Creating A Culture Of Learning In Your Organisation - Leadership & Management Essential Skills | Paul Banoub | Skillshare

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Creating A Culture Of Learning In Your Organisation - Leadership & Management Essential Skills

teacher avatar Paul Banoub, Leadership, Coaching & Productivity ACE

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Taught by industry leaders & working professionals
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Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

31 Lessons (1h 15m)
    • 1. 1a - What To Expect

    • 2. 1b - About Me

    • 3. 2a - Manager Responsibilities Intro

    • 4. 2b - Are You Really A Centre Of Excellence?

    • 5. 2c - Learning As Part Of Performance Evaluation

    • 6. 2d - Don't Worry If People Leave

    • 7. 2e - The Benefits Of A Skilled User Base

    • 8. 2f - Push It, Push It, Push It!

    • 9. 2g - The Golden Hour

    • 10. 2h - Internal Mobility

    • 11. 2i - Team Secondment

    • 12. 2j - Make People Good Enough To Quit

    • 13. 2k - Lunch And Learns

    • 14. 2l - Personalised Learning Plans

    • 15. 2m - Use It Or Lose It

    • 16. 2n - Certifiably Great

    • 17. 2o - Get A Learning Buddy

    • 18. 3a - Senior Leaders Duties Intro

    • 19. 3b - Walk It From The Top

    • 20. 3c - Learning Wherever Whenever

    • 21. 3d - Show Us The Data

    • 22. 3e - Create Learning Champions

    • 23. 3f - Gamification

    • 24. 3g - Sell Sell Sell!

    • 25. 3h - Don't Block The Useful Sites

    • 26. 3i - Create A Varied Library Of Resources

    • 27. 3j - Encourage Conferences And Seminars

    • 28. 3k - The Feedback Loop

    • 29. 4a - Learning Is Expensive

    • 30. 4b - Learning Takes Time

    • 31. 5a - Concluding Remarks

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About This Class

Creating A Culture Of Learning In Your Organisation

"Building a culture of learning in your organisation is a fundamental concept for raising the bar of achievement and skill levels across the whole firm. It just works!".

In this course I explore the ways that you can contribute to building a culture of learning in your organisation. Not just helping people learn, or driving education and training, but how you can create a firm-wide, global culture that embeds a passion for self-learning and education into the structural fabric of your company. To make learning part of your organisation's DNA.


Part 1 - Introduction

What to expect from the course and why I'm qualified to teach this. I've been a people manager for 20 years at some of the biggest companies in the world. I've led teams large and small and am obsessed with making work a great place to be, so that everyone can bring their best selves to work every day. Learning is a key pillar of a high-performing company and this guide will help you embed learning as a foundational pillar of your organisation, your team and yourself. 

Part 2 - What Managers & Bosses Can Do To Facilitate Learning

In part 4 we take on the role of a manager or team leader. How can you help your teams maximise their learning capabilities and how can you drive a culture of learning to make your team the best around. We'll look at how to structure work to give people the autonomy and freedom to learn new skills, as well as encouraging internal mobility and personalised learning plans. We'll even explore how you can make your team so good that they quit! 

Part 3 - What Senior Leadership Must Do To Drive A Culture Of Learning

Senior leadership play a critical role in helping an entire firm embrace a learning mindset. As a senior leader we'll use this section to explore how you can not only provide your initiatives with the resources and funding they require, but we'll show how you can inspire and drive the uptake of your learning culture across the whole firm. Selling the message, demonstrating the return on investment and also driving vendor certification. It's all here. 

Part 4 - The Downsides Of A Learning Culture

As with any good thing, there are a couple of downsides. We'll explore them here. Note, there aren't many! Learning is overwhelmingly positive, but driving a change in culture does have some important caveats. 

Part 5 - Conclusion & Recap

Wrap up time! 

Meet Your Teacher

Teacher Profile Image

Paul Banoub

Leadership, Coaching & Productivity ACE


Hello, I'm Paul - a technologist, people manager, blogger, YouTuber, public speaker & productivity enthusiast!

I have over 20 years experience as a people manager and leader at some of the world's biggest companies. I've led teams large and small. spoken at international conferences and delivered for high-pressure clients.

If you want to be more productive, a better leader, manager, coach & mentor then you're in the right place.

I'm dedicated to making work a great place to be by removing blockers, empowering people and creating a safe place for people to express themselves and innovate. 



We focus on these areas; 

Leadership, Coaching & Management

Using workplace psychology and emotional intelligence ... See full profile

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1. 1a - What To Expect: Hi, I'm Paul. In this video series, I'm going to talk to you about how creating a culture of learning is essential to any high performing team and benefits the wider organization greatly. We'll also see how learning benefits individuals and teams and crucially how creating a culture of learning of culture where people are empowered and supported to develop their skills can really benefit overall employee morale, overall health, productivity, and can protect against burnout and other mental health related issues. Learning really is the key happy organization. It develops individuals, it develops collectives, and it made everybody get most of don't. I've been a people manager for 20 years at massive organizations. I've led high performing teams, large teams, small teams delivered tailwater IT systems to very, very big clients and know what it takes to build a team. I know what it takes to run it. Saying my teams have been responsible for some seriously big deliveries in front and back-office across global projects in huge companies. I've always been a fan of self directed, continuous learning. I've always given my teams the autonomy and the opportunities to develop their skills, to learn new skills, to take time out of their busy weeks to focus on learning and self-development. I think it's absolutely critical. My teams try and make learning part of their DNA, whatever they're doing. There's always room to bring on new skills, to learn more stuff and enhance existing skills. And there's an awful lot you can do as a people manager and senior leader in your organization to encourage learning and make it part of your organization's DNA. Make learning a fundamental pillar of how you operate. Whether you're an experienced leader or just starting out in leading a team. This guide will really help you as an individual to know how to self learn, how to embrace learning. And also, if you're a leader, to be able to create that culture of learning at your organization that can empower and facilitate everybody else's development. So thank you very much for watching. Let's continue. 2. 1b - About Me: So I'm Paul, I'm a technologist, People Manager, a YouTube, a blogger, speaker, and I'm a productivity enthusiast. I love getting things done. But more importantly, I like empowering people, helping people to grow, helping to grow the leaders of tomorrow. And I want to empower people to be the best that they can possibly be. And fascinated by workplace psychology, productivity tip, and how we can use our brains to make the work life so much easier. I've got over 20 years experience working at massive companies, some of the biggest investment banks in the world. Large-scale IT systems and deliverables of managed teams, large and small of mileage globally diverse teams that are spread all over the world using follow the sun support 24-7 teams that need to support key T01 IT system. I know how making tiny gains to our efficiency can have a massive impact. And I know how important it is to keep your team empowered, healthy, happy, and productive, and comfortable talking to people at all levels of organizations from the C-suite to the internship program. And I understand all the nuances, considerations, and top tips to help communication and relationships be as effective as they possibly convey. I've spoken at a number of global conferences in front of full figure audiences, as well as smaller meet-ups, user groups and forums. I love communicating to audiences, and I love helping people grow, as well as ruthlessly reliable delivery. I'm super passionate about getting things done as efficiently as possible, about making the most of my team's time and helping them get through the day without wasting it. I try and keep my team stress levels as low as possible by giving them autonomy, accountability, and responsibility for their own deliverables. I'm not sitting over their shoulders all the time. I'm certainly no micromanager. I'll have to put my trust in people, watch them grow and watch them deliver. I'm not just a manager and coach my teams as well to help them build their own frameworks to solve problems and evolve as people. To help them bring their best self to work every single day. Studying leadership for over 20 years. And I'm absolutely fascinated by what makes great leaders, people that you want to follow. What makes great leaders, people that get things, donor organisations, How can greatly it is developed progressive organizations. What makes them so special? Hopefully, some of the tips in these videos will be really helpful to you, whether you are an experienced later or somebody just starting out on their career journey. The fact that you're watching shows that you've already got the mindset to want to learn, develop, and evolve your own leadership skills, and that's fantastic. So please enjoy this content. Do contribute to the Discussions page. I'm really interested to hear what you think. And I know that you guys have got just as much great insight to give me. So thanks very much for watching. 3. 2a - Manager Responsibilities Intro: Developing that culture of learning well, it's not just down to individuals, is a big responsibility on management and especially middle-management and team managers. Responsibility on middle management is to build that framework, makes sure the implementation of any learning program and smoothly and actually allow people on the ground to concentrate on their learning. As a manager, you might want to build in freedom to allow your people to make learning path their daily lives, and to actually get stuck in and embrace the program that's been implemented by company. This can be really difficult as a people manager, you're going to have to accept if your team is spending time learning well, that's going to take time away from project delivery and other deliverables and other types of work. There's only so much time in the week. And if your team is spending time on learning, well figures that they're going to be missing time from something else. This section details in number of ways that people managers and team managers can structure the way that team operates to give their people on the ground the best chance of embedding learning into their own DNA and making it part of everyday life. So if you're a manager or attainment, you wondering how you can get your people to learn but still deliver well, this sections for you. 4. 2b - Are You Really A Centre Of Excellence?: The team I run at my organization is a center of excellence. We are a Center of Excellence in data analytics. We provide data analytics and visualization services out to the business, out to the rest of the company. And some of our clients are smart, and I mean, really, really smart. They know the tools and technology probably as good as we do and in some cases better. And one of the reasons I've pushed the culture of learning in my team is because we have to be excellent, wear advertised as a center of excellence. We therefore have to be excellent. Outlines have to come towards knowing that we've got a very high chance of adding value to their problems, adding value to what they're trying to do. It's no good if they come to us all the time and they know more about the technology and the way they, well, they may as well just go and Google the answer instead of coming to us because we're not going to add any value. And we then are going to regard it as a center of excellence at all. At a previous company, I managed a team where we actually inherited the support of a particular application of a particular tool in the business. We weren't trained, we weren't experts. We didn't really even like it very much. And what we found there with clients were coming to us asking for help, asking for assistance. And it was very rare that we could do anything other than point them at the Internet. We just didn't have the knowledge of the two. We just didn't have the expertise. We certainly weren't a Center of Excellence. And what happened? Well, clients stopped coming to us. They stopped regarding as as experts. They stopped regarding as as experts. They stopped regarding as as a supported because really we weren't supporting them at all. They got much more support from the internet themselves. And it was pretty embarrassing. So if you're a center of excellence, if, if your job or your team's job at work is to provide consultancy and capability services to people in the business or IT well, you need to know that tool inside and out. You need to know your subject area. Absolutely. Back to front. You need to be a true center of excellence. And that's why learning new Nunes is new skills. Keeping up to date, keeping fresh is absolutely critical. Don't stand still. You have to be excellent to be classed as excellent. 5. 2c - Learning As Part Of Performance Evaluation: I'm so passionate about having a culture of learning in my team that I make it part of my teams annual performance evaluation. And I don't like having to do that. It's not because I don't trust Martin. I absolutely do. They're fantastic at their job and a really good too. But I like to track everybody's learning. I like to track how many courses that don't, what they've learned, how many budges they've achieved and the search metrics. And that's because I want to demonstrate my team's capabilities. Might teams passion for learning upwards to management. I took a management that mighty is passionate about learning that it's part of our culture. But it's no good. Just made just saying that I have to demonstrate it. So presenting the stats, presenting the data at the end of each year allows me to say, I said my team, we're passionate about learning and look what we've achieved. This is what we've learnt. These are the new subjects we've taken on board. These are the Progress achievements we've made on various gamification programs. I've got data to back up my statement that we're passionate about learning. Every team in my business says they're passionate about learning. But if you can't demonstrate it, then it's harder to get that message And be believed. And management like that, my immediate management then take that data and use it in their own communications to highlight just how well my team is doing with learning and just where we stand in the wider organization is one of the trailblazers for learning. One of the teams that's pushing learning and embedding it into their culture. It all helps the messaging. So consider making learning part of your team's performance evaluation. 6. 2d - Don't Worry If People Leave: I've heard from managers and leaders at other companies that they're actually apprehensive about building a culture of learning in their organization. That might sound surprising, but the reason for it is that I've heard from people that they're scared, that they trained people up, that people learn, improve themselves, and then leave and go somewhere else. Well, I've got a simple answer to that. Was worse, you trends from people to be excellent and they leave or you don't train them and they remained mediocre On this day. I know what I prefer. People who live in your organization is a natural concern, especially good people. But as a leader and in order to embed that culture of learning, it's important that you put that out of your mind. Just concentrate on getting the skill level of getting people to learn, getting people to study, getting people to improve their own capabilities. Whatever happens after that is out of your control. If somebody wants to leave, they want to leave January, you'll find if you're giving somebody many opportunities to learn and develop themselves, they've got more of a chance of actually staying than leaving. And sure some people will gain the system, squeezes much learning and training as they possibly can, and then leave for those people be few and far between. And the net effect to your team will be much more positive even with those isolated cases. So don't worry about people leaving. Concentrate on improving their skills. Concentrate on improving their mindset. 7. 2e - The Benefits Of A Skilled User Base: So I spoke about are skilled user base in an earlier video. And I love it. I love having a really skilled user base of super-smart clients are uses not only forces to keep learning, but they keep forcing us to maintain our position the top of the tree when it comes to our service. They make sure that we are truly excellent the whole time. They make sure we're making the right technology decisions. They made sure that operationally we're bang on the our Client Services. Fantastic. And that we're upholding the standards that they want to see from an enterprise level service, ensure the capers honest, immature, our standards don't drop and they're always there to supporters and suggest ways we can improve. Not only did this support, but they'll give us a kick as well. When are we drop our standards? They don't tolerate anything other than excellence. It's great having such a skilled and enthusiastic client base, our client-based helps us fix problems. They help us take the service Ford and they help us keep learning. They force us to be self-learners. Their forces to learn as a collective, forces to learn as a team. And some of it's been really painful when we've made mistakes. Our client base is given as a kick that we deserved. Sometimes it's been very painful, sometimes it's been high visibility and been hard to take, but they've always been honest and when we've needed it, it's been deserved. And that's been hard to take time. But I'd much rather have a client-based that will identify problems and help us fix them. Nobody throws us under the bus, but they will point out when we've let ourselves down, this stops my team being complacent. We know we have to keep learning, we know we have to keep moving on or we know have to keep being excellent. So as a manager, make sure you're aware of the baseline skill level of your client base. This is important because if your client base skill level is fairly low, well, they won't be pushing you. They won't be demanding excellence. They won't be driving your standards. You won't need to be excellent if your client base is not very skilled or not very enthusiastic. So it's much better to have a highly engaged, skilled client-based that will drive you on and keep you learning. 8. 2f - Push It, Push It, Push It!: As a manager, it's your job to drive that culture of learning in your team. And it means you have to push, push it, push it. Driving a culture of learning in your team doesn't just mean a big presentation at your end-of-year meeting or your start of your roadmap mating. It means consistent, unwavering, and brutal persistence throughout the whole year. If you really mean it, you need to push, push, push the whole time. Talk about learning so much that people get sick of it. Talk about learning until the cows come home. That way your team knows you mean it. And it's not just something you are doing to take some end-of-year box, Make sure you regularly driving home. The importance of learning in team catch ups in 12 1's in other meetings in town halls. Whenever you get the opportunity, make sure you're talking about learning about self-development. That way your team will know that this is something that you're passionate about. This is something that you're deeply involved with and this is something that you feel is highly beneficial to the team. Embedding learning into a team is culture change. And like any culture change, it's very difficult and requires repetition and complete persistence. So push, push, push all the time. 9. 2g - The Golden Hour: As part of my walking, the walk is a learning enthuse manager. I give the team freedom and empowerment to take learning and make it part of their Every week, many managers will communicate to their teams and say, yeah, we're, we're happy for you to take time out to learn. We're happy for you to learn stuff whenever you get the chance. Well, in reality, you'll find that people will nod their head in agreement at that. But often they won't actually take that time out of their weight because they won't be 100% sure that they're actually allowed to. I've seen it in the strongest teams and I've seen it in cases where employee manager relationship is very strong as well. Sometimes employees can feel guilty for taking time out of their week to divert to learning activities. Although you say you want them to, they might not necessarily do so. And before you know it, they've been swept away in the busy week, it's Friday afternoon. They've still got some last minute work to finish, and they end up not taking any time out of that week for learning. So a good way to overcome this inertia of actually blocking that learning time is for the manager to take charge and broke it into their Calendar for them. What I tend to do is I tell my team there is a golden hour or two in the week that you can have to take for learning. You can learn whatever you want as long as it's a new skill. And the only other factor is you need to login and potentially share it with the team as well, so that we know what you've learned and we can show our interest in maybe learn about it as well. The golden hour has been a tremendous success. And that's because as a manager, I've taken away the guilt. I've taken away the inertia. I've said to the team, block that hour, I want to see you blogged about time. I want to know what you've used that time four, and I want you to prove to me that you are using it. So rather than me just giving them the option to take time out for learning, I'm actually mandating it. And that way they can book that time and learn about whatever they want completely guilt free. And you'll find that if the manager can give their support too dedicated time, then the employee will be much more comfortable actually leveraging the time and using it. We also build the golden hour into our operational team charter, which is a document that all new starters have a little look at and it defines our way of working, how we operate as a team. And I found this approach has worked well for a number of reasons. Firstly, officialized is that approach for the team member or the news started the fact that the golden hour, that learning hour, it's actually documented, it's in a specific document that everybody has to read. The fact that it's documented gives it more official meaning, gives more weight. And it means that just like other processes that the team has to do, like filling out time sheets or logging project work or whatever. The golden hour is a fundamental part of the way the team operates. And new starters can look at our charter document and see this in black and white in the team is focused on a learning period every single week. And that gives them confidence, takes the guilt away and allows them to leverage it, takes the guilt aware. It talks about documenting the learning are taking away some of the GIL and allowing people to utilize the time better. Well, I find this has been really useful. Some people don't feel guilty for taking the time out to do learning, but some people also do. And removing that guilt factor, removing as many barriers as possible to learning. And that can really help introverted people or people who aren't comfortable thinking that it's okay to take time out from their project work to concentrate on learning something that they might be interested in. So anything we can do to help people take up the culture of learning will try and do. It encourages people to plan. I always encourage people in my team to block the golden hour out in their work calendars at the start of every week or at the start of every quarter, repeating block of time in their calendars. That way it's in the calendar because while I've tend to find is if you give people time and flexibility, say, take the learning out whenever you want, they'll get swept up in the business of the week before they know it's Friday afternoon and they've run out of time and they can't fit that learning activity in. So I tell my team, get the time into calendars. Don't book meetings in that time. Make sure it's in your calendars, middle of the week time for you to concentrate on your learning. It allows quantification of learning because the golden hour is officially booked and we logged the subjects in JIRA. We, we have a list of all of the topics that each of the team has been learning during the golden hour, we can quantify and review and report on that data at the end of the, this is important because in busy competitive workplaces, every team is under pressure to justify their value, justify what they bring to the organization. And I can produce statistics and topics and logs of what the team has concentrated on learning at the end of your meetings and report that up to senior management to give that really official message to senior management that my team is focused on learning. And I'm not just saying that because look at all the subjects that we've been learning about. Look at the areas we've been researching. Look at the developments that have come off, the topics we've been learning. And some of those topics may have gone on to give us good ideas for future projects. So it's all a really good message for me to be able to communicate to senior management and actually prove that my team really is learning, obsessed with skilling up and making themselves better on another thing, a gem. I found that the golden hour, the freedom that people have been given to learn for themselves whatever subject there one has really unearth innovation and creativity. My team, we've come up with so many different ideas that had been as a direct result of the golden hour that have led to projects that we would never have considered before because somebody has picked a topic, learn about it themselves and then how to brainwave or an idea. Halfway through learning it showed the rest of the team and all of a sudden everybody's thinking on a new tangent that would never have been possible before without that trigger of Learning Through the golden hour. Allowing this kind of thought freedom can really help a team become innovators and creators and ideas can flourish in a team where people have the mental freedom to be able to express themselves and develop new ideas and new paths for the team to take. Another benefit from logging the subjects that we learn in the golden hour is it gives me, as a manager, good idea of where people's mental state is, where people's minds are wandering. For example, if I look at somebody's golden hour log and there may be a technician or something like that. I'll have a particular role in the team. If I look at their log and it's learning about management topics or team leading or leadership or thought leadership or people management, that kind of thing. Well, it gives me an idea that, hey, that person is interested in that kind of subject. I might not even ever realized that they were interested in that kind of topic, but allowing them the freedom to pick the topic they are one and learn about whatever they want. When I review those logs, may as a manager, I can get some really good insight into how that person's mind is working and maybe where their thoughts are taking them. Or I might see somebody concentrating on specific technical subjects, maybe a particular avenue of the technology that we operate in, our avenue of technology that we don't operate in. And I can see that that person has a passion, has an interest in that particular area. And maybe I can factor in that knowledge in terms of how I give them project worker or the different tasks and projects that I then give them to do. So, looking at the log, looking at the information of what people are learning and the topics that people are learning. It's really gold goes from a manager because it gives me another window into somebody's mind to understand where their mental status and what they're thinking about. The log also ensures that people take this seriously. If I'm a manager and I'm giving people time out of their busy week out away from project deliverables. I want that time to be used. And if I'm looking at the log and somebody is not using the golden hour, not using they'll dedicated learning time. And I just see blanks. Well, I want to know why, what else are they doing in that time? Why are they not learning why they're choosing not to take that time? Maybe it's indicative of a problem. Maybe it's indicative somebody's mind not being in the right place. Maybe it's indicative of somebody who's not got that culture of learning about learning mindset. And then I can work on that and try and encourage them to take up the time more. So the golden hour has been a tremendous success. Really multiple benefits from simply stating my cases and manager and making people take the time for learning and saying, look, I really mean this, I want you to take this time are e1, e2 benefit? I will move projects around our move work around. This time is for you. Please take it, utilize it. 10. 2h - Internal Mobility: One of the most valuable learning opportunities in my organization, and indeed in any organization is that of internal mobility. By internal mobility, I mean, the chance to move to a different team in the same company. It might be a team that does work that's related to what they do at the moment, or it might be a completely different business units job. We often see emails from HR or company management, advertising the various job opportunities internally and encouraging people to take up internal mobility roles. And I always send these emails onto the team and say look here are the available opportunities elsewhere in the firm. Make sure you have a look. Make sure you see if there's anything there that's of interest and do consider if you ever want to leave this team and move on to a different row, move on to a different subject area. And that's very bitter, sweet as a manager because I don't want to lose my team. They're a great saying, I don't want to lose the capabilities and the people and the relationships that are built up over time. I don't want to impact the unit that I've managed to build. Plus then there's the hassle of recruitment in filling that gap. However, I can put that behind me. I can understand that this internal mobility opportunity is a fantastic opportunity for people to learn. It's one of the best ways to learn in any career. It can catapult people into totally different areas of their career with that particular firm, it can improve promotion chances. It can really broaden somebody's skill set. So even though to me as a manager, it might be painful to have to lose somebody to internal mobility. I'll have to put that behind me and park the selfish aspect and really think this is great for the individual. So hopefully people can take it out. Nobody wants to lose a good person from a team. It's going to cause you're all sorts of grief. Recruiting, gain, headcount, and going through the interview process. But the benefits for the individual are superb. Internal mobility really does broaden somebody's Outlook on a, on a technology or Outlook on their career. Over the last few years, I've lost a couple of people to internal mobility and it's been difficult, haven't wanted to see them go, but they've gone on to better things. They've gone on to great aspects in their career, great progression. And I've stayed very close to these people and sometimes acted as an internal mentor as they develop their skills and develop their experience further. So as a manager, make sure you are always aware of internal mobility roles and you make sure that your team is actively aware of those roles as well. It can be hard to say goodbye to a good individualism manager when they're moving to a different team. But you as a manager, can take satisfaction that they're moving on to more experienced, broadening their experience, broadening their horizons. And then you can help them further by staying in contact, mentoring them as they go through the organization and helping them develop in that new role. 11. 2i - Team Secondment: Just as internal mobility is a great way for an employee to learn new skills and broaden their horizons. Well, you can do a temporary secan meant to another team. That is where somebody in your team might do a swap deal with somebody in another team, either in a related subject area or slightly unrelated subject area, where for a brief period of time, maybe 2-3 months or even longer, people swap roles. I've made that happen on a couple of occasions where members of my team, we've gone to a different team for a couple of months and then returned. And the knowledge that they're bringing back is invaluable, especially if they're spent time with attain that we interact with maybe a client team, maybe a team that we provide a service to, maybe a team that we consume a service from. In that case, they return with incredibly valuable information. They've seen life on the other side of the fence. They return with much more detail on the client's perspective or of the service perspective. And they can really help feed that back into the way my team operates. And I've seen sometimes where these people come back to the team and they're like different people, they're fully engaged, fully enthused, because they now understand the requirements of that client much, much better than they ever did before. And that leads to much better relationships and much better service. And if you can take somebody from that team into your team as a swap deal, well you even doubling the benefit of the level of interaction that you're going to have in the future with that team. It's not easy though, because as a manager, if you're losing a skilled individual for a temporary period and then you're bringing somebody in that doesn't necessarily know the ropes. It's like having to train somebody from scratch. They might have to apply for various access to various systems that can take time. And you might have to babysit them along the way. So there is an overhead in terms of management, but generally the benefits from a secan min or swap deal can be very big. And for the individual, we're talking about individual development, we're talking about learning for the individual. It's a stellar chance to really improve their perspectives, their understanding, and their relationships. 12. 2j - Make People Good Enough To Quit: When a new person joins my team, I always tell them that it's my job to make them good enough to go somewhere else. Now that's a bit of a weird thing to say to somebody. And I always get a bit of a reaction of surprise when I say it. And it feels a little bit old saying it myself. But yes, I want to take somebody in and I want to get them to a level where they are too good for my team and too good for my company. I've worked in some teams where a manager is actually frightened to skill up there. They actually want to keep the skill level of their team to a level that it doesn't get too high. They trying to keep it in check and actually stop development. And you probably shouting at the screen now saying, I don't believe you, well, it's true I've seen him up and I've seen managers who are scared to increase the skill levels of their team to a certain level because they're scared that people will then go. And I spoke to one manager that had this kind of mindset and he explained it very rationally to me. He said the reason he doesn't scale people up is because it's Friday, there will live. And if they leave the company processes for recruitment and interviewing and bringing people on board and training them up from scratch are just so onerous that he just really couldn't be bothered with the extra work that came with replacing people. So you wanted to keep a cohesive team attain that stayed together. And he didn't mind if the skill levels didn't reach the levels that they could do. Some of his points, I guess, are kind of valid. There is a lot of process in recruiting people and replacing individuals. And sometimes if you lose that employee, there's not a guarantee, it's not a 100% that the business is going to allow you to replace. Sometimes, sometimes you will lose the headcount, sometimes it will be regarded as a cost saving and the rest of the team has to suck it up. So Losing somebody can have negative effects. Now this is very much the exception. And really, most managers really do want teams to be as good as they possibly can be. I take a lot of pride in seeing my teams develop, reaches skill level and then get poached by some massive company or some really stellar job or have a really amazing opportunity that's come as a direct result of May and my team helping them reach the potential, fulfill the potential that they've gotten reached the levels that they can reach. It's great when you see somebody leave your company for a bigger and better role. And you take a look at their skill set and you realize that they are completely different in capability and mindset to the person that joined a few years back. You've done your job in evolving their skills and mindset and network and attitude and emotional intelligence and developed it into a much more cohesive package that's allowed them to compete. Much greater role. That's incredibly satisfying as Amanda, and that's what people development is all about. I don't subscribe to keeping people's skill levels down. I mean, what's worse? You trained people and they leave or you don't train them and they stare mediocre and this day with you. So I promised my team and I stick to that promise as much as I can. I say, I'm gonna make you better than you are. My team is going to make you better than you are now in a few years time your capability with much higher, your emotional intelligence will be much higher, attitude will be better, and you will be a more capable package from working in this tape. 13. 2k - Lunch And Learns: So we've already spoken about the teach it to learn it, approach and teaching a skill to somebody being the real rubber stamp that you know? Well, another good approach that I encourage people to take up is the lunch and learn session or the brown bag session. These are great to help you teach your new found skills to somebody else. And also you'll learn a lot from it yourself. And why are they so effective? Well, I've found that the lunch and learn session where people have a lunchtime presentation is much better for learning because of the informal nature of it. People bring their lunch in a munching away through as they watch your presentation. It's a much more relaxed atmosphere. There's less formality. People are more chilled out. Nobody so bothered if your slides go wrong or there's some technical hedge generally people are there and they relax because they just want to informally learn in a relaxed atmosphere. And you're also more likely to get good audience engagement and, and more participation and more questions as well due to that relaxed fib of a lunch and learn. And they actually are a really good proving ground if you want to build presentation skills and build that experience in front of a live audience, which is quite difficult to learn and difficult to practice. It's not like being thrown in the deep end to do a big presentation in front of thousands of people. It's a nice training ground to hone those presentation skills and maybe practice different ways of delivery practice different slides, practice different approaches. And they're also fantastic for networking. And that's because the people who turn up to lunch in lines are learning enthusiasts. They would rather spend time over lunch learning than they would spend time over lunch going for a walk or browsing the internet or doing something else. These people want to take every available time that they possibly can do to learn more skills and network with more people. So the people that you'll meet on one gene lines will be very like-minded self-learners. And making connections with self-learners is a great way to really accelerate your own skills. 14. 2l - Personalised Learning Plans: As a manager, you will already be using the sports coach mindset and manage your teams. What I mean by that is you treat the people in your attainment that different individuals in your team, like a sports coach, traits the different individuals in a sports team. Typically in exposing, everybody responds to different stimuli. Some people will be motivated by a big cake and strong words to improve performance. Some people will be motivated by an arm around their shoulder softly, softly approach, building confidence or using different motivational techniques. The hard cake will be something that it can not deal with. Sam as the person who responds to the kick. And Ananda shoulder probably wouldn't mean anything to them either. So everybody needs a different approach and this sports coach mindset is a great way to manage teams, monies, the different personalities and individuals in a team. Not everybody will respond to the same stimulus in the same way. And that also applies to development and learning. Everybody learns at different speeds. Everybody learns in different ways. Everybody learns with different levels of effectiveness. And it's up to you as a manager to help people create personalized development plans, development plans that work for them. A development learning plan that you might come up with. Your team will not apply equally effectively to everybody. Some people will need a different slant on it. Some people will hope need a completely different type of plan to maximize their learning. And it's up to you as a manager to understand what differences everybody has in their learning capabilities and speeds and methods and tailor plans accordingly, taylor development accordingly. If you as a manager, treat everybody with respect and understand their individuality, well, you'll find that people will learn fast and effectively. 15. 2m - Use It Or Lose It: In another video, I speak about the need to provide lots of different learning platforms, different learning opportunities, different learning methods, because everybody learns in a different way, different speeds at different levels of effectiveness. So it's always good to provide as many different types of learning platform as you possibly can. Now that's quite the investment partnerships with learning platforms, learning providers don't come cheap. Doubtless, your company will be providing a number of free licenses to the employees to participate in a particular learning platform or type of training, but that won't be free to accompany. It might be very, very expensive. So the more different platforms and more different types of learning your company signs up to, well, that's going to increase the cost of the law. And then there's the time and money that resources will take up. Learning platforms need to be administered. Learning schemes need to be administered. It's not just a case of spinning up some learning training and off you go, there needs to be proper headcount behind that. And people who driving these projects are, and as we've seen, not everybody is a self-learning. In fact, not everybody is a learner at all. In fact, some people really don't want to learn. And that's very important, is very important for you as leadership to understand who's using these learning platforms. And you'll have all the data, you'll know the uptake, you'll know which people are making use of the various myriad learning platforms that you've implemented. And it's very important that you don't waste those entitlements. So look at the data and use it or lose it. If somebody is not making use of the entitlements that they're given, pulled Lot entitlement and give it to somebody else. You'll usually only have a set number of licenses are entitlements to go around. Make sure that people who sign up for these trainings are the ones who are actually utilizing them. And if they're not well, public capability and give it to somebody who doesn't want to make use of it, use it. Always. Learning comes at a cost and businesses cannot afford to waste money on licenses and entitlements that aren't being used on cable. Building a culture of learning is super expensive on companies really do need to demonstrate where every last dollar is going. 16. 2n - Certifiably Great: One of the goals that I give myself and my teams in terms of learning is whenever you're learning a particular topic, try and get that to a level where you're able to take a vendor certification program and passive. And again, that vendor qualification, that vendor rubber stamping, the certification that you are an expert in this technology. After all, we're all like a little bit of reward for our efforts. You'll find that most vendors or companies will provide some form of vendors certification exam that you can take to rubber stamp the learning the training course that you've just been on. Primarily because it's a very good way for them to make money out of learning, but also really does work. And it really helps in terms of gamification and helping the uptake of courses. And you'll find that people will compete to try and achieve certifications. People want the certification badge. They'll want to be perceived as an expert. There wants to wear the t-shirt and show that they know what they're talking about. And it looks good on a CV, it looks good on our LinkedIn profile, you'll see plenty of people displaying their certifications in various technologies proudly on, online on LinkedIn. One of the downsides of certification is it usually comes with significant costs. While you may be providing learning platforms, learning capabilities for people at your organization, providing everybody with a shot at the certification for free can often be far too expensive to do. Also, certifications are extremely attractive for job seekers. And I've seen it many times where people game the system and are thinking of leaving. And at the last minute that think, how much of this training and certification can I squeeze out of my current company before I walk out the door? It does happen unfortunately, and can make some companies very hesitant to actually give certification out because they're worried that people might be abusing the system. And it does happen in my organization. We fund 80% of a certification costs for people. And what that does is it means that although there's a 20% personal commitment that they have to make, it kind of avoids that problem. People will only take certifications if they really want them and if they're going to really use them, and that's because they're going to have to fund a little bit of it themselves. And it really does lesson people gaming that kind of system. So certifications get them get as many as you can, get the badge gathered T-Shirt. 17. 2o - Get A Learning Buddy: One good thing a manager can do in terms of people management is a system where junior employee will be looked after by a more senior employ, maybe a kind of partnership for a particular period of time. This kind of body system is commonly employed by organizations when new people joined the firm and you will appoint them a body or a partner to help ease their transition into your culture and, and hit the ground running. I'd like to extend the body system to that of learning this where more experienced individuals in the team can help junior people make sure they're learning the right kind of skills. Mention in their learning skills that are relevant to the role that they're gonna be doing. Make sure they're learning skills that are appropriate and gonna take their career forward. Junior people often go off on the wrong tangent and that's because they're inexperienced. It's not because they want to go off on the wrong tangent, is just because experience is so valuable. And when you just out of college, you really don't know way should be going in that big organization. So the guidance that learning buddy can provide is very, very helpful to make sure people are on more of a fast track to the right kind of skills. And it's not only one way. The junior person, they're less experienced individual has a different perspective. They often have a younger perspective, a different, diverse perspective on the company, on the work they're doing on the team. And that diverse perspective can be really useful for the more experienced individuals and the rest of the team to understand a different take on the current situation. So the diversity of these rules is very important. So consider implementing a learning buddy system in your team. 18. 3a - Senior Leaders Duties Intro: So we've seen how there's a lot that individuals can do to aid their learning to become self-learners and to maximize chances that companies give. We've also seen how people managers and middle managers can create that team ethos, the team atmosphere that can really help learning. But the real direction comes from the top. If you're a senior leader or a member of the board or right at the top of an organization, then it's your direction that sets the tone for a culture of learning in your firm. Learning programs are expensive, culture change is expensive. Nothing here comes cheap and having the backing of senior leadership is very, very important to make sure the rest of the firm can leverage what you're putting in, leverage the investment and get the best out of it. This section details some of the responsibilities and things that really senior leaderships can do to make sure that a culture of learning sticks and that learning programs, learning initiatives have legs and are embraced by the firm and are ultimately successful. 19. 3b - Walk It From The Top: For learning to really bet into a company and become a true organizational and behavioral fundamental pillar. It's vital that the message comes right from the top. And it can't just be words. As a senior leader, you need to be extolling the virtues of your leadership program and your culture of learning all the time, people need to get tired and sick of hearing you say. And then the top needs to be walked. You need to be smashing the stats on the learning program. You need to be taking the courses. You need to be backing other people's great ideas financially, you need to be appearing on podcasts. You need to maximizing the consumption of the learning initiative that you are behind. It's absolutely critical that your seemed to be an active participant and making use of it. Blogging about the course you took, showing the vendor certification you've got explaining the benefit in a lunch and learn or a brown bag session of various initiatives that you've been involved with. Appreciating the value and really showing that you're not just backing it from the top or you're an active participant and consuming the offering as much as anybody else on the ground would be. The folks on the ground need to see this attitude and drive and passion from the key decision-makers. That way, they'll know that this is something to stare, that this company really, really believes establishing a culture of learning. And they're not just seeing it to keep people happy. And there needs to be senior leadership presence on the key leadership forums, on the various initiatives that spin off in the leadership world, senior leaders need to be visible. After all, if you're attending a Learning Initiative or Learning Forum and there's a board member on your table well, that will help people express ideas. They'll help people bring more innovation to the table because there's somebody there that's listening that's directly responsible for the direction of this learning program. So it's a chance for you to get your ideas to that person. And it also shows that leadership is taking the initiative seriously, that they're willing to give up their time to attend to help her get better. Surprisingly, some senior leadership don't always understand just how important it is to be seen, to be present and involved and engaged in the initiatives that they're trying to drive. Demonstrating their behaviors is the where they would want other people to demonstrate them. Because after all, culture change comes from senior behaviour becoming the norm. 20. 3c - Learning Wherever Whenever: As a senior leader, makes sure that you're considering all of the different learning avenues that people in your company might want to take. These days. It's not about sitting down in front of a computer and learning some computer based training. At certain times in the day, people want to learn on their terms. They want to learn where they want, when they want, and how they want it. It's completely down to the individual's preferences. And having a personalized learning experience as much as possible is what people want to make sure that in your learning initiative, all the platforms and projects and opportunities that people have are open to everybody. I've seen it sometimes in big companies, especially where maybe certain divisions get more preferential treatment or certain divisions get more access to particular platforms and maybe some divisions are actually excluded. And that doesn't go down well, makes sure that any learning platform or initiative that you're bringing on board to try and change that culture, set that culture of learning, make sure it's applicable to everybody and open to everybody. If somebody wants to watch a video while they're on the move, well, make sure any learning platform that you're using is mobile compatible works on different platforms, works on different browsers, and is as technologically up-to-date as possible to tie in with people's differing lifestyles. The more you're learning initiatives and technology choices enabled people to learn on the move, the better the uptake will be. Some people might only get a chance to learn during a 30 minute train journey or even sitting on the toilet, who knows and make sure that people can learn on their terms wherever they want, how they want, when they want. 21. 3d - Show Us The Data: If you're successful in implementing a Learning Initiative and building that culture of learning well, in order for it to really work, you're going to have to show the data, showing the data in the uptake of your learning initiatives is really good for demonstrating a return on investment, but also has a number of other different benefits produced. Some key metrics find out what are the most popular courses? Who were the key learners in the firm? Are there any trends that you can pull out geographically and understand which regions are taking up your training more which regions are having a problem taking up the training? Is there a reason behind that? There's all sorts of things. You can pull out different trends from the data. These learning systems will capture another top-level demonstrating return on investments, showing the octet, shown their data, showing the successful trend of how your learning initiative, your learning culture is working well. You're going to have to demonstrate that to fellow senior leaders for them to buy it and having that data, having that proof that look, what we're trying to do here is working. This is how people are improving. These are the skills we're now getting better at. These are the capabilities we're now adding. Having that evidence and data really does help get, buy in an uptake and support from fellow senior colleagues and also down on the ground. Seeing the data allows people to understand that this culture is working. That look, everybody's taking this training. These are the top learners bringing that gamification. They then understand that the learning initiative in your company that you've implemented is actually a success because they can see the data, they can see the uptake. It's not just speak, it's actually happening. People are using these learning platforms. People are developing into self-learners. Could he can see the data and it can be proven. And that gives everyone more enthusiasm, builds up a groundswell of interest in then everything snowballs from that. So the date is vital. Collect as much as you can, visualize as much as you can and get the insight. 22. 3e - Create Learning Champions: One great way to make any program succeed nevermind learning is to create a Champions program around it. This is identifying the people that are really into it with any technology, service or program. You're gonna get some people who really, really dig it. And it's up to you to find those people, find those people, bring them into the inner sanctum, bring them in as champions. Utilizing your champions is like having a team of superheroes ready to spring into action to help your service, to help your initiative. They'll be the ones identifying problems. They'll be the ones driving the standards. There'll be the one suggesting ideas on how it can be improved. And they'll be shouting your message from the rooftops. In short, these people can't get enough of what you are trying to do. Their love it, they want more of it. As a senior leader, it's a great idea to bring these champions in as much as possible into the inner sanctum. The way your service, way or Initiative is working as designed, the strategy, the roadmap, get them as involved as you possibly can, and then you can just wind them up and let them go because they've got more enthusiasm than you have for your own initiative. They love it, and they want to be involved in as many words as they can possibly be involved, and they won't even want anything in return. Maybe a few free licenses to take more training, to do more learning, maybe a few gamification bungees are shot at vendors certification, nothing particularly expensive, but what they give back to your service in terms of enthusiasm, drive, and spreading your message is absolutely invaluable. Make sure your champions are involved in strategic decisions on which way to take your service or your learning initiative. They'll be really able to provide fantastic feedback in thaw ideas on which direction you should take it, which things are working, which things are not. So building your learning champions, your learning champions, or drive excellence throughout your initiative, through the whole firm. They'll help you with issues and there can be the heartbeat of what you're trying to do. 23. 3f - Gamification: Even with the best learning resources available, it's always a challenge to make sure that people who you've implemented this brand spanking you training program for, actually make use of the training, actually leverage it and get the benefits of it. You can't force people to do it. So what else can you do? One of the most effective ways to get people to attend training programs, causes, or pretty much anything else is to use gamification. Gamification is the art of using game theory, badges, ladders, achievements, skill belts, that kind of thing to encourage participation and encourage uptake. Gamification has been used for ages and it's really, really effective. Gamification really works. People love a badge there, Levin achievement. They'll have to unlock the achievements and level of their love to compare their progress with colleagues and peers and the rest of their team. And that drives competition. Gamification is really hard to do well, but it can be the icing on the cake and the secret source to gain your learning initiatives to fly. And while there is an element of people just taking the course is to try and achieve badges and get themselves up that gamification ladder for a bit of competition. Well, at least they're taking the courses, at least they're attending the trading, which is better than not doing it all. Gamification can range from basic badges and achievements to ladders and multi department competitions right through to strategic skill belt programs that take somebody from 0 to hero in a particular topic allow progression over a period of time that take a lot of work to build up the credits to achieve each level. There's been a lot of good examples in the data analytics communities, for example, where people have been known to implement skill belts and really encouraged that jedi competition element. I found gamification to be extremely hard to implement, but it's very, very effective as a leader, decide what you have the appetite for in your organisation. Try and implement some form of gameification. It might be something basic, but it may well evolve into a whole new level of training of skilling people up of skill belt, of knowledge transfer. 24. 3g - Sell Sell Sell!: By selling, I don't mean going out and actually charging money for learning, although that is quite a popular option these days. What I mean is that as a senior leader, it's up to you to continuously sell the benefits of your learning initiative, of your drive to implement a learning culture, of your drive to get people to skill up and become self-learners, you need to be selling that to upper management, to the board, to the people that really control the purse strings and the people that can really help to embed and drive that culture. It's a continuous selling game. As with any firm wide initiative, there needs to be robust sub-level management buy in for any particular initiative. And learning is no different to have the top-level buy-in across the senior leaders in your organization will really catapult your initiative and really help embed that culture of learned. It'll give it a much greater chance of being a success. Senior backing means your culture of learning will come up all the time in town halls, board meetings, big meetings, big conference calls, interviewer reviews. The top-level management would be selling this initiative the whole time. And that's what gives it in pictures. That's what makes it stick. That's what makes the people on the ground believed that this is something that your company is really seriously about. And all that comes from the major stakeholders being so interested and so engaged that they are continuously selling the vision, continuously mentioned it, giving it fuel to the fire that whole time when it seems like it's not going well, they'll give it an extra level of impulses when it is going well, they'll fund it with more headcount. They'll fund it with more resources to give it that extra impetus in that extra chance of success. But you as a senior leader driving this culture of learning well, you've gotta keep it fresh for the top level of management to actually buy into all the time because seniors tend to get quite bored quite quickly. And it's up to you is the brains behind the Culture of Learning Initiative to keep feeding it with new ideas, new initiatives, different slants, different topics, different ways of achieving the same goal. Keep it fresh, Cape it vibrant. And that way it'll always be something interesting for the top-level management. And the benefit will be felt by the people on the ground who are actually leveraging these training courses. And crucially part of the selling job is to show the benefits, show the return on investment, show how many people taking the certifications, How many people are getting the budges show the gamification aspect. Makes sure that senior leadership see the progress, see the engagement, and see how people on the ground are utilizing this training course, utilizing your culture of learning and becoming self-learners themselves, can you demonstrate a really good return on your investment? Maybe there was a culture of learning initiative that generated a mega idea that went really begun and made the firms or money or save some cost or save some time I was really reputationally enhancing. Can you find the use cases across the firm that are really helping, that are really gaining traction and putting a shining light on the fact that you have enabled a culture of learning across your organization to you to find them. The more you can find them, the more you can add them to your portfolio of things you can sell upwards. And the more cool stuff like that you can sell opioids, the more senior management and senior leadership will be bought in and be prepared to continue the initiatives year-on-year, constantly selling the concept and showing the positive results. We'll keep the culture of learning on the table of senior leadership for years to come. 25. 3h - Don't Block The Useful Sites: A lot of companies that are technology restrictions, usually for security reasons, perhaps for other reasons as well. That often extends to the website. You can visit, the resources you can download and the resources you can access online. Good example of this is restriction on social media websites, social media platforms, generally a lot of big companies, these are blocked, in my opinion, I think sometimes it extends to far, there's undoubtedly a lot of use to begin by social media, by learning platforms these days. And I think sometimes companies go a little bit too far by blanket banning sites that actually have quite a lot of use to people and can really help with the culture of learning. I've worked at firms that block just about every training site you can think of, every social media platform. You can think of many other useful sites that you can access slides, access resources, access videos for learning. It's generally because firms are terrified that employees will upload confidential data, client identifying data, they might do something really silly and upload data they shouldn't do to a sharing social platform. Well, if that's what you're worried about in your firm while you're hiring the wrong people for a star. I don't think it takes a genius to work out that you shouldn't be uploading client data to a social media platform and you shouldn't need to block these sites either. There is an astonishing amount of learning results on many social media platforms, many slide platforms, many other learning sites, so much resource out there, often for free that people can tap into if you feeling the need to block ALL complete, I'd take a look at their hiring policy more than anything else. For a culture of learning to really embed itself, you need to have absolute trust in you people that no one's gonna upload client data to our learning site or sharing platform. And the actually people are going to be using these sites for good. They're going to be using it for the benefit of learning and the amount of resource on that is astonishing. Lots of it is for free. And it can really help to embed these free resources into any learning plan or learning platform or learning journey that you bring on as part of your learning culture. I've seen firms require employees to attend a social media training course or computer-based training to do with social media where they answer a test at the end is that proves that they know what they're doing. Well, that seemed a little bit ridiculous, but it does give firms a little bit more regulatory protection. Should something go wrong, which it might do, you can never guarantee that that won't happen. It all boils down to trust. If as a leader you feel the need to close off avenues for learning close off resources to your people because you're worried that they might do something wrong. They might do something career limiting or they might damage the firm's reputation. Well, that's more a culture of trust issue. So there were many public resources out there, often for free. It's a real shame to close them off to your people. 26. 3i - Create A Varied Library Of Resources: Variety is the spice of life. So somebody, I've got no idea what was said, and that is certainly true for learning. The more you can vary your learning experience in terms of content, platforms, different types of learning journey, gameification, nudging, the more you can put variety into the learning journey for people, the more people are engaged with it, and the more it will become embedded in your culture, plus you remember so much more. And today there's never been more opportunities to embed variety into learning. As a senior leader, make sure your learning platforms available offer a lot of variety. There's lots of different examples. We'll go through. Some of them have, some of the best examples include internal communities of practice or centers of excellence for access to specific knowledge and expertise. These are accessible to all friendly and readily available internal knowledge base systems allowing people to select courses and learning resources. A more achievement best learning forums, which is a company university partnerships with organizations that offer qualifications such as diplomas or part-time decrees subsidized by the company for a limited number of papal skill Bell or gamified learning programs that take somebody from Rookie to rock star. These can be really effective partnerships with online learning providers that offer free access to employees and deals with industry analysts, reports in market research companies. All of these different opportunities can really create variety in somebody's learning journey at your company. The point is, understand that everybody learns in different ways. Everyone's got a different way to get the knowledge into their head. People consume different speeds at different places, at different times and in completely different ways. And the more variety that you can bring to the table, the more your chance of making learning a successful endeavor and your company, the more you can provide people with a learning that suits them that's most effective for them and that enables them to make the most progress. And that can be difficult. All of these different opportunities and initiatives costs money and requires organization and headcount and management. So you may not be able to implement everything. But the point is trying out as much variety to a learning journey as possible. And that way it can become truly systemic. 27. 3j - Encourage Conferences And Seminars: One of those popular and common learning opportunities is that of the sternal conference. Now this is a tough one because external conferences are generally pretty expensive, open to a limited number of people and have a reputation in some areas is not being the best use of time and perhaps an opportunity for abuse me when budgets are tight. Expensive conferences that sometimes involve international travel or other long distance travel are the first things to bite the dose. The first thing is to get cancel, the first things to get choked off. They're seen as too expensive, not providing enough value. And also take people away from the office environment for up to a week also, when they could actually be doing some work as well as learning. So often they're quite unpopular and senior management have a tendency to strike them from the options available. And the social side is a problem as well, is conferences can often involve a lot of networking, like night sow and other social events. And while networking is absolutely essential and extremely useful, unfortunately, upper management can sometimes see it the wrong way. Many of these conferences are hosted in big cities like Las Vegas or New Orleans, or places that have got a reputation for fun and that can create the wrong atmosphere, the wrong vibe that can actually hinder them getting approved or hinder senior management being able to back them. That's pretty short-sighted in my opinion, but it does happen. Again, this is a problem with trust. Our tech companies where any conferences hosted in Las Vegas is an auto reject and that is ridiculous. It's a complete sign that management don't trust their employees. And really the problems probably run a bit deeper there in order to make the most of conferences and events, it's up to senior management to look through the unconscious bias that they may have about a particular location or a particular event. And look at conferences for what they are. While it's no doubt the many conferences are indeed a waste of time and are not good value for money. Well, there are plenty that are excellent value for money that offer excellent learning opportunities. Very, very good networking in a week, well-spent. I've been to some conferences that are so useful. People have been known to pay out of their own pocket to attend them, even when they're not working in that field anymore because they find them so useful and the networks so valuable. But it would also be folly for senior management to just blanket approve every conference that anybody wanted to go to that would put the system open to abuse and it would cost an absolute fortune as well. My strategy is always to evaluate each event for its merits, ask employees to apply for conferences they want to attend, maybe pick a certain number of them rather than everything on the calendar. Justify what they plan to do with those conferences, what sessions they want to attend, what people are going to make, what networking events they're going to go to and how they're going to get benefit and maybe ask them for a writer above what they found in the conference as well so they can spread the word, spread the knowledge when they get back to the office. So rather than blanket approval, blanket reject, it's very important to look at each conference, each event, for what it is, for what it offers, and to understand the value that live at migraine or might not bring as a leader, rejecting conferences that people find very valuable can be quite damaging to morale and people can fail unsupported boat. Also, it's very important to control the budgets and make sure people are getting the value for these events. So look at each event for what it is, evaluate h event for what it is, and make decisions accordingly. But don't blanket reject conferences like many places too. And if you're trying to implement a culture of learning, sending people to external conferences is a good opportunity and it's often very, very positive. 28. 3k - The Feedback Loop: As a leader and the owner of your learning initiative, it's vital that you seek feedback all the time on the success, the progress, the way your initiative is proceeding under be tens of thousands of learners across your firm that make very glad to provide feedback to let you know how it's going and ways that you can improve. As a senior leader, it's really important that you engage with the people that are involved in your platforms evolved in your learning offerings. The platforms and the systems that you use, are they easy to administer to people enjoy using them? Is the user experience good? Or do they have to battle through several screens to before they can actually get on with their learning. How user-friendly or the tools, how can people use them? Are people getting Valley? Are people finding them useful and the content that's being produced, our learners rating it highly or poorly, or you learn, is finding the content of high-quality enough to take them forward, enough to put more skills into their arsenal and feedback from the learners themselves. Do they feel that your company really means business in trying to implement a learning culture, although they fail, it's just the token effort to make them be quiet for a little while. How did they fail? Did they think that senior leaders are engaged? Do they feel that it's really got the backing that it needs? The people on the ground will give you a really good opinion of that. And as a senior leader, it's really important to be plugged in connected to these people so that you know, not only how the initiatives are being perceived at the top level, at the board level, at senior management level. But how the people on the ground are actually leveraging the tools and what they think that feedback is gold dust. So make sure you're gathering the feedback in whatever way you can and crucially make sure you're acting on it. If something needs to be improved, make sure it gets improved. If there's a particular system that's junk, get rid of it, improve it, show that the learning initiative, the learning culture, means business and is always evolving, is always improving. Cultural change doesn't come with fire and forget approaches. It needs constant care and feeding, constant evolution and reaction to feedback is absolutely critical. 29. 4a - Learning Is Expensive: So you're a senior leader and you totally get it. You've implemented this learning initiative to try and drive this learning culture and it's working, people are getting it. You understand that the benefits, firing those benefits up to senior leadership. You're engaging with the people on the ground. You're playing gamification initiatives and really understanding how people are leveraging the tools that you're putting in place. And everybody is living in that learning. They're developing, they're progressing, ideas are happening, a firm is moving on. Some initiatives have happened that would never have happened, otherwise, things are going great. You're getting on stage at conferences and extolling the benefits to anybody that will listen, look what we've done here, how we've implemented this culture of learning. Look at the systems we bro, and look at the opportunities and variety that we give our learners. But here's where you really find out if you are invested in what you're trying to do. Do you sign the checks? Do you keep the licenses renewed? Do you invest in the long-term, in the platforms, in the software, in the people that are concerned with learning, do you constantly provide funding when funding is tight, when the firm is going through a bad year or something happens, that means that not much money is coming in. Do you still give the right proportion to the culture of learning or is it the first thing you thinking of cutting, you see providing the full suite of learning capabilities to people is super, super expensive and it doesn't feel like you're getting instant gratification. Sometimes it might just feel like you're throwing money into the air because the benefits take time to happen as a senior leader, if you want to commit to a culture of learning at your organization, you've got to understand it costs a lot of money and the results are not instant. So cost Colombia limiting factor within reason, of course, make sure you're still providing the funding and the support long after the initiatives have started to help them grow and to help them evolve. By all means, do the required due diligence to make sure you're getting your money's worth, to make sure that the things that you are spending their money on working, that you are continuously progressing and managing the budgets accordingly. That's absolutely fine. But it's going to always be a cost. But the benefits are there for all to see if you're not prepared to spend the money. And that can be very understandable than you will struggle to truly get that culture of learning embedded in your organization. You may get some positive results. But to make it systemic and make it part of everybody's DNA might be more difficult. You've got to put your hand any pocket and give it the funding. It requires. Learning costs a lot of money, and there's no doubt about that. 30. 4b - Learning Takes Time: So we're told about learning it costs a lot of money. That's one of the downsides, but another one of the downsides of a learning culture is learning takes time, a lot of time. And sometimes it can take a hell of a lot of time or peoples there. And if you multiply that by the amount of people in your firm, well, that's a lot of personnel is going somewhere else. In my opinion, I think we need to think about that a little bit differently if you take any particular block of time, Well, I think that learning something new, it's probably the most important thing you can possibly do me that time. Learning a new skill, meeting a new person, enhancing your network, doing something you've never done before. Adding more skills, more experiences to your Also, if that's not a great use of time, I don't know what is. So don't think of learning as burning the time. Think of other things as the time burners. And it's really important for senior leaders and managers to understand that this newly implemented learning structure won't give in some benefits. There won't be instant gratification. It'll take time for the benefits to be realized, but the benefits will happen and culture will change over time. You'll see the level of skill and capability in pretty much every department rise, the flow will rise. People's baseline capabilities in baseline skill sets will rise, go through and go through the roof on some occasions, there's absolutely no doubt that implementing Culture of Learning works. If you're prepared to put in the investment, you'll get the results. But yes, learning takes time, give it time to incubate, gave it time. Tibet in, give it time to work its magic. Don't worry about the numbers. Immediately. Don't worry about instant gratification. Have the confidence to put the foundations in place and let them grow. 31. 5a - Concluding Remarks: Before concluding remarks, Well, I'd like to make an appeal. How about helping me learn by leaving a course review and let me know what you thought of this course. The feedback you give really helps MIT content better. And sometimes it gives me a nice little warm feeling as well. I really hope we've helped you. It's easy to learn a new skill or meet a new person or expand your network or do something new. But there's a big difference between people that do that once in a blue moon to people that have made their entire lives, their entire day. That DNA about learning new skills at every possible opportunity, about making it systemic, embedding it into their daily lives. We've talked about a lot of ways a culture of learning can be built in an organization in this course. But in reality, it's very, very difficult. And in most companies that I've worked, I haven't seen anything near the perfect setup. Some I've seen very good setups. Soma of a not so good. But if you put the effort in the benefits of their developing a learning culture requires top-level backing with people, with funding and with the ideas. And it also requires management to setup their teams and set of ways of working that will allow people on the ground to make the best use of the capabilities that they have. And then it's down to the individual learners themselves. How can people make themselves self-learners? How can people motivate themselves to gorge on the content that's available to them and bring on these new skills as we talked about earlier. Not everybody is itself learner. Even though many people said, yeah, it truly is a multi-layered FOR everybody involved needs to take a step back and look at themselves, that team, the wider organization, and see what they can do to help embed learning into people's culture. Embed learning into people's DNA. The success doesn't come from right at the top or in middle management or the ground level. It's a team effort, all levels of the pillar half to work for learning to be truly embedded in a firm, people need to take an honest look. Capabilities and the capabilities of their colleagues and their team. And that is really hard to do. You'd be amazed how difficulty is to take a step back and honestly say, we are not very good at this, or we actually really suck at this particular area that introspection, that emotional intelligence to be self-aware and self-critical and to identify gaps and flaws in an honest manner. It's very difficult. Some people find it extremely uncomfortable and often problems get brushed under the carpet and never addressed. Things like cultures of learning and other cultural change to work, people need to take an honest look, very humble and honest and looking at the gaps and the fonts that they have as individuals and the firm has as a wider collective. And then once the gaps are identified well, filling those gaps takes commitment, it takes passionate takes investment and drive and perseverance. And again, not easy. But if you can get that far or even partway down the road, well, things improved massively. Perspectives widen, ideas, blossom, innovation flourishes, and the flow of every department rises. Life gets richer, people learn more skills and experiences blossom. I really hope the advice in this course is useful. I hope there have been tangible benefits you can take back to your organization regardless of what level you're at and to really help put them into practice and take your company on a journey towards culture of continuous learning. Take your colleagues towards embedding learning into their everyday lives and being true self-learners. And the same for yourself to learn new skills at every opportunity to find the time in your day, in the dead time in your day that you can bring on new skills and meet your capabilities even better. So thanks very much for watching this course. We'll see you on the next one. By.