It Starts at the Top: Why Leaders Make the Difference in a Learning Culture

Why Leaders Make the Difference in a Learning Culture

Many managers see learning as something for the HR department to handle. They approve budgets for training, but then wonder why they don’t see any actual change on the work floor. According to Camiel Gielkens, CEO of Relevance, this points towards the biggest misunderstanding in corporate development. “A learning culture is not something you can outsource to HR,” Camiel says. “It’s a mindset that must be embodied by the people at the top.”

The ‘do as I say’ trap

There’s often a disconnect between what leaders say and what they do. They encourage their employees to be innovative and curious, but their own schedules are so packed that they never show any signs of learning themselves. Camiel notes that this sends a clear, but damaging, message: “If the boss doesn’t have time to learn, then learning must not be real work. As a result, employees will prioritize their daily tasks over their development every single time.”

Leading by example

If the CEO is not curious, there’s very little chance that the organization will be. It’s up to the leadership to create the kind of open and free environment where people are allowed to ask questions, fail and experiment.

The most effective leaders in a learning culture are not the ones with all the answers, but the ones with the best questions. They show that they’re also in a constant state of evolution. At companies like IKEA and Schiphol, we see that the leadership’s active involvement is the engine of change.

It starts with vulnerability, Camiel explains. “A leader who admits they are struggling with a new technology or asks their team for feedback on a decision creates a safe space for everyone else. When you model curiosity, you give your entire organization the permission to be curious too.”

Validating learning as productive work

A crucial role for any leader is to explicitly validate learning as a productive activity. It’s about changing the definition of what it means to be working. When an employee is staring out the window and reflecting on a project, or reading an article to sharpen their skills — they shouldn't feel like they’re slacking off.

Camiel advises leaders to be very clear about this. “Leaders must create the mental space for growth,” he says. “This means confirming that thirty minutes spent on reflection is just as valuable to the company as thirty minutes spent on email. When you protect that space for your team, you’re building long term resilience.”

How leaders can start today

To turn your leadership team into a catalyst for a learning culture, you can start with these steps:

• Share your own lessons: Start your next team meeting by sharing one thing you recently learned or a mistake you made.

• Be present: When employees are starting a new course or training program, be there at the start to provide them with the clear urgency of why this is important now.

• Ask for feedback: Regularly ask your team: “What can I do to better support your development?”
  

• Protect the time: Ensure that your team has the actual time to experiment and reflect, and hold them accountable for their growth, not just their output.

By taking the lead, you’re ensuring that learning becomes part of the company's DNA, rather than just another item on the HR agenda.

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About Relevance

Relevance is the in company training partner of Schouten Company and has been a specialist in leadership and talent development for over forty years. With an international network of more than nine hundred facilitators and over one hundred thousand participants each year, Relevance helps organizations make leadership tangible, applicable, and future-ready. Always personal, always adaptive, and always evidence-based.