How can you foster a culture of continuous learning without overwhelming your team?

An effective approach is to develop a work environment conducive to oxytocin, serotonin, & dopamine release. These neurotransmitters will boost feelings of overall well-being, trust, security, & openness. Serotonin will increase feelings of happiness & status, while dopamine will help with proactive, forward-action motivation, enhancing employee flexibility & creativity. Dr. Justin J. Kennedy - 2012 Neuroleadership Journal, highlights the benefits of integrating Physical Intelligence techniques into daily routines. Building up to 40 minutes of paced breathing each day can result in a 62% increase in cognitive function, a 46% reduction in stress & anxiety, a 66% improvement in sleep quality, & a 26% decrease in workplace conflict

One of the practices i do with my team every two months, is ask "what is it that you will like to learn that will enhance your knowledge, Skills and abilities towards better customer satisfaction and be the best version of yourself? " this questions often incites curiousity , propels them to take a commitment to learn topics that are interesting, empowering and beneficial to the team. I then ask each of the team members to prepare a topic and present it to the team each month, 15 minutes, 1 presenter per month. It is engaging, promotes assertiveness but also gives an insight of what you may not know whilst presenting.

Simplify it for them - and show them a clear vision of how it can radically change their careers with small daily steps. Imagine you set a goal to learn a new language. Learn 1 phrase on day 1, 2 phrases on day 2, a small para on day 6, half a page on day 12 and a short story on day 32. In 180 days you will have learnt a whole new language. An approach like this takes away the "overwhelm" from learning projects you want your team to master for their career growth. Moving the needle 180 degrees - One small step at a time. It's an empowering yet simple way to foster a culture of continuous learning without overwhelming your team

The more you learn, the greater proficiency you will bring to the table. It is important to share your learning milestones with the team to motivate them to learn more. ?? The mantra "Sharing is caring" works best here. The more you share about your learning experiences, the more people around you will want to learn more. ??

Three things you can do to right now: 1. Encourage micro learning in a variety of ways: a soundbite, a video, a 3 minute read. Learning is on a continuum and does not have to take long periods of time to accomplish. 2. Find out what are the goals of the employees on the team. Better understanding how their goals fit in with the goals of the team and company can lead to better more engaged learning opportunities. 3. Encourage those on the team to share what they have learned with others on the team. Then foster a climate where this is given time and place to happen so it can be done with ease, not pressure.

1 key ingredient is truly understanding your current capabilities and skill-sets. Never be afraid to get help, and learn from the experienced, and grow your arsenal of skills and experiences. Each experience should enable towards a better, realistic planning outcome.

Micro goals is a way to go. Of course it is easy to talk about continuous learning when you can focus on only that, but when your team is grappling with everyday targets, customer needs, their own daily personal struggles, often learning takes a back seat. When asked to achieve or take on continuous learning to better themselves, it's hard to see it as a priority as their plates are already full. But if it is a small bite size piece of learning that can be ticked off to show a work in progress it's easier to feel accomplishment and to feel that the goal is realistic. Also it helps when those goals contribute to a larger purpose in their roles and advances them in some way in their career. It has to be worth it.

- Achievable Targets: Set clear, attainable learning objectives. - Progress Tracking: Monitor and celebrate milestones. - Feedback Loop: Regularly review and adjust learning goals.

Metas alcan?áveis mantêm a motiva??o e o engajamento, evitando frustra??es e desanimo. Para definir metas realistas: Avalie Capacidades: Conhe?a os recursos e limita??es da equipe. Seja Específico: Defina objetivos claros e bem delineados. Estabele?a Prazo Viável: Determine prazos que permitam a conclus?o das tarefas sem sobrecarga. Divida em Etapas: Quebre metas grandes em etapas menores e gerenciáveis. Monitore e Ajuste: Avalie o progresso regularmente e fa?a ajustes conforme necessário. Metas realistas impulsionam a produtividade, promovem o crescimento e mantêm a equipe motivada e focada.

Tener metas realistas en lo que una persona puede aprender es fundamental para generar el compromiso y la motivación del aprendiz. Hay que considerar el tipo de habilidades o competencias a desarrollar. Mi recomendación es utilizar la metodología de 70/20/10 donde el 70% el aprendizaje se da en el día a día (proyectos, de rotar por otras áreas), no requiere de tanta inversión y el aprendizaje se da en un nivel más profundo, no sólo en el "saber" sino en el "saber hacer"; un 20% a través de retroalimentación, mentorías, coaching y un10% aprendizaje formal. Esto no solo hace más simple el aprendizaje, sino que reduce el tiempo que destina, los recursos, fomenta redes de trabajo, e inclusive en algunos casos beneficia al negocio.

Recursos de capacitación basados en el juego (gamificación o ludificación) permitirán aprender sin presionar, el juego puede ser una forma de desarrollar competencias en grupo, pasando un buen rato y aprendiendo unos de otros.

Masterminds & Skill Shares sind eine gute M?glichkeit, gegenseitig von einander zu lernen. Im Skill Share kann jemand seine individuelle Expertise weitergeben. Das führt dazu, dass einerseits das Wissen verbreitet wird und andererseits die teilende Person die entsprechende Wertsch?tzung und Anerkennung bekommt, weil er/sie als Experte dafür wahrgenommen wird. In Masterminds hingegen geht es eher darum, gemeinsam eine L?sung für ein Problem zu finden, welches alleine bis jetzt nicht gel?st werden konnte. nach dem Prinzip, "das Ganze ist mehr als die Summe seiner Teile" entstehen dadurch oft sehr kreative L?sungen. Darüber hinaus wird das Team gest?rkt, weil man gemeinsam an einer Zielerreichung gearbeitet hat.

A collaborative digital library where everyone is encouraged to share resources is one of the most helpful tools that a team can build. It also helps to have a way to share how the information was applied to demonstrate transformation, as this is the key to inspiring action in others ?? Then we need to encourage people to use the resource and encourage others to do the same, so make it part of your regular team meeting to have someone share one of the resources that they were inspired to utilise and how they benefited from it. This will encourage your team to utilise the resource space and encourage each other in obtaining benefits from using it. Collaboratively improving self-development.

Assigning a professional coach has also proven to be a valuable resource in embracing a learning culture in a more interactive way. Many coachees from my Transformational Leadership Program have acknowledged that the coaching engagement has significantly supported their breakthroughs.

Daneben kann es ebenfalls sinnvoll sein Mentoring-Teams zu etablieren. So lernen die Mitarbeiter voneinander und geben dieses Wissen dann zukünftig an andere Kollegen weiter.

Learn, share, teach. Encourage your team to share 1 thing they have learnt in weekly team members. It provides the team with context on what others are working on as well benefitting the person sharing by helping them to integrate their learning. Look for opportunities to teach someone else what you have learnt. This might be to another team member, or perhaps it is to a friend or someone outside of work. The benefit is the same ??

Absolutely, this resonates deeply. During the Transformational Leadership Program I run at my current job, I assigned each participant to teach one another. This approach significantly increased their commitment to learning, broke down silos, boosted engagement, and fostered much better collaboration.

Provide plenty of opportunities to share what is going on with your team, and look at what you can learn from that experience. Whether it was a mistake, or an achievement, there is always something to be learned from it. Have staff development days each year, where continued education is the goal.

Encouraging sharing is a good idea in principle, but not that easy in practice unless it is embraced by EVERY team member, as there will usually be one or two people who are reluctant to speak up and unless actively helped, will never participate in group sharing or if they do it will be brief or unproductive, and they will be "left behind" by the rest of the group being viewed as "dull" or uncooperative, when in actual fact they have the potential to make a valuable contribution to make. Usually these are the ones who don't want to "rock the boat" or simply prefer to not be in the limelight so their strengths are never tapped into. Laying ground rules for safely sharing without pointing fingers is how to achieve this.

One good idea is to assign a team member ahead of time to conduct a “learn and share” session for the following week. Assigning this task in advance is important so the person has time to prepare their thoughts and material to share. This practice will build your team’s confidence, communication skills, and sense of achievement. Learning is more effective when it comes from someone they know, and the sharer can also retain the knowledge better by teaching it to others.

When I make mistakes, I often share it with the team to discuss what we can learn and do differently in the futute. So, I lead by example, promote lesson sharing and help people feel ok that mistake is normal in work but more important is how we learn from our mistake.

A lot of people are afraid of failure or making mistakes, but only through failure and mistakes do learning occur. With this attitude as a leader, it allows those around you to open up to taking calculated risks. These mistakes should be brought to light in front of the entire workforce (depending on situation) so that other can benefit from that one mistake instead of everyone making the same mistake over and over. The first thing that should be addressed is that person's courage to talk about their mistake, it breeds a family like work environment.

Es ist unrealistisch zu erwarten, dass keine Fehler gemacht werden. Deshalb empfinde ich eine Fehlerkultur als so wichtig. Erst, wenn Mitarbeiter sich nicht davor fürchten müssen, Fehler zu machen, weil diese nicht nur erlaubt sondern im Rahmen auch gewünscht sind, wird Raum für Kreativit?t & Innovation geschaffen. Genauso wichtig ist es, Fehler im Nachgang zu reflektieren um daraus zu lernen und nicht noch einmal den gleichen Fehler zu begehen.

Mistakes happen. They might be made because of carelessness, inadequate training, or because systems and policies do not work as anticipated. Of course, there are many other possibilities. Leaders make mistakes when they assume WHY team members have made errors. Thus, the first step is to explore, listen, and understand what happened and why. Assigning blame should not be a primary priority. Fixing the cause of the error is, followed by teaching all who need to know how to avoid similar errors in the future. Again, treating everyone with respect and treating issues as learning opportunities is key to creating successful teams and individuals who will fear less, learn faster, provide new ideas, and who will follow their leaders gladly.

Ein Fehler zeigt auf was nicht funktioniert und man darauf den n?chsten Versuch starten kann. Genau wie bei der Erfindung der Glühbirne. Thomas Alva Edison unternahm fast 9000 Versuche, bis er die Glühlampe zur Marktreife entwickelt hatte. Nach dem 1000. Versuch sprach ein Mitarbeiter vom Scheitern. Edison erwiderte ?Ich bin nicht gescheitert. Ich kenne jetzt 1000 Wege, wie man keine Glühlampe baut.? Fail fast ist ein Motto der Amerikaner und zeigt, dass wir viel lernen k?nnen, wenn wir eine gute Fehlerkultur etablieren. Daher kommuniziere ich selbst auch meine eigenen Fehler um zu zeigen, dass es Chancen sind daraus zu lernen. 6nd nicht selten entstehen neue Ideen bei den Gespr?chen, die daraus entstehen.

Always be there for your team whenever they need you. Give them freedom to give honest feedback on their feelings as well as on technical work matters. I raised my team in a way that they together developed a sense of family and that each family member is equally worth and it should be always one for all and all for one. It worked out very well. Very very well to be precise!

Nicht selten h?re ich von Führungskr?ften, dass Sie keine Zeit für Feedbackgespr?che haben. Jedoch ist das wichtig um jeden im Team nach der eigenen Situation zu f?rdern und zu fordern. Wichtig für die Führungskr?fte im Gespr?chen ist daher aktiv zuzuh?ren statt selbst zu sprechen und natürlich die richtigen Fragen zu stellen.

Oferecer suporte é crucial para o sucesso da equipe. Esteja disponível para responder perguntas e resolver problemas rapidamente. Mantenha uma comunica??o clara e aberta, forne?a feedback construtivo regularmente e disponibilize as ferramentas e recursos necessários. Demonstre empatia e compreens?o para com os desafios enfrentados pelos membros da equipe. Esse suporte constante cria um ambiente de trabalho positivo e produtivo, onde os colaboradores se sentem valorizados e motivados. #desenvolvimentopessoal

Ser identificado como apoyo para nuestro equipo es sinónimo de liderazgo, así podemos ayudarlos a seguir mejorando día con día para el logro de los objetivos y el éxito de nuestro equipo

Collective learning is a way to involve the team into a journey together. Learning alone can be challenging to some so having a team for accountability allows your team members to carry each other to the finish line before climbing the next learning mountain. It also allows members to step into developing leadership by making sure no one is left behind and the group systems to create efficiency for learning collectively and individually. The team that learns together, grows together. That is winning and learning in harmony. As a bonus, you will be creating leaders for the future by the above collective approach.

En los dos últimos a?os he trabajado con más de 300 gerentes de las principales empresas energéticas de mi país. En mi experiencia implicarlos en una cultura de aprendizaje continua suele tener más éxito cuando se les ayuda a alinear sus propósitos personales/profesionales con los de la propia empresa. Y aún más, cuando entienden que ante la velocidad de los cambios ellos pueden en vez de tener una actitud reactiva, otra mucho más adaptativa mediante un aprendizaje autodirigido, alimentan su motivación y apertura a la formación.

The problem with most learning is that companies have made it an additional thing people have to do. Also since L&D staff have been decimated in most industries all training is now done through dry lifeless videos that one has to slog through, answer the meaningless quiz designed to pass everyone, and it all feels like a waste of time just to check a corporate box. Instead, blend learning into the job, use in in-house experts to teach topics, incentivize employees to train each other, visit customers, suppliers and partners and learn from them. Make learning fun, collaborative, and ideally in-person and perhaps employees won't dread it as much.

Promover uma cultura de aprendizado contínuo sem sobrecarregar sua equipe envolve integrar o aprendizado no fluxo de trabalho diário, oferecendo recursos flexíveis como cursos online e webinars, permitindo que a equipe escolha seus tópicos de interesse. Celebre pequenos progressos para manter a motiva??o e mantenha canais abertos para feedback e suporte. Essa abordagem equilibrada mantém a equipe engajada e evita o burnout.

O futuro da aprendizagem está cada vez mais atrelada ao protagonismo no aprendizado. Devemos incentivar as equipes a buscar conhecimento, assim como você escolhe o que deseja assistir nas plataformas de streaming. Cada pessoa deverá ser responsável por buscar e definir aquilo que deseja aprender e conhecer. Assim como lifelong learning (aprendizado contínuo para toda a vida), precisamos transformar a nossa rela??o com a ideia de como deve ser adquirido novos conhecimentos, competências e habilidades. Cada um de nós, deverá ser responsável e aut?nomo na busca de novos conhecimentos, principalmente diante do cenário digital e tecnológico do século. As pessoas devem ser mais proativas e engajadas na busca de informa??es.