workplace learning

14 Ways to Lead the Charge on Workplace Learning

In my post, 7 Principles to Turn Your Conference Room into a Classroom, I talked about the importance of learning how adults learn, so we might better craft true workplace learning and growth environments. There is another underlying condition to crafting such a learning environment I’d like to discuss now.

The truth is, the extent to which people in your shop learn and grow in their role doesn’t solely depend on the subject matter. It also depends on the extent to which you believe the subject matters. You have a choice whether or not to prioritize your employees’ growth.

Let me strengthen the case for you.

Doing so not only is the right thing to do for the employees, it is an imperative to do for the business.

The Importance of Workplace Learning

Ray Stata, former chairman of Analog Devices and a pioneer in creating learning organizations, said: “The rate at which individuals and organizations learn may become the only sustainable competitive advantage.” A study by the Brookings Institution revealed that 60 percent of an organization’s competitive advantage is derived from internal advancements in knowledge, innovation, and learning.

workplace learning

Steve Shifman, CEO of Michelman (a fast-growing specialty chemicals company), told me the need for a learning organization is an absolute essential: “Otherwise the bell curve shifts to the right with today’s rate of change and our knowledge base slides toward the average middle.” In other words, what we know today that provides competitive advantage will be cost-of-entry knowledge tomorrow, and without continual learning, we’ll soon fall behind. In fact, studies show that knowledge gained in college becomes obsolete in two to five years for many disciplines.

Shifman further described learning and growth as the centerpiece of his company’s operating model and believes it is the very definition of facilitating a sense of meaning from one’s work: “Meaning at work comes from knowing I am providing for learning and growing experiences that people just wouldn’t have if it were not for their time at Michelman. It can shape their lives.”

Creating Workplace Learning

So a workplace learning and growth environment is right for the employees, and right for the employer. Now it’s a matter of true commitment from you as a leader. The good news is there is plenty you can do to foster a sense of discovery for your employees. What follows is a list of time tested and research proven ways to be conducive to learning:

  • Have patience and empathy for the learning process (and tolerance for mistakes).
  • Have a “not yet” mindset vs. a “you failed” mindset.
  • Put emphasis on assets, not deficits.
  • Listen for understanding, not for convincing others.
  • Focus on being interested, not interesting (to encourage learning and sharing).
  • Enable ownership of ideas (don’t do too much for them).
  • Use data to go from “I think” to “I know.” But don’t let “I know” get in the way of “I think.”
  • Talk openly about the importance of learning. Role-model the priority you give to learning.
  • Encourage “the sky’s the limit” thinking, not limited thinking.
  • Commend (not condemn) the person who brings conflicting information.
  • Don’t rewrite history, remember it. Then use realizations to move forward.
  • Change “we’ve tried that before, sorry” to “let’s try that again, smartly.”
  • Show a genuine interest in each individual’s unique learning journey.
  • Take the time to teach in teachable moments.

Conducting business with an undertone of constant learning requires conductivity from you, the leader. The evidence is conclusive… be conducive!

3 ways you can take action on this article:

1)    Comment on it and get the conversation going.

2)    Share this article to help others and build your own credibility.

3)    Visit http://scottmautz.com/ for more in-touch leadership insight

Scott Mautz is an award winning inspirational key note speaker, course instructor, consultant, and 20+ year executive at Procter & Gamble (where he currently runs a 3 billion dollar business). He is also author of Make it Matter: How Managers Can Motivate by Creating Meaning, a book named to the “Best of 2015” list by Soundview Business Books. In Make It Matter, Scott shows that the key to winning back the disengaged (and keeping the engaged, engaged) is to foster meaning at work, that is, give work a greater sense of personal significance, and thus, make work matter. Scott has been a passionate student and practitioner of creating fully energized, fulfilling work environments rich with meaning that ultimately lead to sustained elevated performance and that transform organizational health & satisfaction scores along the way. In seminars and course instruction, and via his book, he has deployed dozens of time-tested and proven practical tools to help managers craft such a meaning-rich ecosystem. Scott was born in New York and has an undergraduate degree from Binghamton University (1991) and an MBA from Indiana University (1994). He lives in Cincinnati with his wife and daughter.

  • Suresh Karimbil

    This is really a good article about learning at work place by sharing ideas and information. I share information, i share with my colleagues so many subjects, communication, leadership, discussion, general knowledge etc.. but sorry to say nobody make any commends. Instead they are interested to just like the message. most of them neither like nor commend.

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