How do you cultivate a learning and adaptive mindset among your resources to cope with change and disruption?

In order to create a more dynamic and innovative learning environment, organisations can embrace failure as a feedback loop, leverage interdisciplinary collaboration, gamify learning experiences, incorporate mindfulness and emotional intelligence training, and engage in future-focused scenario planning. By encouraging experimentation and risk-taking, celebrating learning from mistakes, fostering diverse perspectives, making learning engaging and personalized, developing emotional intelligence, and anticipating future trends, organizations can cultivate a mindset of continuous improvement and adaptability among their employees

In my experience, assessing your current state is essential before implementing any changes. Conducting a SWOT analysis of your resources enables you to identify strengths, weaknesses, opportunities, and threats, providing a comprehensive understanding of your organization's position. This analysis helps pinpoint areas for improvement and potential strategies to capitalize on opportunities or mitigate threats. Additionally, utilizing tools like surveys, feedback mechanisms, and performance indicators aids in measuring and monitoring resource capabilities, needs, and satisfaction levels. By gaining clarity on your current state, you can develop informed plans and initiatives to propel your organization towards its desired future state.

?? SWOT it Out: Like a detective, uncover strengths, weaknesses, opportunities, and threats. Know your team like the back of your hand. ?? Embrace Growth: Promote a growth mindset. It’s like watering plants – nurture to flourish. ?? Survey Says: They point to where your team wants to go. ??? Skill Up: Like a blacksmith forging weapons, equip your team with new skills to battle change. ?? Adapt or Bust: Encourage adaptability as a superpower. It's like evolving in a game – level up to meet challenges. ?? Targeted Training: Focus training where it's needed most. It's like fixing the weakest link in a chain. ??? Open Dialogue: Cultivate open communication. It's like building bridges – connects and supports.

1. Seed Curiosity, Not Certainty: Leaders who model curiosity and encourage questions create an environment where learning becomes a natural reflex. 2. Embrace Imperfection and Learning Loops. 3. Decentralize Decision-Making and Empower Ownership. 4. Facilitate Cross-Pollination and Knowledge Sharing. 5. Invest in Growth, Not Just Goals . 6. Celebrate Adaptability and Innovation. Also keep in mind cultivating a learning and adaptive mindset is a journey, not a destination. By consistently nurturing curiosity, encouraging experimentation, and celebrating growth, you can empower your team to navigate change with confidence and emerge stronger from every disruption.

Cultivating a learning and adaptive mindset in your team starts with a thorough assessment of your current organizational culture and practices. Encourage curiosity and continuous learning by providing access to educational resources, training, and development opportunities. Foster an environment where failure is seen as a learning opportunity, not a setback. Promote collaboration and knowledge sharing across departments to broaden perspectives and challenge conventional thinking. Implement feedback mechanisms that allow for constructive criticism and recognition of adaptive behaviors. By leading by example and demonstrating adaptability in decision-making and problem-solving

?? Set the Vision: It’s better to explicitly state where you are going. Do you see success as a constant journey or a final destination? ?? Align with Core Values: Affirm that your vision speaks to your organization's mission and values. It is just about the making the whole! ?? Define Clear Goals: Break down your vision into manageable parts. # Small wins accumulate and will eventually lead to a big victory!

Defining a clear vision and setting specific goals are crucial for fostering a learning and adaptive mindset in your team. Your vision should articulate where you want your team to be in the face of change and disruption, such as becoming industry leaders in innovation or achieving excellence in customer service despite evolving market demands. Set concrete goals that align with this vision, like completing specific training programs, mastering new technologies, or achieving certain performance benchmarks. These goals should challenge your team but remain achievable, motivating them to stretch their abilities and adapt to new situations.

When conveying your vision and goals, don't forget that it will be individuals hearing them, and you will need individuals to move towards them. Where appropriate, don't hesitate to suggest what the audience members can do to help achieve the goals. This will help them see themselves empowered in any change or disruptive situation.

There is often a story intertwined among the threads of existing operational processes. Many may need to be mended, resewn, or cut. The threads of an organization reveal its makeup and history, providing insight to its lifeblood. Uncovering these vintage threads allows leaders to craft impactful strategic recommendations.Becoming a detective is my advice. Understanding the background story will go a long way in creating strategic recommendations that are respectful and more likely to be accepted. The most effective strategic recommendations are those that honor legacy, while exposing future potential.

The best way to articulate your vision is to use an exercise I call the newspaper article exercise. Visualize, feel, hear what success looks like in the future - 1, 2, 5, 10 years from now. Write down words and feelings that come to mind. Establish a consensus around the room on the vision and obtain alignment. Create a vision statement from the words that people shared. Even more powerful - create a brief of a newspaper article with a photo representing the future vision. Viola!

?? Encourage Personal Growth Plans: Encourage everyone to establish individual learning aims with the possibility of monitoring their development. ?? Resource Library: It is a good idea to prepare a repository/playlist of Youtube videos, Podcasts, books, articles, and online courses that you can refer to. ?? Peer Learning Sessions: Create a learning culture by having regular peer education meetings.

Learning doesn't start and stop with courses, books and articles, webinars, etc. Other great sources are TED talks, apps such as EdX or Khan Academy. Mentorship and coaching are very useful. Find a mentorship arrangement that is beneficial to both parties. There is value for each. For example, a baby boomer friend has a mutual mentorship with Gen Y individual. In addition, belonging to a peer-group is powerful. A peer group is a collective group in a similar role that meets on a regular basis to support each other, for example a collective of HR professionals, product managers or retail industry experts.

Setting shared goals that meet both the individuals' interests and the needs of the company/organization can help them see themselves as part of the change, rather than simply being subject to the change.

Nurture growth in the same way as a gardener would care for varied plants. Create a fertile soil for learning opportunities—formal training, coaching, and peer learning. Allow each bloom to define its own learning goals, sharing information like flowers in a healthy garden.

- We at Amazon highly recommend everyone to Learn and Be Curious by continuous learning - Take courses, coaching, mentoring - Learn often in smaller chunks eg 15 minute podcasts, lightning talks etc

There's no better way to learn than by trying, failing, and growing. Amazon is a perfect example of how far taking risks and betting on your ideas can go. Jeff Bezos embraced this mindset, calling Amazon "the best place to fail." He admitted to billions of dollars in failures but believes that big winners are born from countless failed experiments. Take Amazon Prime: when it launched in 2005, “unlimited two-day delivery for $79 a year” seemed risky and faced skepticism. By the 2010s, Prime’s success, along with services like Prime Video, helped Amazon surpass 200 million paying members. The lesson? Failure and invention go hand in hand. Without risk, there’s no true success.

?? Encourage Idea Sharing: Space out the areas where team members are free to exchange creative ideas. ?? Experimentation is Key: Create an atmosphere where one can attempt and learn from mistakes.

Innovation and providing freedom to Innovate remains the key for me. Its how you give freedom to choose the problem one feels he is passionate in the allotted area of responsibility and then without re inventing the wheel one can dive deep into the problem and once you connect with the problem is when innovation happens. It is the key to success and one should always be encouraged to learn, grow, contribute and most importantly recognise them. No doubt experiments fail but then it acts as the stepping stone for one to learn, unlearn and relearn.

Don't underestimate the power of yourself in setting the norm of failing from time to time. People often look to leaders as being infallible. As anyone in leadership knows, that's not the case! Broadcasting uncertainty from time to time doesn't need to negatively impact your credibility or undermine power. Instead, it can demonstrate the humility, authenticity, or playfulness that will encourage your team to take calculated risks. Helping your team feel safe in taking risks requires you be show some vulnerability as well. With big risks, often comes a big reward.

Building creative purpose involves empowerment, frequent reinforcement and championing a cause whose path is often uncertain, error-prone, and full of unexpected obstacles. Proximal vulnerability is a catalyst for breakthrough achievement. When we see people on our team play with an idea, our behavior changes. That’s how shared intelligence is created.

I believe, we need to create an organizational culture that values learning, adaptation, and collaboration. This will facilitate in equipping your resources to navigate change and disruption with a proactive and agile mindset. Towards this end, strategic leaders have to foster an environment that values experimentation and innovation, and provide resources and support for teams to explore new ideas and solutions. Additionally, we need to incorporate collaboration and knowledge sharing into performance evaluations and recognition programs. This could be done by creating incentives and rewards programs for the teams that successfully collaborate on projects or contribute significantly to knowledge sharing initiatives.

?? Cross-Training Sessions: Department sessions might be where team members take turns to teach each other some new skills or new insights. ?? Idea Contests: Devise contests where participants will come up with unusual solutions to the problems.Reward the best ideas!

Em 1999, Amy Edmondson cunhou o termo "seguran?a psicológica" no artigo (1999, Psychological Safety and Learning Behavior in Work Teams). O termo representa a cren?a compartilhada em uma equipe, ou organiza??o, de que seus membros podem assumir riscos interpessoais. Sem que haja seguran?a psicológica, ela afirma que as pessoas n?o ser?o genuínas em suas colabora??es e feedbacks. Seguran?a psicológica, se configura , portanto, como condi??o necessária para incentivar o compartilhamento de conhecimento de forma genuína.

Create a fertile ground for ideas to flourish. Encourage collaboration via online platforms, workshops, and events. Allow information to flow like a common stream, feeding the entire organizational environment. In this interconnected garden, growth becomes a collaborative effort.

Facilitating collaboration and knowledge sharing is fundamental to fostering a truly adaptive and innovative environment. Personally, I’ve seen the power of collective learning—how individuals bring unique insights that, when shared, create something greater than the sum of their parts. In mental health leadership, for example, creating spaces where lived experience, professional expertise, and diverse perspectives come together is transformative. Professionally, enabling collaboration across teams and departments is about breaking down silos and encouraging open dialogue.

Cultivating a learning and adaptive mindset among your resources is not possible without leading by example. If you don't constantly update your skills and embrace change, your efforts to encourage others to do so will ring hollow. Lincoln said, “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” We are all busy and sometimes feel like there is no time to sharpen the axe. Somehow, however, we seem to find time to work extra hours necessitated by not sharpening that axe. Research courses that will help you to enhance your technical skills and your strategic leadership skills. Upon completion, discuss your new insights to help others to improve and to demonstrate the mindset you want to cultivate.

??♂?Walk the Talk: Encourage the culture of self-learning within yourself. Plunge into offline/online resources. ?? Share Your Journey: Get your own challenges, and how you've adapted. The personal stories come in a variety of forms and they can give inspiration and strength to the others. ?? Open Door Policy: Ask your team to be open-minded and come with new ideas. Be accessible and approachable.

Leading by example and providing feedback are pivotal in fostering a positive and productive work environment. Demonstrate the behaviors and work ethic you expect from your team, showing commitment, integrity, and professionalism. This approach not only sets a standard but also builds trust and respect. Coupled with constructive feedback, it encourages growth and improvement. Offer feedback regularly, focusing on specific, actionable insights that guide your team towards better performance. Balancing leading by example with effective feedback creates a culture of continuous learning and development.

Segundo L David Marquet no livro (2021, A linguagem da lideran?a: o poder oculto do que você fala e n?o fala), as palavras escolhidas pelo líder exercem influência direta sobre a cultura da companhia. Mesmo quando este quer ser mais colaborativo, pode prejudicar seus próprios esfor?os adotando como padr?o uma linguagem de comando e controle que herdamos da era industrial. Dentro desse contexto, chamar os liderados de recursos em vez de colaboradores pode se configurar como prejudicial a sua lidera?a pelo exemplo.

Innovate in leadership development by: 1. Tailoring training with AI for personalized leadership growth. 2. Using gamified challenges to make skill acquisition adventurous. 3. Offering bite-sized learning modules for efficient skill enhancement. 4. Facilitating collaborative idea-sharing among leaders. 5. Employing VR simulations for risk-free practice of complex scenarios. 6. Integrating mindfulness to build resilient, empathetic leaders. 7. Emphasizing instant feedback for ongoing leadership improvement. This creative approach transforms leadership training into an engaging, future-focused journey.