The success of a business depends on the leaders & how agile they are when it comes to learning. KETAN KAPOOR lists reasons why there is a need to keep learning in today’s workplace
Can learning agility improve over timeIJ The answer to this question is — yes. Today, the success of businesses depends on leaders who are agile when it comes to learning. The ones who can perceive problems, resolve the most complex challenges and effortlessly thrive in a constantly changing and volatile environment are truly the kind of leaders that all organisations need today.
What some companies do not realise is that such people may already be working with them and hence their potential may be underutilised or even ignored. Studies show that in companies today at least 15 per cent employees have the learning agility. It is the company’s job to identify and develop this critical-to-success attribute. Tools like these can help you with seeing and building this attribute within the company.
Despite the importance of and the easily recognisable qualities associated with learning agility, companies favour and recognise attributes and talents that are easier to measure and account for. In other words, abilities that enable a company to track the development of an employee in a steady manner and through a well-defined business structure.
The reasons for ignoring this attribute, up till now are that it is difficult to classify, describe, and tough to measure. learning agility is on the same path as emotional intelligence. Everyone knows it is important but very few cultivate it or value it as much as they should. Most leaders and managers prefer to go through their work fighting battles and putting out fires, without giving much thought on how they can keep crisis from happening and if they do occur, how they can use them as opportunities to grow and develop. The idea is to bring such attributes to the fore and help companies and leaders recognise and nurture learning agility that may exist across the workforce.
Since people with high learning agility are better at recognising and managing their own emotions and perspectives, they have an enhanced ability to empathise with the thoughts and perspectives of others. They are also better equipped to, therefore, understand the emotions of others, and respond in an appropriate manner.
linking these attributes can help companies work better and focus on improving learning agility in their personnel. The idea is to enable learning agility and remove any factors that may interfere with its sustenance and growth. Building and improving learning agility is possible and extremely beneficial. Ensuring its growth rides on several factors like:
Innovating and transforming: This is about challenging and questioning traditional beliefs, assumptions, perspectives and the status quo, with a clear vision of finding better and unique ways of approaching situations and people. People with high learning agility not only seek new ideas, but are able to generate them too, since they have the ability to view things from myriad angles and growth perspective.
Better performance levels: When people challenge themselves and their shortcomings, their abilities and knowledge are strengthened. They handle conflicts, stress and difficult situations better, thereby allowing them to learn faster, pick up new skills and have better performance levels when compared with their co-workers.
Seeking feedback and learning from it: People with high learning agility actively seek feedback and learn from it. They use feedback to understand their own behaviour, and others better. As a result, they become more insightful, empathetic and knowledgeable about others and their problems. Strong self and environmental awareness are among the top catalysts for success.
Risk taking: High learning agility prods people to seek challenges and venture into unknown areas, putting themselves in the midst of unfamiliar situations. They do this to learn something new and grab exciting opportunities, not just for the thrill of it. They consistently move out of their comfort zone, learning, building confidence and developing mental strength and ability.
Helping others build learning agility: With so much instability and volatility in the business world today, a handful of people with gumption would not be enough to tide over challenges. Hence, people with high learning agility not only utilise their abilities to help themselves and the company, they also help their co-workers discover their strengths and utilise them to the fullest.
They help others see the potential of learning agility thereby, encouraging them to build, grow, and use it to their advantage and for business success.
Do not place blame or become defensive: People with high learning agility grow this skill by remaining answerable if something were to go amiss. They are willing to accept their failure or fault in case of a blunder, and then use their mistakes to become better next time.
Intuition to be trusted: One of the best ways to build learning agility is to trust one’s intuition. This means recalling and thinking through the similarities and differences in situations and projects, rather than behaving aggressively or reacting without thinking.
Reflect and explore: Enhancing learning agility is completely about learning, and learning only happens when people reflect on what may have happened and explore better ways of managing similar and new circumstances. Their mind is always open — that they learn from anyone and any situation. They are mindful about reflecting consistently on their behavior and attitude.
Experimentation: The underlying premise of learning agility is constant learning and growth. People high on this ability, make time to experiment. Searching for new ways to address a problem or demolish a challenge.
In order to reap the benefits of learning agility, a company, and its people must be willing to improve this skill over time, and this would require consistent effort and robust commitment. learning agility is most definitely an asset, which must exist in every company today.
The writer is co-founder and CEO, Mettl