In my last past, I introduced the first step in the processing of becoming an effective leader of a learning organization – self-reflection to ensure that you are considering your style, any biases you might be bringing to the table, and your readiness to commit to engaging the whole organization in learning. The next step in the process in leading a learning organization is to ensure you create, ask for, model, and expect to have an environment that supports learning.
Creating the right learning environment is, in reality, reinforcing your existing organizational culture of learning or altering your organizational culture to allow learning to flourish. Anyone who has deliberately attempted to change an organizational culture knows this can be a daunting task and one that takes time and persistence, and most importantly, a complete commitment to and insistence upon consistent behavior and communications.
Communicating about a Learning Culture (Environment)
It is important to communicate clearly and often to your organization that you are desiring and expecting an environment that invites learning. By this I mean that your organization needs to know that you expect them to evaluate all information available, participate actively in discussions regarding what that information means, obstacles that their group or the organization is facing, and possible solutions that can respond to issues or proactively avoid issues or even create new opportunities. You want to make clear that you don’t want the usual “yes man/woman” responses to your strategic plans and routines, structures, and processes if a person or group has some ideas that might be constructive and useful to the organization.
In essence, you want to make it okay to disagree, but you expect this to be done professionally and constructively. Yes, there is always a risk of opening a door where some will take advantage to just complain, but those individuals can be dealt with on a case-by-case basis with coaching that helps them see that the intention is not to validate complaining, but to open the door for constructive dissonance whereby the organization can ensure that every voice is heard to achieve the very best possible solutions.
Model a Learning Culture
Are you ready to model this culture of learning? Are you comfortable with disagreement, even if someone is disagreeing with you? Consider that carefully and make sure that you really “walk the walk” when you answer this.
One sure way to model a “learning organization” culture is to always be honest, to truly be open and allow your body language and responses to reinforce an openness to other views and voices, and to ensure that you help those that work for you feel safe in sharing. This does not mean that you cannot let someone know they are falling short on expectations. In fact, being honest means that you will ensure those that work for you know where they stand. What I am talking about is behaving and responding to people in a way that is not defensive, not pulling the “boss” card, asking more questions rather than just giving instructions, and sharing full information with others on what how you are approaching information and possible solutions so that they can think “with” you and compliment you rather than just wait for you to tell them what to do.
Model and Coach Powerful Conversations
Digging a little deeper into the modeling discussion above, let’s take a look at modeling and coaching powerful conversations. We all understand that a conversation is a two-way type of interaction, but some managers behave in ways that shut people down or fail to draw out powerful information from others by failing to use questions, active listening, and responses that create healthy conversation.
Questions should invite responses and draw out thinking. Questions that move beyond “yes” or “no” answers give the one responding a voice and the ability to own the conversation with you. You will probably find a fresh perspective in leadership by pausing in conversation to ask the right question at a time where you might be ready to simply make a statement. Draw out as much information as possible and you will see some of the creativity and thinking of others emerge and flourish.
Listening is another part of this equation. We are all, and I know I am, guilty of impatience and possibly self-centeredness in our listening at times. While someone is finishing their thoughts we can sometimes already be thinking of what we want or wanted to say. We sometimes simply disregard what they are saying and change the subject. We sometimes show the one talking body language that makes them uncomfortable or shuts them down (e.g., showing we aren’t listening, don’t care, or just disagree). There are so many ways that listening can fail to be active and attentive. The point is that we must model good actively listening skills, demonstrate that we are hearing others, and reinforce that we hear them even when we want to disagree or add something of value ourselves.
Finally, a manager’s response is always critical. When I become a manager and ultimately a corporate leader, I had to remind myself that those that work for me heard my words much differently that I meant them at times. For example, in a meeting, if I was not careful in sharing an idea on how we might proceed, those in the meeting simply assumed it was a decision and shut down and stopped offering ideas. If I responded to a simple question with some long lecture, I overwhelmed my listener. If I immediately replied “we’ve tried that before” to someone offering an idea, they shut down and felt embarrassed. How a leader responds to individuals is critical in building a culture that truly encourages and empowers open and powerful conversations.
Set the Overall Expectation for the Learning Culture
Each time a new person was hired within a group I managed, I would always meet with them and give the same welcome speech. I would welcome them to our group. I would tell them there were a few things they needed to know to be a productive and effective member of our team. I told them that I expected nothing but total honesty and I would give them honesty. I told them that dishonesty was the one thing that would not be tolerated. I told them that they would make mistakes and the reason I knew this was that I have made mistakes. However, I told them to learn and not make the same mistakes over and over again. I told them that if they found that they were having trouble with a task to go to their manager because either (a) they needed more information, or (b) perhaps they needed some coaching/training on how to accomplish their task. I also told them that it was okay to question things professionally, to offer up ideas, and even disagree with me or their manager (if not me) as long as they were open to the ultimate decisions made and supported the team or manager decisions once they were fully heard. I ended my part by stating that they were hired because they have something to contribute and that I expect them to certainly accomplish the goals given but also to be an active vocal part of our team and that we all value a good disagreement in discussion. I tell them that ideas that we all sharpen with our collaborative efforts is usually the best kind of idea. I then ask them if they have questions and then respond to their questions.
This wasn’t must me trying to be a good person. This was a way to introduce someone to the culture that we valued and found empowering and enjoyable. This was a way to set expectations on behavior and participation and to set the tone of openness and security in sharing individual voices in the process of working together.
How do you set the tone or set expectations for your own organizational culture … for a learning organization culture? How does your HR department or the various management team members introduce new hires to your culture? Do you at all?
Building a learning organization culture is not accidental, but instead a practiced and diligent process and it starts with you as a leader.