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Organizational culture


4 WAYS TO CREATE A LEARNING CULTURE ON YOUR TEAM

by
 * Tomas Chamorro-Premuzic
   and
 * Josh Bersin

by
 * Tomas Chamorro-Premuzic
   and
 * Josh Bersin

July 12, 2018
Buda Mendes/Getty Images
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Summary.    Research from LinkedIn has shown that half of today’s most in-demand
skills weren’t even on the list three years ago. As a result, there is now a
premium on intellectual curiosity and the desire and ability to quickly grow and
adapt one’s skill set. How can...more
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Technology is disrupting every industry and area of life, and work is no
exception. One of the main career implications of the digital revolution is a
shift in demand for human expertise. For instance, LinkedIn’s talent research
shows that half of today’s most in-demand skills weren’t even on the list three
years ago.

As a result, there is now a premium on intellectual curiosity and learnability,
the desire and ability to quickly grow and adapt one’s skill set to remain
employable. What you know is less relevant than what you may learn, and knowing
the answer to questions is less critical than having the ability to ask the
right questions in the first place. Unsurprisingly, employers such as Google,
American Express, and Bridgewater Associates make learning an integral part of
their talent management systems. As a Bersin report pointed out: “The single
biggest driver of business impact is the strength of an organization’s learning
culture.”

YOU AND YOUR TEAM SERIES


LEARNING

 * LEARNING TO LEARN
   
    * Erika Andersen
   
   YOU CAN LEARN AND GET WORK DONE AT THE SAME TIME
   
    * Liane Davey
   
   4 WAYS TO BECOME A BETTER LEARNER
   
    * Monique Valcour

However, true learning cultures, defined by CEB as “a culture that supports an
open mindset, an independent quest for knowledge, and shared learning directed
toward the mission and goals of the organization,” are still the exception
rather than the norm. Recent research found that only 10% of organizations have
managed to create them, with just 20% of employees demonstrating effective
learning behaviors at work. Research by Bersin examined the issue of learning
culture in great detail and found that companies who effectively nurture their
workforce’s desire to learn are at least 30% more likely to be market leaders in
their industries over an extended period of time.

Here are four science-based recommendations to help you create a learning
culture on your team or in your organization:

Reward continuous learning. It is impossible to trigger deliberate changes in
your team’s or organization’s culture unless you actually put in place formal
reward systems to entice them — and even then there is no guarantee you will
achieve change unless the rewards are effective. Sadly, even when managers
understand the importance of learning — at least in theory — they are often more
interested in boosting short-term results and performance, which can be an enemy
of learning. By definition, performance is highest when we are not learning.
Equally, it is hard for employees to find the necessary time and space to learn
when they are asked to maximize results, efficiency, and productivity. A report
by Bersin found that among the more than 700 organizations studied, the average
employee had only 24 minutes a week for formal learning. Note that rewarding
curiosity is not just about praising and promoting those who display an effort
to learn and develop; it’s also about creating a climate that nurtures critical
thinking, where challenging authority and speaking up are encouraged, even if it
means creating discord. This is particularly important if you want your team to
produce something innovative.

Give meaningful and constructive feedback. In an age where many organizations
focus their developmental interventions on “strengths,” and feel-good approaches
to management have substituted “flaws” and “weaknesses” with the popular
euphemism of “opportunities,” it is easy to forget the value of negative
feedback. However, it is hard to improve on anything when you are unaware of
your limitations, fully satisfied with your potential, or unjustifiably pleased
with yourself. Although one of the best ways to improve employees’ performance
is to tell them what they are doing wrong, managers often avoid difficult
conversations, so they end up providing more positive than negative feedback.
This is particularly problematic when it comes to curiosity and learning, since
the best way to trigger curiosity is to highlight a knowledge gap — that is,
making people aware of what they don’t know, especially if that makes them feel
uncomfortable. Note that people are generally unaware of their ignorance and
limitations, especially when they are not very competent, so guidance and
feedback from others is critical to helping them improve. However, negative
feedback must be provided in a constructive and delicate way — it is a true art
— as people are generally less receptive of it than of praise and appreciation,
especially in individualistic (aka narcissistic) cultures.

Lead by example. Another critical driver of employee learning is what you, as a
manager or leader, actually do. As illustrated by the leadership value chain
model, leaders’ behaviors — particularly what they routinely do — have a strong
influence on the behavior and performance of their teams. And the more
senior that leaders are, the more impactful their behaviors will be on the rest
of the organization. Accordingly, if you want to nurture your team’s curiosity
or unlock learning in your organization, you should practice what you preach.
Start by displaying some learning and unlocking your own curiosity. It is a sort
of Kantian imperative: Don’t ask your employees to do what you don’t do
yourself. If you want people to read more, then read — and make others aware of
your voracious reading habits (share your favorite books or most recent
learnings with them). If you want them to take on novel and challenging tasks,
then take on novel and challenging tasks yourself. For example, learn a new
skill, volunteer to work on something unrelated to your main job, or take on
tasks outside your comfort zone even if you are not good at it — you will be
able to show that with a bit of curiosity and discipline you can get better, and
this should inspire others. And if you want them to question the status quo and
be critical and nonconformist, then don’t be a sucker for order and rules!

Hire curious people. Too often with big management problems, we focus on
training and development while undermining the importance of proper selection.
But the reality is that it’s easier to prevent and predict than to fix and
change. When selection works, there’s far less need for training and
development, and good selection makes training and development much more
effective because it is easier to augment potential than to go against someone’s
nature. Learning and curiosity are no exception: If you hire people who are
naturally curious, and maximize the fit between their interests and the role
they are in, you will not have to worry so much about their willingness to learn
or be on their case to unlock their curiosity. Fortunately, meta-analytic
studies provide a detailed catalogue of traits — and their corresponding
measures — that increase an individual’s propensity to learn and develop
intellectually, even after adulthood. And there is a well-established science to
predicting people’s probability of displaying such traits (for example,
personality assessments measuring openness to new experience, tolerance for
ambiguity, critical thinking, and inquisitiveness). Likewise, decades of
research into vocational interests show that aligning people’s drive and
interests to the characteristics of the job and culture of the organization
tends to increase not just their motivation to learn but also their performance.

In sum, if you want to nurture curiosity and learning in your employees, there’s
no need to rely on your organization’s formal learning and development programs.
Reinforcing positive learning behaviors, giving constructive and critical
feedback to align employees’ efforts with the right learning goals, showcasing
your own curiosity, and hiring people with high learnability and a hungry
mind are all likely to create a stronger learning culture within your team and
your organization.

MORE FROM THE AUTHOR

 * WHY DO SO MANY INCOMPETENT MEN BECOME LEADERS?: (AND HOW TO FIX IT)
   
   Book
   View Details

Read more on Organizational culture or related topics Leading teams, Continuous
learning and Developing employees
 * Tomas Chamorro-Premuzic is the Chief Innovation Officer at ManpowerGroup, a
   professor of business psychology at University College London and at Columbia
   University, co-founder of deepersignals.com, and an associate at Harvard’s
   Entrepreneurial Finance Lab. He is the author of Why Do So Many Incompetent
   Men Become Leaders? (and How to Fix It), upon which his TEDx talk was based.
   Find him on Twitter: @drtcp or at www.drtomas.com.    
 * Josh Bersin is founder of Bersin by Deloitte, and now the Josh Bersin
   Academy, the research and professional development academy for HR and
   business leaders. He is a global research analyst, public speaker, and writer
   on the topics of corporate human resources, talent management, recruiting,
   leadership, technology, and the intersection between work and life.

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 * Print

Read more on Organizational culture or related topics Leading teams, Continuous
learning and Developing employees



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