Constant Learning Results In Continual Improvements

Constant learning results in continual improvements. On one level, this seems elementary and a statement of the obvious. But as the late Richard Farson reminded us, “Nothing is as invisible as the obvious.” The desired outcome or result of constant learning should be continual improvements. For me, this is the root of operational excellence.

However, when most people in leadership positions focus on constant learning, this translates into reading books and articles, going to short workshops and long trainings, and going to seminars and conferences. I firmly believe these are a helpful beginning, but they do not always translate into specific improvements. They do not always translate into long term changes in mindset, skillset, or behaviors.

When continual improvements do take place, they are the result of structured actions, such as debriefing a workshop and choosing to implement a lesson learned over a set period of time. When we build the infrastructure for learning to be translated into improvements, then it will happen consistently over time.

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn,” writes the futurist and philosopher Alvin Toffler in Future Shock (1970). I think our challenge is that all of us suffer from two things:

- Confirmation Bias: seeing what we expect to see

- Desirability Bias: seeing what we want to see

We have to remember that “… the purpose of learning isn’t to affirm our beliefs; it’s to evolve our beliefs,” notes Adam Grant in his book, Think Again: The Power of Knowing What You Don’t Know (Viking, 2021). Therefore, as leaders, we must continually evolve our beliefs. Clarity comes from learning, unlearning and relearning. As Grant continues, “The curse of knowledge is that it closes our minds to what we don’t know.” Therefore, we must embrace intellectual humility and curiosity.

In order to have the space, time and to feel safe in our learning, unlearning and relearning, we also need to take care of our well being. This is more than stress management. I think it is time we expand our definition of well being to include intra-being, i.e seeking internal wholeness and inner unity of mind, body and spirit, and to include the concept of inter-being from Buddhism, i.e. seeking wholeness and unity with others and the natural world. This is unity at the individual level and at the group level. It is the recognition and understanding of our common, shared humanity. It is the realization that we are interdependent with each other and with the natural world

True learning, unlearning and relearning is hard work. It is challenging work. It is powerfully courageous work. And it is something we must do day after day, week after week, month after month, and year after year. Because the journey is the destination. 

Happy New Year! I will be back in touch with you on January 9. Until then, many blessings to you and yours as you wrap up this year and enter the new year.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates