A growth mindset knows no boundaries
Nurture Marketing Specialist at Kineo APAC
As a leader of professional development in your organisation, you deeply understand that a growth mindset is synonymous with success.
People are our greatest asset, and, in the context of learning, organisations need to have a laser focus as opposed to a flashlight focus (as Michael Jordan is famed for similarly announcing).
The learning industry has been discussing best practice around measuring impact that will affect real positive change across the business. An underpinning consideration here is before even thinking about 'upskilling' you need to deal with any stress and overload in the workplace first. When your people are excessively busy there is no mission. However in contrast, when individuals have space to be more mindful about their focus, they tend to be much more productive, and the focus aligns with the organisation's objectives. Team collaboration reinforces shared business goals and will maintain the purposeful navigation too.
Having had the pleasure of wisdom from an impressive corporate who’s-who list of L&D leaders presenting at the recent L&D Leader Summit in Sydney, there has been a resounding commonality.
Speakers presented about the importance of encouraging individuality and acknowledging learning preferences, along with investment to nurturing a growth mindset in our talent, especially given diminishing hierarchical structures.
Leadership is getting approached from the bottom rather than the top, and although that brings many positives, a flat organisational structure can bring a perceived challenge of nowhere to progress to.
Not he who is richest that wins.
A particularly interesting data summary came from CBRE’s Ingrid Massey, Head of Learning & Development – Pacific, following an extensive career development and measurement of success survey to all CBRE employees. Most respondents shared that relationships (4/5) and health (3/5) are more important factors in the company loyalty piece, well over and above career (1/5) and financial gain (1/5). Of note, 55% of CBRE’s workforce are millennials.
Creating a learning journey?
The ‘forgetting curve’ tells us that a staggering 50% of learning retention is lost after the first hour of formal learning. As an L&D Leader our job is to keep the learning alive by increasing application and help people become active learners. We need to stop killing the momentum (lack of) of learning, ditch implicit biases, and be more creative and inclusive with colleagues.
Hidden Forces at Work: Unconscious Bias in Learning (published in trainingindustry.com) examines the mass of information we are simultaneously exposed to and how to mitigate unconscious bias in workplace;
| Neurologists estimate that we are exposed to as many as 11 million pieces of information at any one moment, but our conscious brains can only functionally deal with about 40 of them. That gap in the data that needs processing? That’s where our unconscious selves get to work, analysing the 99.999999996 percent of the data that our conscious minds can’t get to. So, as humans, the question we should ask ourselves isn’t, “Do I have unconscious bias?” but rather, “What unconscious biases do I have?”
To accomplish a growth mindset ‘Know thyself’ psychology tools and insights are emphatically useful and help to gain a better understanding of ourselves in essential areas that impact our workplace effectiveness and our lives. Gathering this self-knowledge will provide direction, help with focus and unveil the areas requiring work;
Read more about this exercise that spans;
- understanding others
- connecting and moving forward
Evaluating learning impact with a growth mindset
It’s apparent that we are continuing to work with old style learning evaluation tick box assessments. We don’t learn from multiple choice tests. Assessments should teach us about learning and future goals, not what we could have done better.
Set up for learning impact with a ‘feedforward’ not back mentality. Accelerate learning with reflective practice. Ask questions and adopt a collaborative assessment strategy. Further bitesize testing of the learning along with a little supplementary reading will incrementally harness the learning for long term benefit and alleviate issues we posses with the forgetting curve.
Best foot forward. What’s next?
It’s genuinely a pivotal point in leadership where we are on the cusp of exciting reformation in workplace professional development. Take on board these outtakes from APAC L&D tier 1 business leaders across APAC when developing a growth mindset in your organisation.
- Uncover the ‘gainer’ and ‘drainer’ tasks that form a large portion of everyday jobs.
- Use an open creative and inclusive approach to engaging your individuals and build a positive culture.
- Psychology is synonymous with a learning and growth mindset.
- Keep common objectives inclusive to eradicate silos.
- Small learning goals equals better learning impact
- Corporate brands that are future-fit work to a 60/20/10/10 approach to their learning and personal development strategies which also embraces health and wellbeing.