We are officially halfway through our series on Leveraging Adult Learning Principles at work. If you are just now seeing the series, make sure to check out Leveraging the “Need to Know” Principle in Everyday Workplace Communication and Harnessing Intrinsic Level of Motivation at Work. Today, we tackle the principle of Readiness to Learn.
Closely aligned with the “Need to Know” principle, “Readiness to Learn” takes on the perspective of being prepared to invest in learning because it will make us better and help us solve problems. I like to think of being ready to learn as the next step beyond the need to know. Once we establish the need and gauge importance, we want to be prepared to put learning into action because we can see that learning will be the pathway to desired results and achievement.
Learning organizations can apply the Readiness Principle by organically integrating it into everyday problem-solving and team activities. This may include project debriefs, brainstorming sessions, and mentoring programs. When communication and feedback are flowing, managers can capitalize on the Readiness to Learn principles to move the needle from the point of established relevance to sparking action for individuals and teams.
Personally and professionally, I value this principle when applied to goal setting and career development. It’s about what benefits us, but with a strategic twist. Setting the vision of our career goals takes alignment and readiness. These two elements will typically create actions and boost motivation to actually do the things that will get us to where we want to be.
Here are a few ideas to consider when applying the Readiness to Learn Principle to goal setting and carer readiness.
- Have career development conversations. When managers initiate conversations with their team members to identify strengths, skills, and what the career trajectory within the organization looks like, employees are given the chance to open up about their interests and goals. Creating a direct connection between gaining new knowledge and experiences and their personal or professional aspirations creates alignment in individualized development plans and when setting performance goals.
- Connect the dots. Illustrate how organization-wide, interdepartmental, and multi-functional projects can lead to acquiring new knowledge and experience that builds expertise and expands influence. Many times, when new opportunities are introduced, they may appear like just something else added to the employee’s plate. Sometimes, this is the case, but not always. New meaning can be attached to broader tasks and projects through the Readiness to Learn lens.
- Encourage curiosity. Doing so stems from fostering a learning mindset. When employees are inspired to try new ideas, empowered to learn from failures, and have the autonomy to determine what comes next, they will continue to problem-solve, embrace innovation, and take initiative. Whether it’s to refine a best practice or implement a new strategy, curiosity is an integral part of their success and development.
The Readiness to Learn principle allows us to step out of the monotony of just another day at the office. Organizations can create a more engaged, adaptable, and innovative workforce by integrating learning into team activities, aligning it with career growth, and promoting curiosity. When employees recognize that learning is not just a one-and-done training session but an ongoing process and tool that enhances their professional and personal growth, they are more likely to be ready to embrace opportunities for meaningful development.
