How do you create a culture of continuous learning?

Leitura, leitura e leitura! Cursos formais como faculdades s?o importantes, mas hoje a infinidade de possibilidades aumenta muito a capacidade de aprendizagem de qualquer time. Defendo a leitura como um pilar base para acelerar esse processo. Utilize o método de leitura em grupo, uma sugest?o é definir um livro para o time ler em conjunto, realizar encontros quinzenais para discutir um numero pre determinado de capítulos e cruzar os aprendizados com os desafios do trabalho. Essa pratica é muito rica para evoluir na aprendizagem em time e estimular o lifelong learning.

Learning initiatives flow top down because most management styles are still hierarchical. Organizations need to understand the learning styles their employees value, learning tools need to be easily accessible to all, there should be some formality to the culture of learning, and finally, there needs to be a pay-off for employees who consistently seek to improve their knowledge and enhance their ability to innovate.

Organizational leaders should make learning a priority. Employees look to leaders for guidance. When they see leaders value growth, they know that seeking new knowledge is acceptable and encouraged.

Establishing clear and measurable goals is the beginning of creating a culture of continuous learning within an organization. You can't manage what you can't measure. Using a framework like Objectives and Key Results (OKRs) provides a framework for defining, tracking, and achieving these goals. By effectively utilizing OKRs to define and manage learning goals, organizations can foster a culture of continuous learning, empower employees to develop new skills and drive innovation and growth. Defining the goals is just the beginning you also need to regularly review progress while fostering and encouraging open communication and reflection to ensure that learning goals remain relevant and aligned with the organization's needs and values.

It's gonna seem contradictory but Learning Goals should be both challenging and achievable (!) While it's essential to set goals that stretch individuals or teams beyond their current capabilities, it's equally important not to make them so daunting that they become overwhelming or demotivating.

Crear una cultura de aprendizaje continuo involucra integrar el desarrollo personal y profesional como un valor central. Líderes deben dar el ejemplo, invirtiendo en su propio crecimiento y alentando el de los demás. Reconocer y recompensar la curiosidad y la iniciativa fomenta la innovación. Proporcionar recursos y tiempo para aprender, como bibliotecas de recursos, cursos y talleres, es fundamental. El aprendizaje debe ser social, promoviendo el intercambio de conocimientos a través del trabajo en equipo y la mentoría. Asimismo, la retroalimentación constructiva y regular ayuda a los empleados a identificar áreas de mejora y a celebrar logros.

The common MISTAKE here is that organizations often adopt a one-size-fits-all approach (!) assuming that what works for one employee will work for everyone. However, individuals have different learning preferences and needs. Recognizing and accommodating these differences can significantly increase the effectiveness of learning initiatives.

Providing learning opportunities is like equipping your team for an adventure. You wouldn't send them into the wilderness unprepared, right? Offer a variety of tools (learning opportunities) to suit different preferences and needs. A bonus tip from my experience is: Make learning an adventure! Create a culture of continuous learning where curiosity is celebrated. Offer opportunities for knowledge-sharing and encourage collaboration. By making learning engaging and interactive, you'll turn your team into a band of resourceful adventurers, ready to tackle any professional challenge!

I've always believed, small lunch & learns with teams in a safe setting online or in person create wonderful culture. Bring in experts, nonprofits, entirely different skill sets and cross train teams to engage and learn. It works!

Quando aprendi todas as respostas, mudaram todas as perguntas. Sabe o líder que tem resposta pra tudo? Sabe o líder que nunca fala “eu n?o sei”? Sabe o líder que nunca pede a opini?o de seus times? Sabe o líder que n?o se interessa pelas experiências dos outros? Sabe o líder que n?o aceita ser contrariado com outro ponto de vista? Sabe o líder que n?o se adapta e n?o evolui? Fique atento e mantenha distancia segura. é esse mesmo líder quem afundará sua carreira e organiza??o.

Establishing a culture of continuous learning hinges on an organization’s full awareness of its employees' needs, encompassing their emotional, intellectual, and physical contributions. Recognizing and nurturing these dimensions distinguishes exceptional workplaces. This conscious approach fosters an environment where continuous learning is not just encouraged but embedded in the very fabric of the organizational culture, propelling it from good to great.

Creating safety and trust within high-performing teams is not just about fostering a positive work environment; it is also about laying the groundwork for a culture of continuous learning and creating safety to ask questions without judgment, shame, or fear of being mocked. By prioritizing psychological safety and trust, organizations can empower their teams to become active listeners, learners, and embrace challenges as opportunities for growth, and contribute to the organization's long-term success.

In my experience, as a leader of a high-performing team you need to be able to create a culture of willingness to be vulnerable. This vulnerability will be useful to build on when in comes to learning. Learning requires showing others that we have gaps in our knowledge, and this will be much easier if we trust each other, and trust is built upon vulnerability. As leader, you're job is to build this and show in various ways how to build trust through vulnerability.

To create a real learning culture, it's vital to establish trust and make it safe for everyone to speak up and make mistakes. This comes from showing, not just telling, that it's okay to take risks and fail on the way to improvement. Recognize the hard work, encourage open dialogue, and genuinely listen to your team's input. This honest and supportive environment is where continuous learning and innovation flourish.

O espa?o seguro para falhar é construido ao longo do tempo, com autenticidade das pessoas e com escuta genuína. é um processo de desenvolvimento Humano.

The common MISTAKE here is that organizations often only use extrinsic rewards like bonuses, promotions, or certificates which can be effective in motivating employees to engage in learning activities INITIALLY. However, intrinsic motivation is what sustains long-term engagement and behavior change.

Celebrating achievements, regardless of size, boosts morale and acknowledges the hard work your team puts into their development. ? Encouraging reflection on their experiences allows team members to internalize what they've learned, enhancing their professional development. ??

In building teams, I've always emphasized the importance of continuous learning as a core part of our mission, encouraging every team member to pursue ongoing personal and professional development. I've championed reward systems that acknowledge not just outcomes but also the dedication to acquiring new skills and knowledge. This approach has created an environment where growth is celebrated and learning is seen as an ongoing journey, integral to our team's success.

Para criar uma cultura de aprendizado contínuo em uma organiza??o, é crucial estabelecer uma mentalidade que valorize o desenvolvimento constante. Incentive a curiosidade e a explora??o, promovendo o acesso fácil a recursos educativos. Facilite a participa??o em workshops, palestras e cursos relevantes para as fun??es dos colaboradores. Integre o aprendizado ao dia a dia, encorajando a aplica??o prática das novas habilidades. Estimule o compartilhamento de conhecimento entre os membros da equipe, criando uma atmosfera de colabora??o. Líderes desempenham um papel vital ao demonstrar um comprometimento visível com o aprendizado, inspirando outros a seguir o exemplo.

No universo corporativo 2 protagonistas s?o ponto chave para o sucesso: o feedback construtivo e o positivo. Se baseando em pequenas recompensas diárias e reconhecimento (que n?o seja um pequeno chocolate), a evolu??o de carreira do profissional poderá ser observada através do engajamento que o mesmo apresentar e da redu??o de erros.

Simon Sinek has a great example that will stick with me about the importance of high-performance teams and trust. In his book "Leaders Eat Last," Sinek argues that leaders should focus on building high-trust relationships with their team members, even if it means sacrificing some performance in the short term. Sinek believes that high trust is the foundation of a successful team and that it is more important than individual performance. He gives examples and mentions how teams would prefer medium performers and high trust over high performers with medium or low trust.

Share with others what you have learned. Role modelling the behaviours and mindsets you want to drive is the best tool to create a culture.

Consistently practicing self-reflection and intentional language, focusing on what went well, what didn’t, and how to improve, has proven successful for me. While some embrace it, others may not take it seriously or find it irritating. The key is to model this improvement behavior consistently within the culture. Often overlooked is the importance of referencing lessons learned before engaging in something new, preventing autopilot and ensuring continued growth.

Despertar curiosidade Trazer aspectos n?o técnicos pra quest?es técnicas e vice-versa. Instigar o pensar sobre temas diferentes, buscando possíveis conex?es com temas atualmente trabalhados. Contar histórias vivenciadas e nexos estabelecidos. Olhar além do conhecido!

Leaders’ safety to learn is often overlooked yet it is critical. Leaders must have sufficient self confidence to be open to learning, which sets the right example for the teams below them. When leaders feel safe to learn, their teams are free of the burden of needing to know everything also.