What do you do if your team lacks motivation for knowledge sharing and continuous learning?

The most important thing a leader can do is ask challenging questions. Once the question is out for discussion, it is important to remain patient while the team goes through a discovery period. It is also essential to challenge thinking in a manner that promotes creativity and thoroughness. All the is easier said than done, but if you start with the right question the rest often takes care of itself.

In my experience, especially working across different cultures as an expatriate in a foreign country, I have been transparent in wanting to employ people with a growth mindset. From the outset they are aware that change remains constant if we are to prepare our students to be successful in their futures. Involving all employees in the vision of the big picture in what we’re trying to achieve as a school for our students has assisted in breaking down resistance barriers. Then assisting and supporting those who may find change overwhelming by providing mentoring and emotional support. Breaking down big tasks to manageable parts and celebrating and acknowledging each win. Making our team feel empowered to succeed.

If one is perceived as and works in a executive capacity then that person is there to lead, investigative, obtain team perspective and individually why motivation is low. As a leader S/He should create an atmosphere where one's direct reports feel empowered, inspired and has the power to fix things themselves Only if they can't resolve it fully themselves should you as the executive have to make them do something as professionals we have to give the people doing the work latitude to do so. I have as a leader make sure it's not my fault why my team is not motivated. This mgmt style many times heard but have rarely seen in action because many executives, rule with iron fist, it's there way or the high way regardless they say otherwise

Knowledge sharing Or Continuous learning - doesn't comes as a part of culture, rather it is purely individual contribution. First and foremost as a leader, he / she should know how take the team into confidence, what to share and what not share, and then make the team to understand the importance of sharing knowledge, this will also boos the succession planning inside the organization.

Boost team motivation for knowledge sharing by leading by example; your enthusiasm for learning can inspire others. Identify barriers—like culture or resource constraints—and tailor solutions. Provide essential tools and clear processes for easy knowledge exchange, using platforms like MS Teams. Celebrate small wins to build momentum. Key steps: Lead by example, address specific challenges, equip your team, and show the impact. Remember, actions speak louder than words—mentor, participate, and share successes.

While setting goals , it is key you learn to observe and understand that everybody has a limit and that when these limits are surpassed, people tend to get stressed and demotivated, always be sensitive to people’s emotions and its ability to embrace an activity or function, balancing that, will contribute significantly for a good work environment.

When creating goals, it is important to consider not only sales, profit, or completion of the assigned task, but also the development of abilities for future organisational growth and requirements. Aligning learning from the employee and employer perspectives will facilitate meaningful engagement between both parties.

In performance metrics, it is important to allocate some weights on continuous development and learning not matter how small. It is also important as team leaders to identify shortcomings of individual members during reviews and encourage or recommend them to take up learning opportunities either by doing or participating in team projects.

Team members' objectives and key results need to be integrated. Although individuals are responsible for specific, measurable outcomes, their achievements should "ladder up" to the group objectives. Some of their individual quarterly goals must be shared goals, demonstrating why internal cooperation and information sharing increase output while decreasing time and costs. A book I recommend to everyone is Measure What Matters by John Doerr. Ultimately, if you can't measure it, it doesn't matter to the bottom line.

Recognize and reward behaviors that contribute to knowledge sharing and learning. This can be through formal recognition programs, career advancement opportunities, or other incentives that align with your team's values and goals. Encouraging this behavior shows that the organization values and invests in its employees' growth and development.

If you don't do it and pass it on, no one will do. Growth in any organization start with helping subordinates do it and even push them to surpass you in this particular area.

Demonstrate your commitment to continuous learning and knowledge sharing by actively engaging in these practices yourself. Share your own learning experiences and how they’ve impacted your work. By modeling the behavior you wish to see, you set a powerful example for your team and help to create a more open and learning-focused culture.

Knowlege sharing and learning agility is the cornerstone of any high performing organisation. As executives we need to remember that we are not always the smartest in the room and that we can further enhance our own skills, upskill in technical or power skills and in doing so we encourage other employees and fellow executives to do the same. By introducing a growth mindset it encourages others to think outside the box and develop the motivation to keep learning. When teamwork is rewarded and acknowledged, individuals are less threatened to share knowledge. Executives should encourage learning by providing knowledge sharing platforms, opportunities, and time to learn in high paced environments.

I work with off-shore resources who may not be exposed to daily operational discussions. It is very important to keep them up to date on all key decisions and discussions so they can make informed decisions on next steps to meet on-shore needs. In every meeting on-shore I have with consumers I note what should be shared off-shore to make them the best support team they can be.

One way to inspire people to learn continuously and share their learnings with others is to disclose a principle that you live by and has worked for you, and demonstrate to them how you live it out! Words don't always resonate unless it's something visible to them in a practical way.

Make sure you always ask your subordinates 2 questions: . Where you need my help ? . What resources could I give you to make your job more successful ? Never ever tell people what to do unless you hear about these two questions, as a leader, it will be better you learn to discuss alternatives than telling people what to do.

Make learning and development resources easily accessible. This could include subscriptions to online courses, attendance at conferences, or time allocated during work hours for learning activities. Additionally, create opportunities for knowledge sharing, such as regular team meetings dedicated to sharing insights, lessons learned, and best practices.

I have often seen keys resources languish in the form of SOPs and OEM manuals that gather dust on a shelf or are hidden in a file folder in an organization’s electronic storage system. This repository of key information should be easily and readily shared. What makes an SOP standard (SOP)? It has to be documented in some way, shape, or form and it has to be followed. The best documented standard or information does no good if it is not or cannot be referenced. Make it easily accessible and update it as often as something new is learned or a better way to clarify it is established.

Para fornecer recursos de aprendizado à equipe, é essencial garantir que haja acesso fácil e abrangente a materiais educacionais e oportunidades de desenvolvimento. Isso pode incluir acesso a cursos online, workshops, webinars, materiais de referência, bibliotecas digitais e programas de mentoria. Além disso, os líderes podem criar um ambiente que encoraje ativamente os membros da equipe a buscar e aproveitar esses recursos, fornecendo recomenda??es específicas, compartilhando informa??es sobre oportunidades de aprendizado e dedicando tempo para discutir e refletir sobre o que foi aprendido.

Capacitación con un compromiso de replica In House y en todos los casos medición de retorno pues no es un tema de asignación de recursos, sino como estos recursos son utilizados en la organización

Hold regular business update meetings and use the time to highlight contributions to the organization's success by asking team members to co-present. This strengthens their bond and allows them to demonstrate how success is a team sport.

Wanting to feel seen, heard and valued is such a basic human need. It is also fairly simple to satisfy. Yet, sharing appreciation and gratitude is one of the most overlooked practices in business cultures. We're so focused on providing 'professional development' and thorough yearly review cycles that enlist one's strengths and development areas that we can forget the simple act of thanking people when they simply do their jobs well. I believe in forming a habit for regular gratitude practice within the organization, encouraging not only supervisor-team but peer-to-peer sharing of appreciation. Even better if it is done in front of the whole team, who can bear witness to the praise.

It's so important to think about recognition in increments. You don't need to provide this daily, but creating a regular cadence of recognizing impact and movement is helpful, and it boosts engagement over time.

In periods of rapid change or uncertainty with shifting responsibilities; ensure that teammates are recognized publicly and privately for stepping up for their work. In large scale projects ensure that the next level up knows the effort and results driven by your teams. Be intentional in calling out the teammate at all levels and what specifically they did to make a difference. I used my weekly updates to highlight teammates in various areas if they had achieved outstanding results. Verbal communication is nice but putting it in writing as you report up is more effective.

Reconhecer os esfor?os da equipe no aprendizado e no compartilhamento de conhecimento é fundamental para incentivar a continuidade dessas práticas. Isso pode ser feito de várias maneiras, como elogios públicos, reconhecimento em reuni?es de equipe, programas de recompensas ou incentivos, como b?nus ou promo??es. Além disso, é importante fornecer feedback específico e construtivo sobre os esfor?os individuais e coletivos, destacando os pontos fortes e identificando áreas para melhoria. O reconhecimento dos esfor?os da equipe demonstra a valoriza??o do comprometimento com o aprendizado e cria um ambiente positivo que motiva os membros a continuarem se desenvolvendo.

Lead by example. If your team isn't sharing learnings and knowledge, then start by sharing your own. You can't criticise them for not doing something if you're not doing it yourself.

If you have a culture where learning and improvement is not baked into your company's DNA and how you work as a team, then driving that will be challenging. Culture can be mystifying to some leaders, but believe me when I say, whatever culture you currently have acts as a mirror for how you show up in your business and it tells employee's exactly what you truly value. If you don't value development, neither will they. If you want innovation, collaboration, and teams that want to be their very best and do great work, then you better invest in opportunities for them to do just that.

Cultivating a learning culture within any organisation requires a concerted effort and needs to start at the top as leadership plays a crucial role in shaping organisational culture. Leaders should demonstrate a commitment to learning by actively seeking out new knowledge, sharing their insights and experiences, and encouraging others to do the same. Equally critical is creating a safe environment where employees feel supported in taking risks, experimenting, and exploring their ideas without fear of judgment or reprisal. This encourages a growth mindset that views challenges as opportunities for learning and improvement.

Providing opportunities for teammates to crossover to other areas as you help them expand their skills is critical. Both for the teammates and organizations. Helping them develop and be uncomfortable as they expand their knowledge is a leader’s responsibility. Meaningful discussions to help them understand why and the long term benefits to their success is important. Additionally, being available when there are failures as they learn. You want teams to not be afraid to fail and allow them to overcome the issues. My agreement was simple. Provide credit for the successful implementation to the teammates or individual. Never put your team in the position to have a catastrophic failure but to have controlled failures to learn and adapt.

If a team lacks motivation for sharing info and knowledge, then the leader hasn't established ground rules for how the team behaves together. We spend so much time focused on WHAT we do. We don't spend enough time on HOW we do it, HOW we work alongside others. The opportunity is for skill-building: presence, emotional intelligence, style preferences, communication, feedback, constant learning, healthy self-esteem, and many more. Basically, the skills of a group of conscious human beings - a conscious culture.

I am going to be straightforward.... if you aren't interested in being a lifelong learner, then I am not interested in having you on my team. The world and the business are both constantly evolving, so if you are not also consistently evolving as a professional then you ARE getting behind. I am forward about this in the interview. I am consistently discussing it in 1:1's. And then it is always a component of that executives review/goals/compensation. There is zero tolerance for someone at this level not sharpening their iron.

I have found recognition and reward done consistently over time are the keys to culture change. Simple things done with sincerity, particularly by the CEO are very powerful. All rewards are not cash or material. Being noticed (Catching someone in the desired acts or activities) and then recognizing them promptly over time will bring results.

If your team is not interested or motivated, then that is a direct reflection on you. Lead them, don't force them, and the only way to lead is by example. If they aren't motivated to share, then they may lack trust, and that lies on you as the leader. Be committed to them first, metrics second. You want to move your metrics, then MOVE your people by serving them!

I believe the keys to making any behavior more natural are: 1. Opportunities- provide opportunities to participate in continuous learning and make it a expectation that everyone join in 2. Structures- have regular meetings or stand up meetings to share. If face to face meetings aren’t practical, have virtual checking for the same purpose. Rotate leadership in facilitation for idea/learning presentations 3. Rhythm- have set times to meet and start a culture of engagement. Best practice is daily meetings but whenever it works for your organization, start there For technology concepts, experimental products, new design changes…these forums need to be thought out and planned, but the same concepts apply: opportunities, structure, rhythm

Ask yourself, as their leader, what is it about how you are leading them that needs to change in order to help them change. If they are falling short as a team, that is a leadership issue first.