“Leaders are more powerful role models when they learn than when they teach,” wrote Harvard professor Rosabeth Kantor. Learning leaders learn for learning’s sake—they get an adrenaline rush out of always honing their skills, enhancing their understanding, and deepening their wisdom. Learning leaders are restless, hungry souls never satisfied with what they know because they appreciate the fact that antiquated is just around the corner and obsolete is just down the hall. Most of all they create a curiosity culture by learning out loud.
A culture that values curiosity is one that is inventive and exciting. Walk into the headquarters of USAA in San Antonio, Zappo’s in Las Vegas, or Apple Computer in Cupertino, California, and you can feel the heat of originality cooking in the organizational oven. What you later learn in these settings is that you are in a place with an everlasting focus on perpetual growth.
When Arie de Geus author of The Living Company wrote, “Your ability to learn faster than your competition is your only sustainable competitive advantage,” he was speaking of the power of the hunt for insight, not the glorification of the attainment of competence. What are the factors common in a “discovering organization” and what do learning leaders do to foster such a culture?
Learning leaders communicate a clear, compelling purpose
A stroll through Universal Studios Hollywood with theme park president Larry Kurzweil says a lot about his priorities. He warmly greets guests, asks if they are having a great time, and picks up trash. Bill Marriott, chairman of Marriott Corporation, is passionate about the nobility of service to hotel guests. It is not unusual for a hotel guest to get zealously queried about their experience by Marriott in the hotel lobby or elevator. Kurzweil and Marriott both know that observation is more powerful than conversation—what people see leaders do is more important than what they hear leaders say.
Learning leaders demonstrate their passion for learning by constantly asking questions of managers and employees about the customers’ experience, progress on projects, and adventures in new business. And, the query is borne of sincere interest and curiosity, not a “check up” inquisition. They look for every opportunity to learn and to communicate to employees through their actions that searching for what is unknown is as important and valuable as acting on what is known. Most importantly, the theme of their questions always reflects a clear, compelling vision and purpose.
Learning leaders tell stories
One of the most powerful tools learning leaders use to sincerely communicate a clear, compelling purpose is storytelling. Stories are memorable and rich in their capacity to convey meaning. Stories also stir inquisitiveness. It is that trait—inquisitive pursuit of purpose—that inspires and cultivates frontline employees to become customer mentors. Stories instruct everyone on focus and direction.
Stories telegraph a set of norms or mores unique to the organization. When Southwest Airlines employees tell stories of retired CEO Herb Kelleher hiding in the luggage bin to surprise passengers as they entered the plane, they are really saying, “We are supposed to have fun.” When FedEx employees tell the story of a West coast frontline employee authorizing a private jet to transport a piece of equipment needed to rescue little Jessica McClure trapped in a well in Texas, they are really saying, “We are empowered to make decisions on behalf of our customers.”
Just as great teachers have always used stories to foster learning, learning leaders tell stories to serve as the glue to mold a gathering of people into a partnership of colleagues.
Learning leaders deliver target-seeking feedback
“Honest criticism,” wrote Franklin Jones, “is hard to take, particularly from a relative, a friend, an acquaintance, or a stranger.” Yet feedback is vital to lending direction to human energy. It is also crucial to fostering a discovery-oriented atmosphere.
Target-seeking feedback carries the connotation that feedback not only fuels, it inspires. Target-seeking feedback is delivered in the future perfect tense. Instead of historical statements of fact, learning leaders ask honest self-reflecting questions of promise. Rather than delivering proof, feedback attempts to unearth potential. Instead of an accusatory “You were in error when you…,” target-seeking feedback asks, “What might be the impact of your...?” Traditional feedback looks back; target-seeking feedback leans forward.
Learning leaders set a powerful tone when they show that they are willing to “learn out loud” as well as encourage others in never-ending discovery. Organizations populated by learning leaders win in the marketplace because they have products and services more innovative, strategic moves more agile, and employees more enthusiastic.
