Continuous Learning Culture in Organizations

This week, I facilitated a manager workshop on how to grow and develop people and teams. One question sparked a great conversation: “How do you develop your people outside of formal programs?” It’s a great question. IMO, one of the highest leverage actions a leader can take is making small, but consistent actions to develop their people. While formal learning experiences absolutely a role, there are far more opportunities for growth outside of structured settings from an hours in the day perspective. Helping leaders recognize and embrace this is a major opportunity. I introduced the idea of Practices of Development (PODs) aka small, intentional activities integrated into everyday work that help employees build skills, flex new muscles, and increase their impact. Here are a few examples we discussed: 🌟 Paired Programming: Borrowed from software engineering, this involves pairing an employee with a peer to take on a new task—helping them ramp up quickly, cross-train, or learn by doing. 🌟 Learning Logs: Have team members track what they’re working on, learning, and questioning to encourage reflection. 🌟 Bullpen Sessions: Bring similar roles together for feedback, idea sharing, and collaborative problem-solving, where everyone both A) shares a deliverable they are working on, and B) gets feedback and suggestions for improvement 🌟 Each 1 Teach 1:  Give everyone a chance to teach one work-related skill or insight to the team. 🌟 I Do, We Do, You Do:Adapted from education, this scaffolding approach lets you model a task, then do it together, then hand it off. A simple and effective way to build confidence and skill. 🌟 Back Pocket Ideas:  During strategy/scoping work sessions, ask employees to submit ideas for initiatives tied to a customer problem or personal interest. Select the strongest ones and incorporate them into their role. These are a few examples that have worked well. If you’ve found creative ways to build development opportunities into your employees day to day work, I’d love to hear what’s worked for you!

🤔 How might you infuse more experiential elements into even the most standard Q&A session? This was my question to myself when wrapping up a facilitation course for a client that included a Q&A session. I wanted to be sure it complemented the other experiential sessions and was aligned with the positive adjectives of how participants had already described the course. First and foremost - here is my issue with Q&As: 👎 They are only focused on knowledge transfer, but not not memory retention (the brain does not absorb like a sponge, it catches what it experiences!) 👎 They tend to favor extroverts willing to ask their questions out loud 👎 Only a small handful of people get their questions answered and they may not be relevant for everyone who attends So, here is how I used elements from my typical #experiencedesign process to make even a one-directional Q&A more interactive and engaging: 1️⃣ ENGAGE FROM THE GET-GO How we start a meeting sets the tone, so I always want to engage everyone on arrival. I opted for music and a connecting question in the chat connected to why we were there - facilitation! 2️⃣ CONNECTION BEFORE CONTENT Yes, people were there to have their questions answered, but I wanted to bring in their own life experience having applied their new found facilitation skills into practice. We kicked off with breakout rooms in small groups to share their own experiences- what had worked well and what was still challenging. This helped drive the questions afterwards. 3️⃣ MAKE THE ENGAGEMENT EXPLICIT Even if it was a Q&A, I wanted to be clear about how THIS one would be run. I set up some guidelines and also gave everyone time to individually think and reflect what questions they wanted to ask. We took time with music playing for the chat to fill up. 4️⃣ COLLABORATIVE LEARNING IS MOST IMPACTFUL Yes, they were hoping to get my insights and answers, however I never want to discredit the wisdom and lived experience in the room. As we walked through the questions, I invited others to also share their top tips and answers. Peer to peer learning is so rich in this way! 5️⃣ CLOSING WITH ACTIONS AND NEVER QUESTIONS The worst way to end any meeting? "Are there any more questions?" Yes, even in a Q & A! Once all questions were answered, I wanted to land the journey by asking everyone to reflect on what new insights or ideas emerged for them from the session and especially what they will act upon and apply forward in their work. Ending with actions helps to close one learning cycle and drive forward future experiences when they put it to the test! The session received great reviews and it got me thinking - we could really apply these principles to most informational sessions that tend to put content before connection (and miss the mark). 🤔 What do you think? Would you take this approach to a Q&A? Let me know in the comments below👇 #ExperienceLearningwithRomy

Psychological safety is crucial for manager development programs. Here's how learning designers can create safer spaces for learning. It's hard for leaders to admit not knowing something. However, this vulnerability is essential to up-skilling and learning. That's where psychological safety comes in. Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. Here's how to design manager development programs that prioritize psychological safety: ⚽️ Normalize Practice. There's a common misconception that you're born a great manager. But this is a skill! That means practicing hard conversations, strategy plans, and more. Learning leaders can normalize practice by... ↳ Designing role play environments around real-life manager situations ↳ Encouraging HRBPs to drive practice, not just answers ↳ Teaching managers which situations require preparation and practice 👋 Design Peer Spaces. Management isn't a solo sport and every manager goes through the same situations without realizing it. Peer-to-peer environments can help. Learning leaders can lean on peer-to-peer spaces by... ↳ Designing manager support groups and discussion spaces ↳ Setting clear rules around confidentiality and not recording sessions ↳ Encouraging not knowing and asking for help ⭐️ Model Vulnerability. Managers can feel the pressure to know everything and often rush to answer questions or situations. This is where mistakes happen. Learning leaders can model vulnerability by... ↳ Defining great leadership as an always-learning state ↳ Celebrating good questions, pausing to get back, and asking for help ↳ Showing various avenues where managers can ask questions 🙌 Admit Mistakes. Managers can also feel the pressure to be perfect given the high stakes. But no one's perfect! Learning leaders can celebrate mistakes by... ↳ Thanking managers when they bring up mistakes or errors ↳ Teaching managers how to own up to mistakes and find solutions w/ teams ↳ Showing how humility and apologies can build trust and rapport 🌱 Drive Mentorship. Your experienced leaders are your best resource for manager development. Learning leaders can lean on mentorship by... ↳ Creating mentorship programs and matching for newer managers ↳ Teaching mentors how to run sessions and build safety in their 1:1s ↳ Teaching managers what kinds of questions they can bring to mentors 🌱 Build HRBP Trust. Your HRBPs are there for a reason, but it only works with trust! Learning leaders can build HRBP trust by... ↳ Teaching managers what kinds of questions HRBPs can help with ↳ Building deeper touch points between HRBPs and their populations ↳ Celebrating when managers ask for help How do you build safe spaces for learning? Let us know in the comments! #learninganddevelopment #leadership #management #hr #peopleops

📈 Unlocking the True Impact of L&D: Beyond Engagement Metrics 🚀 I am honored to once again be asked by the LinkedIn Talent Blog to weigh in on this important question. To truly measure the impact of learning and development (L&D), we need to go beyond traditional engagement metrics and look at tangible business outcomes. 🌟 Internal Mobility: Track how many employees advance to new roles or get promoted after participating in L&D programs. This shows that our initiatives are effectively preparing talent for future leadership. 📚 Upskilling in Action: Evaluate performance reviews, project outcomes, and the speed at which employees integrate their new knowledge into their work. Practical application is a strong indicator of training’s effectiveness. 🔄 Retention Rates: Compare retention between employees who engage in L&D and those who don’t. A higher retention rate among L&D participants suggests our programs are enhancing job satisfaction and loyalty. 💼 Business Performance: Link L&D to specific business performance indicators like sales growth, customer satisfaction, and innovation rates. Demonstrating a connection between employee development and these outcomes shows the direct value L&D brings to the organization. By focusing on these metrics, we can provide a comprehensive view of how L&D drives business success beyond just engagement. 🌟 🔗 Link to the blog along with insights from other incredible L&D thought leaders (list of thought leaders below): https://lnkd.in/efne_USa What other innovative ways have you found effective in measuring the impact of L&D in your organization? Share your thoughts below! 👇 Laura Hilgers Naphtali Bryant, M.A. Lori Niles-Hofmann Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Christopher Lind

If your team is playing it safe, the culture is louder than the training. I worked with a team that had great onboarding.  The decks were perfect.  The product was solid. But the reps weren’t applying what they’d learned. Why? Because the moment they made a mistake, they were corrected. Not coached.  So they shut down.  Played it safe.  Stopped trying. We flipped the culture. Every manager started asking,  “What did you try this week that didn’t work?” Not to punish.  To normalize growth. It changed the room. Coaching became real.  Wins got shared.  Failure became part of the rhythm. And results followed. You can’t have performance without permission.  If you want reps to grow, build a culture where it’s safe to stretch.

Most teams aren’t unsafe— they’re afraid of what honesty might cost.👇 A confident team isn’t always a safe team. Real safety feels like trust without fear Psychological safety isn’t about being nice. It’s about building an environment where truth can exist — without penalty. Where people speak up because they believe they’ll be heard, Not just to be loud. Here’s how to create a space where honesty doesn’t feel risky: 10 Ways to Foster Psychological Safety in Your Team 1️⃣ Acknowledge mistakes openly ↳ Normalize imperfection so everyone feels safe owning up. 2️⃣ Ask for feedback on your own performance ↳ Leaders go first. 3️⃣ Celebrate questions, not just answers ↳ Curiosity signals trust. 4️⃣ Pause for the quiet voices ↳ “We haven’t heard from X yet. What do you think?” 5️⃣ Replace blame with ‘Let’s find the cause’ ↳ Shift from finger-pointing to problem-solving. 6️⃣ Speak last in discussions ↳ Let others lead; you’ll hear their raw perspectives. 7️⃣ Reinforce confidentiality ↳ Discuss ideas without fear they’ll be shared publicly. 8️⃣ Encourage respectful dissent ↳ Conflicting views spark creativity. 9️⃣ Admit you don’t know ↳ Authenticity paves the way for others to do the same. 🔟 Offer thanks for honest feedback ↳ Show appreciation for candor, even if it stings. 1️⃣1️⃣ Set clear expectations for respectful communication ↳ Clarity creates comfort and consistency. 1️⃣2️⃣ Create space for personal check-ins, not just work updates ↳ Human connection builds trust faster than status updates. 1️⃣3️⃣ Invite rotating team members to lead meetings ↳ Empowering others signals trust and grows confidence. 1️⃣4️⃣ Support team members who take thoughtful risks ↳ Reward courage even when outcomes aren’t perfect. 1️⃣5️⃣ Recognize effort and growth, not just outcomes ↳ Celebrate the process, not just the win. Psychological safety doesn’t grow from good intentions, It grows from repeated proof that honesty matters more than perfection. ❓ Which one will you try first? Let me know in the comments. ♻️ Repost to help your network create safer, more trusting workplaces. 👋 I write posts like this every day at 9:30am EST. Follow me (Dr. Chris Mullen) so you don't miss the next one.

𝗜𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗶𝗻𝗴 𝗦𝗼𝗰𝗶𝗮𝗹 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗜𝗻𝘁𝗼 𝗬𝗼𝘂𝗿 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 & 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 🌐 Feeling like your learning initiatives are isolated and disconnected from real-world application? You’re not alone. Traditional learning methods often fall short when it comes to practical application, leaving employees struggling to effectively use new skills and knowledge in their roles. 📌 The cost of inaction? Employees may fail to apply what they’ve learned, leading to wasted training resources and a workforce that isn’t fully equipped to meet the challenges of their roles. Here’s how you can revolutionize your L&D strategy by integrating social learning: 🎯 Collaborative Platforms: Utilize tools like Slack, Microsoft Teams, or Yammer to create spaces where employees can share insights, ask questions, and collaborate on projects. These platforms facilitate real-time communication and foster a culture of continuous learning. 🎯 Peer Discussions: Encourage regular peer-to-peer discussions and knowledge sharing sessions. This could be through lunch-and-learn events, study groups, or online forums. When employees discuss what they’ve learned with peers, it reinforces their understanding and highlights practical applications. 🎯 Real-World Problem-Solving Activities: Incorporate case studies, role-playing scenarios, and group projects into your training programs. These activities provide employees with opportunities to apply new skills in a controlled, yet realistic, environment, bridging the gap between learning and application. 🎯 Mentorship Programs: Pair less experienced employees with seasoned mentors. This not only helps in skill transfer but also fosters a supportive learning environment where employees feel comfortable seeking guidance and feedback. 🎯 User-Generated Content: Encourage employees to create and share their own training materials, such as how-to videos, blog posts, or presentations. This not only democratizes the learning process but also allows for diverse perspectives and insights. 🎯 Social Media Integration: Leverage social media platforms to enhance learning. Create private groups on LinkedIn or Facebook where employees can share articles, insights, and experiences related to their roles. By integrating social learning into your L&D strategy, you’ll create a more dynamic, interactive, and practical learning environment. This approach not only boosts engagement but also ensures that employees can effectively apply their new skills and knowledge in real-world scenarios. What innovative strategies have you implemented to integrate social learning in your organization? Share your experiences in the comments! ⬇️ #LearningAndDevelopment #SocialLearning #EmployeeTraining #ContinuousLearning #Collaboration #WorkplaceInnovation

*** SPOILER *** Some early data from our 2025 LEADx Leadership Development Benchmark Report that I’m too eager to hold back: MOST leadership development professionals DO NOT MEASURE LEVELS 3&4 of the Kirkpatrick model (behavior change & impact). 41% measure level 3 (behavior change) 24% measure level 4 (impact) Meanwhile, 92% measure learner reaction. I mean, I know learner reaction is easier to measure. But if I have to choose ONE level to devote my time, energy, and budget to… And ONE level to share with senior leaders… I’m at LEAST choosing behavior change! I can’t help but think: If you don’t measure it, good luck delivering on it. 🤷♂️ This is why I always advocate to FLIP the Kirkpatrick Model. Before you even begin training, think about the impact you want to have and the behaviors you’ll need to change to get there. FIRST, set up a plan to MEASURE baseline, progress, and change. THEN, start training. Begin with the end in mind! ___ P.S. If you can’t find the time or budget to measure at least level 3, you probably want to rethink your program. There might be a simple, creative solution. Or, you might need to change vendors. ___ P.P.S EXAMPLE SIMPLE WAY TO MEASURE LEVELS 3&4 Here’s a simple, data-informed example: You want to boost team engagement because it’s linked to your org’s goals to: - improve retention - improve productivity You follow a five-step process: 1. Measure team engagement and manager effectiveness (i.e., a CAT Scan 180 assessment). 2. Locate top areas for improvement (i.e., “effective one-on-one meetings” and “psychological safety”). 3. Train leaders on the top three behaviors holding back team engagement. 4. Pull learning through with exercises, job aids, monthly power hours to discuss with peers and an expert coach. 5. Re-measure team engagement and manager effectiveness. You should see measurable improvement, and your new focus areas for next year. We do the above with clients every year... ___ P.P.S. I find it funny that I took a lot of heat for suggesting we flip the Kirkpatrick model, only to find that most people don’t even measure levels 3&4…😂