What Makes Better Learners? It’s Not IQ Alone.
A Harvard Business Review article on learning as a learned behavior calls out a common mistaken belief: that leaders are born, not made. The same line of thinking extends into the notion that people are either born learners, or they’re not. This is what makes many shrug their shoulders and resign to believing that since they are poor or slow learners, why bother learning? If you’re a manager with employees who are knee-deep in the quicksand of a stuck mindset just like this, there is hope.
Learning Requires Strategy; Not Just IQ
The HBR article revealed findings from studies that when it comes to learning something new, having a bag of learning strategies can be more important than natural born intelligence. In other words, it doesn’t come down to IQ alone. With a strategic approach to learning, anyone can become a better learner.
Example:
Brad wishes to enhance his public speaking skills. He identifies a clear objective for himself:
To become a confident and engaging public speaker within six months, capable of delivering compelling presentations to diverse audiences.
He then sets out his action steps:
Needs Assessment: He conducts a self-assessment and seeks feedback from peers to pinpoint specific areas of weakness in public speaking, such as nervousness, lack of structure, or ineffective delivery techniques.
Structured Learning Plan: He breaks down the overarching goal into smaller, manageable milestones. He allocates time each week for practice sessions, study materials, and attending relevant workshops or courses. In gathering his study materials, he explores a variety of resources, including books, online courses, TED Talks, and podcasts to learn new techniques and stay updated on industry best practices.
Application & Assessment: He dedicates consistent time to practice speaking in front of a mirror, recording presentations for self-assessment, and participates in speaking opportunities such as Toastmasters and local community events. He enlists the support of a mentor who is a public speaking coach who can provide personalized guidance, feedback, and accountability throughout the learning journey.
Learning to learn better begins with outlining tangible objectives for gaining skills or expertise. Extensive research corroborates the fact that individuals with well-defined goals consistently outperform those with vague aspirations (e.g. “This year, I’d like to be a better manager”). The next step is to devise action steps to realize these aims. In essence, two questions must be answered: What is the goal, specifically? What are my action steps? Consider the scenario on the right and examples of how Brad, who wishes to grow as a public speaker, answers these questions.
As a HR manager, department manager, or someone whose role it is to steward the talent development of your organization’s people, if you equip your teams with a strategic approach to learning, you can expect to see better knowledge retention and longer lasting results with your next training program.
Learning Improves Through Self-Awareness
Behavioral science defines metacognition as the process of “thinking about thinking”. It involves awareness and understanding of one’s thought processes, as well as the ability to regulate and control these processes to optimize learning and problem-solving. In the context of learning, metacognition encompasses self-awareness, self-monitoring, self-regulation, and self-reflection.
It asks questions like, “Do I really understand this?”, “Can I explain this concept to someone else?”, “Do I need to check my understanding with a mentor?”, “How can I apply this knowledge?”, and “What are some opportunities to practice what I’ve learned?”
By fostering self-awareness and mindfulness, employees gain the ability to monitor and adjust their learning strategies for optimal results. This heightened sense of self-awareness not only enhances learning outcomes but also empowers employees to take ownership of their professional development journey.
Learning Deepens Through Reflection
Reflection is the cornerstone of effective learning and development. In the race to achieve outcomes and meet the business bottom-line, it would be a critical error to neglect time for reflective practice. Have you ever noticed that you learn something better after the moment you learned it? Ever had your best ideas come to you while enjoying a shower? The point is: we learn best when there are calm opportunities to reflect on what we’ve learned.
Managers can guide employees in harnessing the power of reflective practice to glean insights from past experiences and chart a course for future success. Through journaling, peer discussions, and structured feedback sessions, employees gain a deeper understanding of their strengths, weaknesses, and areas for growth.
Conclusion
In today’s business landscape, continuous learning is no longer just an advantage, or added benefit; it’s a survival necessity. As organizations strive to maintain their competitive edge amid constant change, the role of managers in fostering professional development has never been more crucial. Based on the insights we’ve shared on learning above, managers can be assured that professional development is suitable and beneficial for every employee.
At Luminar, we specialize in partnering with managers to design customized training programs that unleash the full potential of their teams. From targeted upskilling workshops to professional growth coaching, our experienced consultants worldwide deliver measurable outcomes that drive lasting impact.
Take the next step in transforming your team's professional development journey by scheduling a consultation with us today.