	<li>Offer feedback without micromanaging</li>
 	<li>Build psychological safety without enabling underperformance</li>
</ul>
</li>
</ul>
Who Should Join
This session is designed for HR, Talent, and L&amp;D leaders across the Midwest who want culture to show up in day-to-day behaviors, not just posters and slogans.
If you're responsible for:
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Building trust across levels</li>
 	<li>Helping managers lead through ambiguity</li>
 	<li>Making performance expectations more human and more clear</li>
</ul>
</li>
</ul>
…this session is for you.
You'll connect with peers facing similar cultural friction points—especially in organizations where kindness and courage need to coexist.

How It Works
We’ll start with a short insight from Alex Draper (drawing from CARE to Win®) and then move into real-time reflection and peer dialogue.
Together, we’ll unpack:
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>How to build clarity without control</li>
 	<li>How to set high standards without shame</li>
 	<li>How to use empathy without enabling</li>
</ul>
</li>
</ul>
This isn’t theory. You’ll walk away with:
<ul>
 	<li style="list-style-type: none;">
<ul>
 	<li>Practical tools to embed CARE (Clarity, Autonomy, Relationships, Equity) into your culture</li>
 	<li>A lens to assess where leadership behaviors might be blocking performance</li>
 	<li>A renewed sense of possibility for your role in reshaping norms.</li>
</ul>
</li>
</ul>
Why This Matters Now
According to Gallup’s State of the Global Workplace report, only 23% of employees are engaged globally, and trust in leadership is at a historic low.
Midwestern cultures, often defined by humility and harmony, risk stagnation if discomfort is avoided. As Alex Draper writes:

<blockquote data-start="1038" data-end="1155">
“Empathy without clarity is enabling. Clarity without empathy is cruelty. But together, they unlock accountability with care.”
</blockquote>
Want to go deeper?
This discussion draws on Care to Win: The 4 Leadership Habits to Build High-Performing Teams (Revised Edition) (Oct 28, 2025).
Explore the book on <a href="https://www.ele.llc/members/bookshelf?member=alex-draper">Alex's ELE Bookshelf</a>
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.
&nbsp;

Beyond Midwest Nice: Building high performing environments of Clarity, Candor, and Courage

single-event

future of work

Your Teams

Learning Circles

digital transformation

alex.draper

innovation

upskilling

leadership development

talent development

richard.rykhus

Complimentary

online event

complimentary event

Talent Strategy

Culture Change

psychological safety

collaboration

accountability

trust

employee experience

Future of Work

Engagement &amp; Culture

continuous learning

reskilling

L&amp;D

performance

matt.sernaker

organizational culture

david.scherer

manager effectiveness

HR leaders

AI in HR

change leadership

workplace adaptation

knowledge sharing

High Performing Teams

actionable insights

practical strategies

cindy.pinkstaffmiller

people-first leadership

1Q2026

AI and learning

AI reskilling

leadership habits

care to win

Alex Draper

DX Learning

learning leaders

values in action

leadership in practice

Discover

Oshkosh Corporation

Shure Incorporated

FranklinCovey

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<div class="my-menu-content h-full flex flex-col justify-between">

This session aims to illuminate the pivotal role of diversity, equity, and inclusion (DEI) in sculpting sustainable talent pipelines, spotlighting GitLab's Women's ERG as a prime example. Attendees will explore the three-pronged approach of the 3Es - Education, Experience, and Exposure, and understand their profound impact on inclusive cultures. Through a detailed breakdown, participants will grasp the manifold benefits of ERGs, spanning workforce development, workplace innovation, and community engagement. In the context of 2023, we'll also outline eight actionable strategies for ERGs to remain dynamic and value-driven. By the session's conclusion, attendees should have a clear roadmap for leveraging ERGs in their organizations comprehending their transformative power in shaping modern, resilient, and inclusive enterprises.

</div>
</div>

DEI Improves Skills-First Sustainable Leadership & Talent Pipelines: L&D and ERG Partnering for Success

engagement &amp; culture

rochelle.house

effective leadership

learning &amp; development

ana.bedard

darcy.pierson

DEIB

inclusive leadership

CHIE2023

Inclusive Workplace

raushaun.muhammad

DEI Integration

talent structures

joy.canonigo

WeLearn

Join us for a live conversation as we talk to author Loren Sanders about her view of organizations being powered by people, and empowered with empathy. She’ll also be previewing what you can find in her newest book Empathy Is Not A Weakness: And Other Stories from The Edge.

Embracing Empathy Is Not A Weakness: And Other Stories from The Edge.

sean.stowers

leading remote workers

Empathy

loren.sanders

Komatsu

Session Focus: Case studies and roundtable discussion for embedding DEI in everyday culture and talent structures

<div>Diversity, equity and inclusion (DEI) initiatives too often get stuck at the philosophy stage, failing to become operationalized into the actual systems and processes that shape organizational culture. This insightful session provided a roadmap for hardwiring DEI into the very DNA of how companies operate each day.</div>
<div></div>
<div>A key takeaway: Identify and address the obstacles preventing your organization from truly embedding DEI, whether it's lack of empowerment, education gaps, or waning engagement after the initial DEI push.</div>
<div></div>
<div>The presenters emphasized using inclusive language as a powerful way to foster a more inclusive culture day-to-day. As one shared: "Try this - 'I value your ideas, are you available to contribute content?' Instead of 'I'd like to pick your brain.'" Small language shifts can have a big impact.</div>
<div></div>
<div>However, the core focus was on embedding DEI into talent management processes - a critical stumbling block for many organizations. Citing a real example, one presenter stated: "We changed the process so self-evaluations and manager ratings come together, eliminating the bias where women often underrate themselves."</div>
<div></div>
<div>Other substantive tips for hardwiring DEI into talent systems included:</div>
<div></div>
<div>- Stating in job postings that women and minorities should apply even if not meeting 100% of qualifications</div>
<div>- Delaying hiring decisions to allow more diversity in applicant pools</div>
<div>- Embedding inclusive behaviors into leadership competency models and measuring them</div>
<div>- Training hiring managers on unconscious bias, conducting blind resume reviews</div>
<div></div>
<div>The universal truth, as one aptly put it: "What gets measured gets done." By operationalizing DEI efforts into tangible, measurable processes, organizations can achieve real cultural change. This session provided the practical strategies to make it happen.</div>

Embedding DEI in Everyday Culture and Talent Structures

dirk.tussing

richard.busby

aimee.louw

edward.desrosiers

ann.brownell

daryl.fleary

tynecia.walker

jennifer.rainey

megan.bickle

Session Focus: Unveiling Empathy’s Power: An Intimate Fireside Chat with the Author

In a thought-provoking fireside chat, author Lauren Sanders unveiled the transformative power of empathy through her book "Embracing Empathy." Sanders shared candid stories from her own journey as a leader who lacked empathy early in her career to her profound awakening about its vital importance.

"Empathy is the key to building trust and I don't think anybody would argue with me when I say the impact of Trust on teams and in organizations matters," Sanders asserted. Through her authenticity and vulnerability, three key takeaways emerged:
1. Empathy is a critical practice for effective leadership that drives trust, motivation and retention, but it requires ongoing self-awareness and effort to develop.
2. Demonstrating empathy means deeply understanding each individual's unique perspectives, needs and situation through curious questioning and authentic listening.
3. Empathy is not leniency - it involves giving candid feedback when needed, but doing so through the lens of caring about someone's growth versus just demanding results.
Sanders emphasized that empathy is a muscle that must be continuously exercised. She encouraged leaders to investigate their self-awareness, seek feedback on how they are perceived, and tailor their approach to connect with each person's distinct reality.

While the road to true empathy has challenges, such as today's virtual environments, Sanders made a powerful case that the payoff is invaluable. When people feel their leader genuinely understands and values them, they are inspired to bring their fullest selves to the work. Empathy fosters the trust that is the bedrock of all high-performing teams and organizations.

Embracing Empathy

sara.lorenzo

david.glenz

tom.griffin

bill.ryan

leigha.kinnear

brady.bair

yingyang.w

Session Focus: Embracing Gender Diversity: Fostering a Culture of Inclusion and Well-being

In a powerful and deeply personal session, Iris shared her journey of transitioning as a transgender woman at Komatsu amidst the backdrop of the COVID-19 pandemic. Her story powerfully illustrated the transformative impact that cultivating a culture of inclusion and psychological safety can have on individuals and organizations.

Psychological safety is something that we can all talk about and that opens the door to us being able to learn, develop our skills, and contribute in a meaningful way.

Through her experiences, Iris drove home three critical takeaways:
1. Creating a psychologically safe environment where employees can bring their full authentic selves is critical for allowing them to contribute all their skills and reach their full potential.
2. Leading diversity, equity, and inclusion (DEI) efforts requires taking a strategic, business-aligned approach while also being prepared to navigate complex situations impacting marginalized groups with empathy and creativity.
3. Increasing awareness through training, developing inclusive policies and benefits, and finding creative solutions are important for holistically supporting and leveraging diverse talent.
Iris's vulnerability in sharing her personal transition story, coupled with her strategic mindset as a talent leader, provided a powerful case study. Her approach highlighted how fostering an inclusive culture goes hand-in-hand with skills-based talent development and enables organizations to tap into the fullest capabilities of their workforce.

This session was a testament to the pivotal role psychological safety plays in creating a true culture of belonging - one where all employees feel empowered to show up authentically, develop their skills, and positively impact the business.

Creating a Space to Belong at Komatsu

performance improvement

dave.hamblin

hybrid environment

hybrid workforce

april.hershman

winnie.davis-key

iris.farley

system thinking

kelly.wojda

BetterUp

Session Focus: NextGen Leadership Development with ERGs: Applying Systems Thinking to Talent Management for a Skills-First Approach

In today's rapidly evolving business landscape, developing a robust pipeline of next-generation leaders is crucial for organizational success. However, traditional leadership development approaches often fail to address the unique challenges and perspectives of underrepresented talent pools. This is where Employee Resource Groups (ERGs) can play a pivotal role, providing a powerful platform for cultivating essential leadership skills while fostering an inclusive and diverse workforce.

During the insightful session "ERGs for Developing NextGen Leaders," thought leaders from various organizations explored how ERGs can be leveraged as a potent learning and development vehicle. As Darcy aptly stated, "ERGs are a learning and development vehicle when we think about that 70-20-10 model and really starting to utilize them more intentionally to build that capability."

Three key takeaways emerged from this engaging discussion:
1. ERGs provide valuable leadership development opportunities, especially for young, emerging leaders to build skills like strategic thinking, confidence, influencing, and managing teams.
2. Organizations should be intentional about integrating ERG leadership roles into their overall leadership development strategies and pipelines as a learning ground.
3. Beyond just professional development, ERGs also create connections to underrepresented talent communities for recruiting, enable cultural education, and foster more inclusive environments.
By embracing a systems thinking approach, organizations can harness the power of ERGs to cultivate a skills-first talent management strategy. This holistic approach not only nurtures the next generation of leaders but also promotes diversity, equity, and inclusion – essential ingredients for driving innovation and long-term business success.

As the workforce landscape continues to evolve, organizations that prioritize the development of their future leaders through ERGs and other innovative initiatives will be well-positioned to thrive in an increasingly competitive and dynamic global marketplace.

ERGs for Developing NextGen Leaders

Leadership

azizeh.constantinescu

jesse.james

auroon.thapa

bryan.burkhalter

sarah.lewis

nancy.cambronperez

AIHR

Session Focus: A fun, interactive group activity to Build a Better HR Skillset

Title: ChatGPT for HR: ELE's 2nd HR Talent Leaders Debate on Zoom

Session Focus: A fun, interactive group activity to Build a Better HR Skillset

In this engaging session hosted by ELE, HR professionals came together for a lively debate on the use of AI and ChatGPT tools in the HR realm. Through polls, discussions, and an Oxford-style debate, participants explored the potential benefits and risks of leveraging AI for HR tasks like recruiting, employee engagement, and performance management.

The session provided valuable insights into how AI can drive efficiencies at scale, especially for repetitive, process-driven activities. As one participant noted, "The other benefit we talked about this really at a very high Global level was the potential for AI to be able to mitigate what many believe to be Global labor shortages." However, it also highlighted the need for proper governance, with cross-functional teams across HR, legal, IT, and business leaders guiding the implementation.

Three key takeaways emerged:
1. AI tools offer significant efficiency gains for repetitive tasks but carry risks around bias, privacy, and over-reliance without human context.
2. Deploying AI should involve cross-functional governance, not just HR alone.
3. HR's crucial role is preserving the "human element" and ensuring employee experience when leveraging AI capabilities.
Through lively debate and exchanges of diverse perspectives, participants built their HR skillset on this critical topic impacting workforce management. The session provided practical tips for effectively utilizing AI while emphasizing the need for human judgment in tandem with technological advancements.

ChatGPT for HR: ELE’s 2nd HR Talent Leaders Debate on Zoom

Digital &amp; AI

deborah.lenchard

christine.moczynski

Chatbot

rebecca.benson

laura.clark

paula.y..spears

ChatGPT

Session Focus: Case studies and roundtable discussion for embedding DEI in everyday culture and talent structures


As organizations increasingly integrate DEI into the business, learning &amp; development leaders are increasingly asked to support and lead diversity, equity, and inclusion efforts. Ana Bedard will lead a discussion with two seasoned DEI leaders, Tynecia Walker (Komatsu) and Darcy Pierson (Oshkosh Corporation) about how they are embedding equity and inclusion into organizational culture and talent structures. The conversation will also include opportunities for everyone on the call to share their practices to learn from each other.

&nbsp;

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.

Session Focus: Unveiling Empathy's Power: An Intimate Fireside Chat with the Author

Join us for an enlightening fireside chat with the esteemed author, Loren Sanders, as she shares invaluable insights on empathetic leadership and its profound impact on creating thriving work environments. In her remarkable book, <a href="https://www.ele.llc/books/empathy-is-not-a-weakness">Empathy is not a Weakness and Other Stories from the Edge</a>, Sanders unveils the seven key practices essential for cultivating empathy and motivating others.

With honesty and humility, Sanders takes us on her journey of self-awareness, recounting the pivotal moments that compelled her to confront her leadership shortcomings. Through captivating anecdotes and real-life examples, she demonstrates the transformative power of empathy in nurturing a culture where individuals feel seen, heard, and supported.

&nbsp;

<img class="aligncenter wp-image-40481" src="https://wp.ele.llc/wp-content/uploads/2023/06/Empathy-Book-and-Wine-768x1024.jpg" alt="Empathy Is Not a Weakness (Loren Sanders)" width="212" height="283" />

&nbsp;

During this engaging discussion, Sanders will delve into practical strategies for leaders to enhance their emotional intelligence and harness the strength of empathy. From the importance of active listening and gaining a perspective to building trust and providing meaningful feedback, she will share actionable takeaways that can be implemented immediately.

Discover how empathy and effective leadership go hand in hand, enabling organizations to thrive and individuals to reach their full potential. Don't miss this opportunity to glean invaluable wisdom from a true champion of empathetic leadership. Join us and unlock the secrets to fostering a culture of empathy and empowerment in your professional journey.

&nbsp;

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.

Session Focus: Embracing Gender Diversity: Fostering a Culture of Inclusion and Well-being

In this inspiring and insightful fireside chat presentation, Iris Farley, Vice President of Talent at Komatsu and a trans woman, will share her unique perspective on fostering a culture of inclusion and well-being for LGBTQ+ employees, particularly trans individuals. Drawing from her journey of transitioning on the job and her experience as an HR and DEI professional, Iris will discuss the importance of embracing gender diversity and creating a supportive environment where ALL employees can bring their whole selves to work.

<img class="aligncenter wp-image-39133" src="https://wp.ele.llc/wp-content/uploads/2023/06/DEIB-2023-Supporting-employees-in-difficult-times.jpg" alt="Iris Farley's 2023 Reflections (Komatsu North America) " width="475" height="264" />

Attendees can expect to learn practical examples and lessons from Komatsu's ongoing efforts to support DEI generally and LGBTQ+ employees specifically. Iris will also address the current legislative climate surrounding trans issues and the role of companies in promoting workplace well-being through diversity, equity, and inclusion.

<img class="aligncenter wp-image-39134" src="https://wp.ele.llc/wp-content/uploads/2023/06/DEIB-2023-Komatsu-Building-a-more-diverse-and-inclusive-place-to-work.jpg" alt="Iris Farley's 2023 Reflections (Komatsu North America) " width="467" height="259" />

Join us for this empowering session as we explore the benefits of embracing gender diversity, fostering an inclusive culture, and promoting workplace well-being to unlock the potential of known and unknown skills within our organizations.

&nbsp;

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.

Western Digital

Session Focus: Essential Behaviors &amp; Skills Driving Success for 2023 and Beyond Transitioning to a Skills-Based Organization

In this engaging session, we explored the critical digital skills needed for HR professionals to drive agile leadership development as organizations shift towards skills-based models. Through interactive polls, case studies, and thought-provoking discussions, three key takeaways emerged:
1. AI will undoubtedly change how work gets done, but it won't replace the uniquely human skills that are essential for effective leadership, such as empathy, critical thinking, and decision-making abilities. As one panelist aptly stated, "AI doesn't care when we are talking about working and being teamwork and getting stuff done, the AI can do a lot of things but it's not human, it's not gonna."
2. To successfully drive a skills-based talent strategy, HR professionals must possess strong analytics capabilities. This means going beyond merely reporting data and instead using it to have insightful conversations with business leaders, interpreting insights, and translating them into actionable talent decisions.
3. Providing comprehensive training, user-friendly tools, and clear guidance is crucial to demystifying data and analytics for HR professionals. By empowering them to leverage these resources effectively, they can move beyond simply showcasing numbers and instead use data to drive meaningful talent strategies and decisions.
Through real-world examples, such as the GE Digital case study, participants gained practical insights into upskilling HR teams with data analytics capabilities, fostering a culture of data-driven decision-making, and facilitating productive conversations with business leaders using skills-based frameworks.

As we navigate the rapidly evolving landscape of work, it's clear that developing agile leaders with the right digital skills and mindsets is paramount. This session equipped HR professionals with the knowledge and tools to embrace the power of AI while leveraging their inherently human strengths, positioning them as strategic partners in shaping the future of talent management.

Digital Skills for Developing Agile Leaders

nick.allen

steve.lange

sara.larson

toolset

eric.nelson

AI and skills

measurement tools

AI Use cases

carrie.berg

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

newton.moore

knowledge transfer

mike.kester

Organization Development

employee engagement

Knowledge Management

rachad.el-badawi-el-najjar

scalable learning experiences

organizational agility

thomas.fons

peter.hogaboam

build organizational growth

employee retention

decision making

teamwork

learning community

learning organization

social network analysis

daniel.ranta

Session Focus: Scaling Coaching for Employee Development in Your Organization
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Title: Scaling Coaching for Exponential Employee Growth and Business Impact
The "Art and Science of Next-Gen Coaching That Scales" session provided a fascinating look at the future of employee development through coaching. No longer just for executives, coaching is evolving to become a scalable, data-driven solution to upskill employees and drive tangible business outcomes across an organization.
Here are three key takeaways from the session:

<ol class="list-decimal pl-8 space-y-2 -mt-1">
 	<li class="whitespace-normal break-words">Next-Gen Coaching utilizes data, AI and technology integrations to identify the right employee populations to target with coaching in order to maximize impact on specific goals like innovation, retention, performance, etc.</li>
 	<li class="whitespace-normal break-words">It goes beyond traditional 1:1 coaching by incorporating diverse modalities like group coaching, AI-guided learning paths, and innovations like ChatGPT to provide personalized development at scale.</li>
 	<li class="whitespace-normal break-words">A core focus is the ability to directly measure and quantify the business impacts of coaching investments, as highlighted by this quote: "If organizations have started flipping the application of coaching on its head, it's come with a very intense drive to be able to measure what none of us could have done effectively before - the direct translation of investments to business impact."</li>
</ol>
The examples of Chevron using Next-Gen coaching to build an innovation culture and Truloe tying it directly to retention and performance metrics were powerful illustrations of this new approach. By integrating with existing HR technologies, applying AI to identify critical populations, and diversifying solutions, coaching is transforming from a niche executive benefit to a scalable catalyst for developing talent aligned to business strategy.
If you're exploring coaching, reskilling, or employee development initiatives, the Next-Gen Coaching framework provides a vision for exponentially maximizing the impacts across your workforce. The future of coaching is data-driven, tech-enabled, and focused squarely on driving measurable outcomes.

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The Art and Science of Next-Gen Coaching that Scales

allyson.carter

jane.shlaes

coaching

shane.bill

Coaching Conversations

peer coaching

coaching strategy

kyla.holcombe

Udemy

Session Focus: A roundtable discussion to tease the good, bad, and ugly from several different (company) perspectives.

As companies continue navigating the hybrid work landscape, one thing is clear - effective leadership in this environment requires a fundamental shift in mindset and approach. This recent session, "Improving Hybrid Leadership Skills," drove this point home through a insightful roundtable discussion that teased out the good, bad, and ugly from several perspectives.

A key highlight was the apparent disconnect between leadership and employees on hybrid work preferences. As Alan Todd pointed out: "CEOs want everybody in the office and the employees don't, they want to work from home, they like the flexibility and all of the great affordance of work from home. The question really is - does the CEO not trust them to get work done remotely? And so now there's this whole issue of leadership trust from the very top in these companies."

Bridging this divide calls for leaders to embody three critical capabilities:
1. Develop emotional intelligence and empathy: Promoting psychological safety and high performance in hybrid teams hinges on leaders' ability to be self-aware, read situations/people accurately, and respond with genuine compassion.
2. Provide clarity through intentional communication: Dispel ambiguity by being thoughtful and deliberate in communication. Account for cognitive biases that can derail effective remote leadership.
3. Foster autonomy and equity: Build trust by allowing flexibility rather than micromanaging. Be inclusive in decision-making to promote fair treatment across distributed teams.
As our experiences shared, simply being a good leader isn't enough in today's hybrid environment. Intentionality in developing the right mindsets and skillsets is key to unlocking the potential hybrid work offers. Those who crack this code will be better positioned to attract, engage and retain top talent.

Improving Hybrid Leadership Skills

darren.boyce

alan.todd

lindy.stockton

mary.zolna

rosanne.arnet

Session Focus: Scaling Coaching for Employee Development in Your Organization

In this session, we will explore the art and science of next-gen coaching that scales to support the growth and development of employees while driving business results. Join us to learn best practices, innovative strategies, and emerging trends in coaching for the future.

As organizations continue to face rapid changes in today’s business environment, one of the key challenges they encounter is to provide their employees with the right coaching and development opportunities. While many companies have established coaching programs, they often lack a strategic approach that aligns with the business goals and supports employees’ growth.

In this session, we will explore case studies and research insights for implementing a
strategic coaching approach that can help organizations thinking differently about their coaching efforts to drive business results.

We will focus on moving from a traditional programmatic coaching approach to a scaled, strategic coaching approach that aligns with the business goals today and in the future.

We will cover the utility of scaled coaching to imperatives such as building effective managers to drive performance, building a resilient and future-ready workforce to navigate change + transformation, and fosters a culture with well-being and belonging as core tenets.

Tactically, we’ll discuss best practices to align coaching with business goals, setting up measurable coaching goals, creating a coaching program that is flexible and adaptable, and strategically integrating internal + external coaching resources.
<img src="https://wp.ele.llc/wp-content/uploads/2023/03/The-Power-of-Scale.png" alt="The Power of Scale" width="1458" height="817" />
We will also discuss the role of technology in scaling coaching efforts, including the use of AI-powered coaching platforms and other digital tools that can help organizations provide personalized coaching experiences to employees at scale.

You will get fresh ideas for how to scale coaching solutions, including questions such as:
<ol>
 	<li>What are some of the key challenges organizations face in scaling coaching efforts, and how can they overcome them?</li>
 	<li>What are the benefits and utility of a strategic coaching approach, and how can it support the growth and development of employees while also driving business results?</li>
 	<li>How can organizations create a coaching culture that supports continuous learning and development?</li>
 	<li>What role do managers and leaders play in coaching, and how can they be trained to provide effective coaching to their team members?</li>
 	<li>How can technology be used to support coaching efforts?</li>
 	<li>How can coaching be tailored to meet the unique needs of different employees and organizations, such as those in remote or diverse work environments?</li>
 	<li>What are some of the key metrics and indicators of success for coaching programs, and how can organizations measure the ROI of their coaching efforts?</li>
 	<li>What are some of the common pitfalls to avoid when scaling coaching efforts, and how can organizations ensure their coaching programs are effective and sustainable over time?</li>
 	<li>How can coaching be integrated into broader talent management strategies, such as performance management and succession planning?</li>
 	<li>What are some of the emerging trends in coaching, and how can organizations stay up-to-date with the latest best practices and innovations in the field?</li>
</ol>
By the end of this session, you will have a clear understanding of what a strategic coaching approach looks like, and how your organization can implement it to drive business results and support employee growth and development. You will also learn how to measure the effectiveness of your coaching program, so you can continuously improve it and scale it to meet the needs of your organization.

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.

dan.stanton

Session Focus: Essential Behaviors &amp; Skills Driving Success for 2023 and Beyond Transitioning to a Skills-Based Organization

As we continue integrating skills-based talent practices, HR talent leaders must remain at the forefront of understanding and addressing the essential behaviors and skills that drive success in 2023 and beyond. This roundtable discussion explores the critical competencies organizations must prioritize to stay competitive and thrive in the modern workforce.

Key topics for discussion include:
<ul>
 	<li>The role of technology and digital literacy: Identifying and cultivating key digital skills to leverage new technologies effectively and keep pace with rapid advancements in the workplace.</li>
 	<li>Emotional intelligence and empathy: Fostering a human-centric approach to leadership and collaboration, focusing on communication, adaptability, and resilience.</li>
 	<li>Lifelong learning and adaptability: Encouraging continuous growth and development to create a learning culture that empowers employees to adapt and evolve with emerging trends.</li>
</ul>
Questions we might cover include:
<ul>
 	<li>AI Usage
How do you answer people when asked if AI will take your job?
How do you support people learning to use AI?</li>
 	<li>Digital Tools
Do you think you have to add digital tools to your existing infrastructure?</li>
 	<li>Measuring the Technology Impact
How do you measure the impact technology use has on the business?</li>
 	<li>Tools Impacting the Culture
How do these tools impact the culture of the organization?</li>
</ul>
Attending this roundtable will give participants valuable insights into the importance of preparing for a skills-based organizational journey and strategies for identifying, developing, and retaining top talent equipped with the essential behaviors and skills necessary for success. Join us as we delve into the crucial competencies that will empower organizations to navigate the challenges and opportunities presented in 2023 and beyond.

&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.

&nbsp;

Digital

Session Focus: NextGen Leadership Development with ERGs: Applying Systems Thinking to Talent Management for a Skills-First Approach

As diversity, equity, and inclusion (DEI) play a pivotal role in shaping modern organizations, HR and DEI leaders must explore innovative approaches to cultivating the next generation of leaders. This roundtable discussion will delve into the powerful synergy between applying systems thinking to talent management and leveraging Employee Resource Groups (ERGs) to foster NextGen leadership development within a skills-first framework.

<img class="aligncenter size-full wp-image-38614" src="https://wp.ele.llc/wp-content/uploads/2023/03/Applying-System-Thinking-HR-Talent-Practices-Tim-Treger.jpg" alt="Applying System Thinking - HR Talent Practices" width="749" height="464" />

Key topics for discussion include:
<ol>
 	<li>Understanding systems thinking: Embracing a holistic approach to talent management that considers the interdependence of various factors and addresses the root causes of workforce challenges.</li>
 	<li>The role of ERGs in leadership development: Utilizing ERGs as platforms for nurturing diverse talent, fostering inclusive leadership skills, and driving innovation through collaboration.</li>
 	<li>Aligning ERGs with organizational goals: Ensuring ERGs contribute to the organization's broader objectives while promoting a skills-first approach to talent development.</li>
 	<li>Creating a supportive and inclusive environment: Fostering a culture of learning and growth that empowers ERG members to develop essential skills, embrace new challenges, and drive positive change within the organization.</li>
 	<li>Measuring the impact of ERGs on talent management: Establishing clear metrics and KPIs to assess the effectiveness of ERG-driven leadership development initiatives and inform future strategies.</li>
</ol>
By participating in this roundtable, attendees will gain valuable insights into the potential of combining systems thinking and ERGs to drive transformative leadership development initiatives within a skills-first framework. Join us to explore strategies for maximizing the impact of ERGs on talent management, fostering an inclusive and diverse leadership pipeline, and driving organizational success in an ever-changing world.

&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.

&nbsp;

Session Focus: A fun, interactive group activity to Build a Better HR Skillset

Join us for our 2nd online debate on ChatGPT for HR: Preparing for AI's Quiet Tsunami

Hypothesis: To prepare for AI's Quiet Tsunami, we need similar rigorous HR reskilling to be the "Pilot" for using AI tools such as Microsoft 365 copilot

<a href="https://www.learningexecutive.com/moments/ai-impact-on-ld-microsoft-365-copilot"><img class="wp-image-39050 aligncenter" src="https://wp.ele.llc/wp-content/uploads/2023/05/MS365-Copilot-1024x576.jpg" alt="MS365-Copilot" width="427" height="241" /></a>

💥 Future of Work is Here. AI and ChatBots are likely to revolutionize HR in many positive ways—Josh Bersin (Feb 2023)

In Josh Bersin Academy's recent newsletter, Josh recommends how you (HR Leaders) can prepare for the long view.
<ul>
 	<li>"Schedule time to focus on your learning and development goals. Create a list of realistic immediate initiatives and identify some longer-term intentions. The goal should be to keep up with the HR news of the day without it derailing your broader professional development mission.” —Josh Bersin</li>
</ul>
&nbsp;

💥 As HR is revolutionized positively, will traditional instructor-led and online learning prepare HR for AI’s quiet tsunami revolutionizing work?

<img class="aligncenter" src="https://wp.ele.llc/wp-content/uploads/2023/03/The-ChatGPT-duo.jpg" alt="" width="512" height="288" />

Let us find a learning approach that offers HR leaders credibility and a technological edge by keeping them up-to-date with advancing technology.

To help make this debate more concrete, we ask that all participants review the following available learning programs:
<ol>
 	<li>JBA Program that has a Certificate: <a href="https://ideation.ele.llc/LC_FoW/20230316_JBA_HR-in-the-age-of-AI.pdf">HR in the Age of AI | Josh Bersin Academy</a> (5-6 hours over five weeks)</li>
 	<li>AIHR Online Course: <a href="https://www.aihr.com/courses/chatgpt-for-hr/" target="_blank" rel="noopener">ChatGPT for HR</a> (3 hours over nine weeks)</li>
</ol>
In this first ELE Online Debate, we will split into two groups. Our ELE Producers will conduct a group debate on Zoom by:
<ol>
 	<li>Introducing the topic. All debates start with a topic or resolution.</li>
 	<li>Assign the Affirmative and the Negative. There are two sides to any debate.  Attendees can participate or observe but can’t switch sides.</li>
 	<li>Keep Track of Time.</li>
 	<li>Make a Judgment.</li>
</ol>
During this debate, we will ask each group to support their side on questions such as:
<ol>
 	<li>Should companies require HR staff to receive specific AI &amp; ChatGPT training to support a company's digital strategy?</li>
 	<li>Do companies understand the AI &amp; ChatGPT skills and knowledge that HR staff must acquire to support a digital transformation?</li>
 	<li>Do HR practitioners possess the skill and will need to complete certification programs that would support a digital transformation?</li>
 	<li>Are companies responsible for encouraging HR staff to update their AI &amp; ChatGPT skills and knowledge to support their digital strategy?</li>
 	<li>Should companies allow HR staff to pursue certification as a part of their regular day-to-day responsibilities (as opposed to on their own time, outside of the 8 AM – 5 PM workday)?</li>
</ol>
&nbsp;

ELE produces this Learning Circle: Retooling Talent Development for the Future of Work.


ELE's <a title="ELE's Idea Exchange" href="https://www.learningexecutive.com/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

&nbsp;

ChatGPT for HR: ELE's 2nd HR Talent Leaders Debate on Zoom

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.

Session Focus: New Workplace Sustainability Leadership Frameworks

A recent Learning Exchange session explored "New Workplace Sustainability Leadership Frameworks," focusing on the "Trust &amp; Inspire" approach. David Casperson, co-author of "Trust and Inspire," shared insights on unleashing greatness in others through leadership.

The session was anchored by Mahatma Gandhi's quote:
<blockquote>"The difference between what we do and what we are capable of doing would suffice to solve most of the world's problems."</blockquote>
This highlights the untapped potential within organizations.

Key Takeaways:
1. Shift in Leadership Paradigm:
The changing work environment requires moving from command and control to a trust and inspire approach, leading to higher engagement, productivity, and retention.
2. Trust as a Verb:
Leaders must actively extend trust, not just be trustworthy. This active approach transforms team relationships and drives collaboration.
3. Balancing Performance and People:
Elevating focus on people to the same level as performance leads to significant overall improvements. This balance creates more sustainable workplaces.
By adopting these new frameworks, organizations can create more inspiring, productive, and sustainable work environments. As businesses navigate modern workplace complexities, the trust and inspire approach offers a way to unlock organizations' and people's full potential.

Participants are encouraged to incorporate these principles into leadership practices and continue this important conversation.

New Workplace Sustainability Leadership Frameworks | Trust & Inspire

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