Over the last several posts, I have explored continuous learning. Here are the last three topics for now. I look forward to creating a dialog around this topic. Please comment if you have other ideas or questions about continuous learning.
1. Say yes – keep space for spontaneity
When people are asked to do things, a lot goes on in their mind. Do I have time? Can I afford it? What do I get out of it? Who is getting something out of this beside me? Is this aligned with my plans?
All very selfish thoughts. I find that one of the best ways to be selfish is to just say, yes. When you say yes you put yourself into situations that you wouldn’t be in if you had said no. Now I don’t mean dangerous situations, but business situations. Let’s say somebody asked you to be on a panel, to present at a conference, take on a new project or coach a new employee. If you say no, you will never meet the people on the panel, you will never learn new things as you prepare for the presentation, you will never gain experience through the wins and failings of the project, and you will never have the opportunity to get to know a really interesting new person at more than a passing level.
All of that happens because you say yes; break through the barrier of routine, and open yourself up to learning.
2. Hold your beliefs lightly
If you think you know something, you may be reluctant to look into it any deeper. I have conversations all of the time about topics that I think I know something about, but when I get in a group, I find that some of what I know is only surface knowledge, and some of it is wrong. If I hold on to what I think I know about everything, I can’t learn new things. In some areas I might be considered a subject matter expert, but even in these areas, I am not the only source, or even the best source for all aspects of entrepreneurship, managing start-ups or social learning. I think a subject matter expert is someone who actively learns all of the time, someone who is passionate about their area, but not so trapped by their beliefs that they can see when disruptions happen, new insights occur or new technologies offer improvements. Be humble even about what you know because some new discovery may be very important to your future, and you need to be willing to embrace it, or it may just pass you by.
3. Negotiate learning into your objectives
This is harder than it sounds because when most people write their objectives, they create them based on their manager’s objectives — which are derived from other, higher-level objectives. Even organizations that consider themselves “learning organizations” seldom flow down any meaningful learning objectives to individuals.
People can take classes, but they often feel like the classes take time away from work, and the success of that work drives personal assessments, and personal assessments drive bonuses. Contributing to lessons-learned systems and in-house communities often get left out of time measurements and success metrics. If you can’t integrate learning into your personal achievement equation, you will probably skip most learning opportunities. People don’t get paid for learning more on the job, really, do they?
I find it useful to not assume that this is the case. I have learned to take the time to talk with my manager about what I need to know to advance in my career, and then find ways to put that learning into my objectives. If it is important enough that I know something to better contribute to the organization, then it is important enough that the organization recognize my effort to learn it. Even for a CEO!