THE METHODOLOGY
Every organization, whatever its purpose, is unique! Its DNA is created by its people, who in combination, cannot be replicated by another. They are its fabric. They may aspire to be as another but the actions of their stakeholder complement, their decision-making and the history and geography of their communities combine to provide a unique footprint.
Similarly, no methodology can have universal traction and provide the same results wherever it is adopted. It will merely provide direction and a starting point. Nonetheless, ELLI’s ability to assess Learning Power and to track change means that learning is quantifiable and that interventions can be prescribed to meet an organization’s aims and objectives. In addition, ELLI is sensitive both to the quality of the learning environment and to individual circumstance.
This methodology provides a well-trodden pathway but its outcomes reliant on the spirit and purpose, engagement and enterprise, commitment and culture of the organization within which it sits.
SMT introduction to ELLI
Finding the starting point among leaders, managers, and staff. How do they learn? What is the organization’s present learning culture? To what extent does SMT preference match the reality on the ground?
Planning that is truly strategic is rare in many commercial organizations as the majority become pre-occupied with the immediacy of the urgent that results in a tactical and short-term plan. However, as business has necessarily had to become more fleet of foot, learning as a ‘skill for life’has taken center stage, strategic and longer-term planning become an imperative. 
One of the most efficient learning methods is the open exchange of knowledge and experience between colleagues. Managers and employees. Nonetheless, whilst junior staff are usually uninhibited and a balance has to be drawn between dependence and independence, this is not so among their elders. It often takes time to overcome ‘ego’ and a desire to keep learning discoveries to one’s self.
ELLI is an invaluable tool in the effective management of transitioning at the 4 pivotal points in a student’s educational journey.
Elli has long been used as a tool in recruitment at all levels from Chief Executives to apprentices and graduate trainees.
Every organization is characterized not only by its DNA but by the manner in which it addresses and engages its community as it seeks to obtain a reputation for building powerful learners.
In the majority of organizations the audit creates heightened expectation of change with leaders listening to their stakeholders and distributing an outline action plan. It therefore becomes important to:
In an ideal world, the development and management of Learning Power would become integral to every organization so that mastery of the ‘what’, or subject matter, is driven by the ‘how’.
The development and management of the Learning Power of the staff compliment but its adoption also puts demands on the learning habits and behaviors of their managers. The development of a learning culture is built on the confidence to share knowledge and experience and, importantly, to welcome classroom observation.
Many schools aspire to becoming established as the center for learning throughout their communities but come to recognize that there is much more to it than simply the offer of a wide range of programs.
However robust the process of planning and implementing a Learning Culture within an organization’s wider fabric has been, it will only be as successful as the seriousness with which progress is monitored and changes in circumstance accommodated.