Imagine the scene – it’s a Friday afternoon at Awesome Company. Your CEO stands in front of you and your colleagues at the company all-hands meeting. In addition (or, instead of) chatting about company milestones, sales targets, and tasks accomplished, he/she takes a different approach.
Your CEO sits down and shares what they are learning as a Leader, how he or she has changed over the past year, and how they are working to modify how they work and why. Here, learning is consistent, never complete, and very much out in the open.
In this all-too-rare but important moment, company leadership focuses on process instead of task. When transparency and learning meet and marry, conversations change. Learning also becomes seen as a continuous process and not a box to check. Perhaps, more energy is devoted to work on and explain how the company works together and not just list off what they’ve accomplished.
Yes, leadership might come forward and share these learnings in a ghost-written book or in close dinners with friends – but there the focus is still on what was learned – in the past tense.
The act of consistently learning, in that messy and un-defined and wonderful way that isn’t always tied to clear-cut results is one that doesn’t often get talked about.
We want others to learn and we help them do so, but are we too focused on learning as an outcome (as task) instead of learning as a process? If the latter were the case, we’d help people learn how to learn, i.e. to be more curious and to reflect.
All too often, says Professor Gianpiero Petriglieri in his latest post from the Harvard Business Review , we’re only focused on a specific outcome, even when it comes to organizational learning. “People care about what you have learned. They care about your results. Learning is great as long as you do it quietly, in your own time.”
When the pressure to deliver results instead of learning takes precedence, “the pressure to keep up and prove oneself all but overwhelms the aspiration to step back and reflect.”
Those who are in the business of life-long learning know that transformational learning, and deep, important change can often look like a cycle, or spaghetti, or two steps forward and one step back… instead of a one-way road.
If we change our expectation, and perhaps alter how we view our learners and we what believe to be true, maybe we can reward others for the act of learning… and not just the end result.