By Jonathan H. Westover, PhD
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Abstract: This article discusses strategies for leaders to foster a culture of continuous learning within their organizations. It establishes that learning is a learned behavior that must be developed over time through reinforcement and environment. Left to chance, companies will not cultivate an effective learning culture. The article then presents three key steps leaders can take: make learning part of daily work through reflection sessions, identifying teachable moments, and recognizing achievements; support ongoing skill development with resources, peer learning, and skills gap assessments; and lead by example through participation in learning activities, promoting experimentation, and developing adaptability in hiring and coaching. It provides an example of implementing these strategies at a financial services firm and the positive outcomes it achieved. The conclusion emphasizes the integral role of leaders in socializing learning as a habit and competitive advantage through intentional culture design. A culture of continuous learning will help organizations adapt to future challenges.
In today's rapidly changing world, the ability to continually learn and adapt is essential for organizational success. However, developing an effective learning culture does not happen by chance—leaders must proactively create the right conditions and instill certain habits and mindsets.
Today we will explore three key strategies that leaders can implement to foster an environment where ongoing learning is the norm rather than the exception.
Research Foundation: Learning as a Learned Behavior
Scholars have shown that learning is not innate but rather a learned competency that must be developed over time (Elias, 1997; Merriam & Bierema, 2014). Just as other behaviors are shaped by reinforcement and environment, so too is an individual's willingness and capacity for learning. Organizations therefore play a critical role in socializing new habits and mindsets around ongoing education (Argyris & Schön, 1978; Senge, 1990). When done intentionally and systemically, leaders can cultivate a culture where learning becomes second nature.
Three Strategies for Fostering a Culture of Learning
Learning and development should be an ongoing process that is incorporated into daily work. To truly promote a learning organization, companies need to take three key steps:
I. Make Learning Part of Daily Work
Companies should embed regular reflection time for teams to process experiences and identify opportunities for growth. They can encourage journaling and highlight "teachable moments" where collaboration and experimentation are needed to solve problems. Recognizing learning achievements will further motivate continuous skill development.
A. Embed Reflection Time
Schedule regular reflection sessions for teams to process experiences, spot opportunities for growth, and set learning goals
Encourage journaling to document insights and document progress on goals over time
B. Incorporate "Teachable Moments"
Design work to include unscripted problems that require experimentation and collaboration to solve- Highlight lessons learned from failures as well as successes
C. Recognize Learning Achievements
Formally recognize and reward individuals who take initiative to develop new skills- Celebrate teams that develop innovative solutions through cross-functional learning
II. Support Ongoing Skill Development
Providing easy access to learning resources and offering financial support allows employees to further develop their skills through external programs. Internal development can be facilitated through mentoring circles and communities of practice. It is also important to regularly assess skills gaps to pinpoint where targeted learning is needed.
A. Provide Learning Resources
Stock library/intranet with online courses, reference materials, and strategic reading lists
Offer financial support and paid time off for external development like conferences or degree programs
B. Facilitate Peer Learning
Create mentoring circles where more experienced staff coach peers
Encourage communities of practice for cross-pollinating insights and expertise
C. Assess Skills Gaps regularly
Survey employees annually about training priorities and skills needed for future roles
Use competency models to pinpoint where targeted learning could boost capability
III. Lead by Modeling a Growth Mindset
Leaders must participate in their own learning activities and present new material to others. They should acknowledge that failures may occur through experimentation while emphasizing lessons learned. Looking for adaptability in hiring and focusing on resilience during coaching will foster an environment where people are comfortable continuing to learn and improve.
A. Participate in Learning Activities
Enroll in leadership development yourself and share key insights
Schedule "lunch and learns" to present new material to peers
B. Promote a Culture of Experimentation
Acknowledge that failures may occur but emphasize learning from mistakes
Give staff autonomy to test new ideas through controlled pilots
C. Recruit and Develop Adaptability
Look for "growth mindset" traits in hiring like curiosity and initiative
Coaching should focus on resilience and agility over just competency
Practical Application: Optimizing Learning at a Financial Services Firm
To operationalize these strategies, a financial services company implemented the following initiatives:
Designated "learning champions" on each team to curate reflection sessions and distribute new material
Launched an online training portal with monthly free courses on compliance, products, soft skills
Restructured performance reviews to emphasize goals achieved through self-directed learning
Introduced a "teach the teacher" program where top producers mentor junior staff
Provided stipends for continuing education classes, conferences, and professional designations
Leadership began shadowing days to experience frontline work and gather feedback
Within two years, employee engagement scores showed a marked increase in perceptions of ongoing learning and development opportunities. Turnover also dropped as staff felt more equipped and motivated to grow their careers at the company. Overall, these balanced initiatives successfully instilled learning as a core part of the firm's culture and operations.
Conclusion
Leaders play an integral role in shaping whether learning is considered a priority or an afterthought within their organization's culture. By intentionally designing work to incorporate reflection, supporting skill development through resources and peers, and modeling growth-oriented leadership, executives can socialize ongoing learning as a habit and competitive advantage. When embedded systemically, these strategies will cultivate an environment where people are not only taught new material but also taught how to learn—a key attribute for navigating unforeseen challenges. A culture of continuous learning will ultimately future-proof the organization.
References
Argyris, C., & Schön, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley.
Elias, J. L. (1997). He must increase, I must decrease: The process of educational change. Journal of Educational Change, 1(1), 37–47. https://doi.org/10.1023/A:1010071617773
Merriam, S. B., & Bierema, L. L. (2014). Adult learning: Linking theory and practice. John Wiley & Sons.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. Currency.
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). From Skill Development to Skill Duration: Three Strategies for Cultivating a Culture of Learning in Your Organization. Human Capital Leadership Review, 13(3). doi.org/10.70175/hclreview.2020.13.3.5
