¿Cuál es la mejor manera de desarrollar una mentalidad de aprendizaje en su organización?

🧠 💡'Once you stop learning, you start dying.' Albert Einstein. 📚The best way to grow a learning mindset in your organization is by embedding the principles of learning and a growth mindset into its #corevalues. 📚Promote continuous improvement and #curiosity as key organizational pillars. 📚Provide practical tools such as regular training sessions, access to online courses, mentorship programs, and platforms for knowledge sharing to help employees professional growth. Let them choose based on their interest. 📚Encourage #experimentation and #celebrate both successes and failures as valuable learning opportunities, fostering an environment where employees feel safe to innovate and expand their skills.

It needs to come from the top for sure! And there is not better way than saying that this is important because it’s part of the strategy and is aligned with your strategy.

I have always experienced strategy creation as a learning activity. When teams set strategy, curiosity and an open mindset are required. Teams need to be willing to dispassionately discuss the current internal state and external positioning of the organization and align around a shared vision. This works best when team members can challenge, question, and debate without fear of retribution.

1. Reduzir resistências. Perguntar: "O que deu errado?" cria uma busca por culpados. Perguntar: "O que foi mais difícil do que precisava ser?" desperta o interesse por melhorar da próxima vez. 2. Um pássaro na mão é melhor... Olhar para o que não está indo bem ajuda a encontrar os problemas, mas olhar para o que está dando certo (mesmo que pouco) é o caminho para encontrar a solução. 3. Fechar o ciclo. Aprendizado só existe se houver o compromisso com pausas que permitam avaliar se ele ocorreu. Como disse John Dewey: "Não aprendemos com a experiência. Aprendemos ao refletir sobre a experiência."

The lure of short-term profits can be tantalizing. So much so that it can make us short-sighted. The true genius in our industry is ensuring all core aspects of the business or "table legs" -- the top line, profits, customer satisfaction, employee/associate engagement -- improve consistently over an extended time period. Don’t let the business or “table” tip over by over-emphasizing one key metric at the expense of the others. Striking the right balance helps force focus and align learning with strategy and vision.

Before I climbed my way through the corporate ladder at Chick-fil-A, I was a young man that wanted to work hard but had little direction. It was one of my first mentors that told me, if I wanted to have an impact I should always be curious and willing to learn. As a leader, engaging in experimentation and setting that example is critical to success and innovation in your team.

In my experience, a powerful way to practice curiosity and experimentation on a team is by implementing regular "learning lunches" or "innovation sessions." These sessions provide dedicated time for team members to explore new ideas, share insights, and experiment with different approaches in a supportive and non-judgmental environment. By setting aside designated time for these activities, teams can foster a culture of continuous learning and innovation, encouraging individuals to step outside their comfort zones and contribute to the collective growth and success of the team.

As a leader looking to encourage a learning mindset in my organization, I find it important to ask "why" and "what if" questions. Why do we do this the way that we do it? What if we were to do it this way instead? By throwing out ideas, and especially throwing out ideas that end up not being good ideas, we can demonstrate to our team that it's ok to not have all the answers. It creates a safe place for others to offer up their questions and allow the team to bounce their ideas off of each other. Another good approach is an old-fashioned brainstorming session. I like to start with the general parameters of the problem that needs to be solved and then allow the team to fill in the details and considerations.

On top of encouraging curiosity and experimentation, it's also important to celebrate wins and even learnings as a team. This will support those who have been hesitant to leap into trying something new and show a supportive environment for a learning organization.

Here are a few core tips: Create psychological safety for voicing ideas and learning from failure. Allocate dedicated resources (time, space, budget) for experimentation. Celebrate failures openly as learning opportunities. Empower autonomy within defined boundaries to foster ownership. Facilitate cross-functional collaboration for diverse perspectives. Provide innovation training to develop new ideas. Leaders must model a growth mindset. Implement continuous feedback loops for iteration and improvement. Track and share experiment outcomes to reinforce experimentation's value.

Leading from a place of empathy, I prioritize fostering growth through authentic feedback and meaningful recognition. These actions are my commitment to each individual's journey. I think this fuels a nurturing environment where strengths are embraced, accomplishments are celebrated, and challenges are seen as opportunities. Timely, constructive feedback guides learning from experiences, while recognition is the heartfelt acknowledgment of effort. Growth flourishes from mentors and introspection, forming our collective backdrop. This culture aims to ignite confidence, motivation, and engagement. My role isn't just guiding growth, but weaving a compassionate narrative that resonates with every team member. People are always worth it.

Leaders should lead by example, demonstrating a commitment to their own learning and development. Encourage leaders to share their own learning experiences and actively seek feedback. Establish mentorship and coaching programs to facilitate knowledge sharing and skill development across all levels of the organization.

Something invaluable that I continue to work on every day and try to inspire others around the world to do the same: Be thoroughly committed to the long-term discipline of lifting all aspects or “legs” of the business simultaneously. After all, the business or “table” is only as tall and stable as its legs.

Lead by example. Ask a lot of great questions. Listen to others and showcase a willingness to change, improve, and grow. Refrain from giving answers to others as a reflex. Rather, bring a coach-like approach to your conversations and ask questions to understand: 🔹 Where are they at? 🔹 What is the real problem? 🔹 What have they explored? 🔹 What options are available? 🔹 What else can they think of? 🔹 What will they do next? 🔹 When will they report back on the outcome?

To build a learning mindset, leaders should prioritise their own continuous learning and openly share their journey, successes and failures. A few other key things are: Actively listen to diverse perspectives and ask questions curiously. Visibly support/participate in learning initiatives. Provide coaching feedback and recognise learning achievements. Allocate adequate resources for development. Promote experimentation and learning from mistakes safely. (Psychological safety) Align learning with strategic goals transparently. By modelling a growth mindset, encouraging curiosity/improvement, and enabling learning opportunities, leaders can cultivate an innovation-focused learning culture.

You'll never get better at anything if you don't evaluate where you started and where you're going. Learning for the sake of learning isn't the point here. I have always done personal audits on my time and on my learning to make sure I have goals I'm working toward and measurable ways to achieve them. I definitely recommend auditing you're learning if it's something you're serious about incorporating into your leadership.

Consider rewarding learning with career opportunities. Many people are open to learning but don't have the innate drive to do it consistently. What they need is some external motivation to push them. By rewarding learning with opportunities to join projects, work on strategy, or take on more responsibilities you achieve three things: 1. You deliver on the needs of the learners who will be even more driven to keep growing their skills. 2. You set an example to those unwilling to learn that they're missing out on visibility and career growth. 3. You elevate the skills and experience of your workforce to ultimately end up with higher-quality results.