BUILDING A LEARNING CULTURE Ali Shipway What, So what, Now what? - PowerPoint PPT Presentation

BUILDING A LEARNING CULTURE Ali Shipway

What, So what, Now what? Next Steps Outcomes • Reflect/review content • Plan your next actions • Connect up Approach • Enable some reflective space • Create/develop your learning and thinking culture • Deepen your understanding • Content and ‘thought starters’ around =learning cultures • Inspiration • Provide you with a framework • Case studies for building your how • Maturity Matrixes • Start/deepen your • Questions and Answer breaks understanding of your current strengths and needs • Polls

Poll no.1

Why? Individual • Organisational • Systemic • Why this? Why now?

Job engagement trends have shifted Individual Purpose, fulfillment, learning “Time and time again studies show that if employees aren’t learning, they’re leaving” . Connections – to work for an organisation with a purpose, to do work that matters and connect with others who ‘get it’. CIPD

‘Culture eats strategy for breakfast’ Organisational Organisational Great places to work to engage and retain people “a group culture is one of the most powerful forces… Whole organisational approach = agility and resilience it’s a set of living relationships working towards a shared goal. Its not something you are. Its Ability to learn as an organisation is major high something you do”. performance indicator Daniel Coyle, The Culture Code Learning can help frame how to lead in a time of crisis

Systemic (VUCA conditions) “learning is no longer a ‘nice to have’ but a ‘must have’…” FSG

Questions

expertise What Knowing Feeling what is learning? Thinking Doing Reflecting Actions

What is learning? “Learning is not the product of teaching. Learning is the product of the activity of learners.” John Holt .

So what is a learning culture? ‘A culture of learning enables employees to continuously seek, share and apply new knowledge and skills’.

Connecting the dots… Strategic Evaluation intent Strategic Learning System

A learning culture… • Is about motivating and engaging staff • Is a mark of an agile and resilient organisation • Is about driving growth and progress • Is a means of delivering strategy • Is a method for understanding impact • Is about how the whole organisation works Is NOT just training! Is NOT an event!

Questions

Purpose and Leadership HOW? Systematic and systemic practices Values and Behaviours Build it using successful tried Innovation and tested practices People

The 5 Pillars of a Learning Culture Start with the collective why in purpose and leadership… or jump into any pillar that you need most help with. But remember it ’s a continual cycle of building your future. 1. PURPOSE & LEADERSHIP Building a collective sense of 5. PEOPLE purpose aligned to your mission. 5 Seeking, developing and rewarding Embracing and embodying people who bring diverse thinking, collaboration, vulnerability and rebel ideas and positive challenge. 1 learning leaders 4 2. SYSTEMATIC AND SYSTEMIC PRACTICES Creating and embedding ways of working which enable sharing, 4. INNOVATION connecting, co-designing and listening 2 Celebrating and rewarding curiosity to flow. and creativity enabling ideas and 3 plans to be continuously improved, 3. VALUES AND BEHAVIOURS upgraded and evolved. Underpinning your culture with meaningful beliefs and actions.

Poll no. 2

‘Act like an organisation , think like a movement’ Purpose and Leadership Create collective why… ‘Serve the purpose, not the boss’ “Leadership and learning are The power of relationships… embrace vulnerability leadership indispensable to one another”. Leadership embody and exemplify being a learning leader John F Kennedy Leaders AND Leadership

4 CHARACTERISTICS OF A LEARNING LEADER 1. Ability to deal with ambiguity 2. The Capacity to Foster Engagement Low need for control An understanding of how to motivate others • • Openness to experience Ability to foster a shared vision and purpose • • High stability (low anxiety) An understanding of human needs/behaviours • • Project management skills Interpersonal effectiveness • • Ability to connect to others through e.g. social media Ability to self-regulate • • Optimism Empathy • • 3. A capacity to Learn 4. An ability to use systems thinking Ability to research and learn The capacity to horizon scan • • Being a subject matter expert Ability to foster collaborative participation • • Wide and accessible networks Ability to diffuse power • • Ability to share with others Capacity to work in a team • • Knowledge management skills Ongoing critical evaluations • • The ability to foster collaborative learning •

Case Study – Ford Motors.

Purpose and Leadership

Poll no. 3

Leadership isn’t enough! Don’t stop at the why… grapple with the how Systematic and Systemic Practices Consciously planned AND adopted widely “The alternative to linear top down direct ction is not chaos, but a self By design not chance - environment , conscious and carefully planned infrastructures… and space set of interventions” View from the Bridge, OPM Compel learning via dashboards/ BSC/KPIs/KRQs/metrics

Case Study – Shell Oil

Systematic and systemic pract ctices

Core Values – creativity, curiosity, risk-taking, innovation, open-ness, courage, fear-less, experimental, renewal, daring, together-ness, up for change, authentic, learning Values and Behaviours Improve not preserve cultures – values review not an annual event “ knowledge is only rumour Don’t vanilla/slogan/ corporatise them! until it lives in the bones”. To live them operationalise them – articulate values, manage and Asarotribe reward how they’re demonstrated in action through behaviours Collectively create unique stories and rituals

Case Study – US Air Force

Values and Behaviours

Innovation = iteration, upgrading, evolving “Become a determined copycat, adapter, enhancer”. Innovation “ Excellent Creating strategic curiosity… what if? organisations don’t believe in excellence… only in constant improvement Experiment, test, try… tanks, ponds, oceans and constant change” Tom Peters, Thrivi ving on Chaos Fail early and fail fast.

Case Study – Talent Lab

Innovation

Hire smart, develop smart and review smart People Rebel vs Clones and collective intelligence “ the right people Embrace positive conflict together can change the art of what’s ‘No brilliant jerks’ possible in an organisation”. Catch people doing things aligned to your values… and Yves Pigneur reward and celebrate it

Case Study – Talent Lab

People

organisational matrix

Questions

Final Poll

‘If you build it, they will come’ Employees Collaborators Partners Funders Audiences

Final Questions

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