As you know, the work-world is ever changing, hyper agile and perhaps more uncertain than ever. It’s not surprising that the most successful organizations and their leaders are defined by their ability to learn, adapt and navigate change.
However, extreme Darwinism contains several pitfalls for the modern organization, the most worrying of which is undoubtedly the one that leaves large numbers of workers out of the picture, for lack of anticipation and or appropriate training which enables them to participate and embrace future opportunities.
LEARN TO MANAGE THE DISCOMFORT OF UNCERTAINTY
Speed and disruption have simply become the “new normal”.
In this context, there are two skills which are fundamentally important to develop. First, learn to deal emotionally with the discomfort caused by constant change and uncertainty. Then, adopt this new state of mind to make it productive, starting from the Shakespearean principle that “what cannot be changed, we must embrace”. Secondly, in order to succeed, individuals and organisations need to develop a growth mindset, where every individual and collective experience becomes an opportunity to learn.
Spencer Stuart, in his study of 230 companies, points out that the learning culture appears first or second in only 7% of the cases on this panel.
LEARNING ENVIRONMENT: THE ONLY REAL COMPETITIVE ADVANTAGE FOR THE COMPANY TODAY
One could imagine that, in a world where the new paradigm lies in the fact that today’s professions may no longer exist tomorrow, it therefore becomes imperative for the organisation to become a place where continuous learning and knowledge sharing constitute a competitive advantage. For the individual, learning is often a solitary and independent activity. But in an organizational environment, learning can be reinforced by dialogue with peers, other teams who exchange information and ideas that allow for the emulation and construction of new projects and mental schemes.
It is here that the learning organization develops an extraordinary advantage, creating an environment conducive to innovation, curiosity and development, both individually and collectively.
CREATING ENVIRONMENT AND TOOLS FOR DEVELOPMENT
So how should a leader who wishes to embrace a learning culture act?
First of all, by having courage, a good dose of humility and a visionary spirit. Managing change requires a favourable environment which is focused on experimentation, psychological security and accepting error as the very source of learning. Be sure to implement simple, secure and adapted technological tools, allowing access for all to training and the exchange of good practices, promoting enhanced social exchange and a connection to information adapted to all needs.
DEVELOP EVERYONE; PROMOTE THE EMPLOYABILITY OF ALL
This movement is part of an inevitable large-scale trend.
It will gradually make management by directive disappear in favour of an open system of exchanges and sharing without borders.
