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Learning & Development has never been more insitent
The call for individuals and organizations alike to invest in learning and development has never been more insistent. The World Economic Forum recently declared a reskilling emergency as the world faces more than one billion jobs transformed by technology. Even before COVID-19 emerged, the world of stable lifetime employment had faded in the rearview mirror, replaced by the expectation that both executives and employees must continually refresh their skills. The pandemic has only heightened the urgency of doubling down on skill building, either to keep up with the speed of transformation now underway or to manage the particulars of working in new ways.
Despite this context—and the nearly constant refrain for people to adapt to it by becoming lifelong learners—many companies struggle to meet their reskilling goals, and many individuals struggle to learn new and unfamiliar topics effectively. We believe that an underlying cause is the fact that so few adults have been trained in the core skills and mindsets of effective learners. Learning itself is a skill, and developing it is a critical driver of long-term career success. People who have mastered the mindsets and skills of effective learning can grow faster than their peers and gain more of the benefits from all the learning opportunities that come their way.
This article, supported by research and our decades of experience working as talent and learning professionals, explores the core mindsets and skills of effective learners. People who master these mindsets and skills become what we call intentional learners: possessors of what we believe might be the most fundamental skill for professionals to cultivate in the coming decades. In the process they will unlock tremendous value both for themselves and for those they manage in the organizations where they work.
Unlocking intentionality
Formal learning opportunities account for only a small percentage of the learning a professional needs over the course of a career. Everyday experiences and interactions offer tremendous learning opportunities, but only if you intentionally treat every moment as a learning opportunity. While intentional learners embrace their need to learn, for them learning is not a separate stream of work or an extra effort. Instead, it is an almost unconscious, reflexive form of behavior. Learning is the mode and mindset in which intentional learners operate all the time. Although they are experiencing all the same daily moments anyone else might, they get more out of those opportunities because everything—every experience, conversation, meeting, and deliverable—carries with it an opportunity to develop and grow.
Each of us can become an intentional learner. There are two critical mindsets (or things you need to believe) and five core practices (or behavior that collectively reorients you toward learning in everything you do). It’s not as hard as it sounds; in fact, you’re probably doing some of these already.
Foster learning by adjusting two critical mindsets
Mindsets are powerful, often exerting tremendous influence on behavior, sometimes unconsciously. When built on a foundation of self-efficacy—the belief that your actions can help you achieve desired outcomes1 —two mindsets serve as especially powerful fuel for intentional learners: a growth mindset and a curiosity mindset. While some people may have a natural proclivity to these mindsets, the important thing is that they are neither fixed nor immovable. In fact, part of their power is that they can be developed.
Adopt a growth mindset
Stanford psychologist Carol Dweck’s popular work on growth suggests that people hold one of two sets of beliefs about their own abilities: either a fixed or a growth mindset. A fixed mindset is the belief that personality characteristics, talents, and abilities are finite or fixed resources; they can’t be altered, changed, or improved. You simply are the way you are. People with this mindset tend to take a polar view of themselves—they consider themselves either intelligent or average, talented or untalented, a success or a failure. A fixed mindset stunts learning because it eliminates permission not to know something, to fail, or to struggle. Writes Dweck: “The fixed mindset doesn’t allow people the luxury of becoming. They have to already be.”2
In contrast, a growth mindset suggests that you can grow, expand, evolve, and change. Intelligence and capability are not fixed points but instead traits you cultivate. A growth mindset releases you from the expectation of being perfect. Failures and mistakes are not indicative of the limits of your intellect but rather tools that inform how you develop. A growth mindset is liberating, allowing you to find value, joy, and success in the process, regardless of the outcome.
Cultivating a growth mindset can begin with shifting your inner dialogue from beliefs about your ability (a fixed mindset) to beliefs about your opportunities and needs (a growth mindset)—for example, from “I’m terrible at giving presentations” to “I need more practice presenting in front of others.” Similarly, “I’m not good enough to be promoted to supervisor” might become “I need some additional experience before I’ll be ready for promotion.” Simple restatements have a dramatic impact on what you believe about your own abilities. A fixed mindset often runs deep; it may take constant practice to reframe your default thoughts.
Feed your curiosity
Curiosity, the engine of intentional learning, can be cultivated, even in those who don’t consider themselves naturally curious. Think of curiosity as priming the pump. It’s what gets your learning started. Curiosity is awareness, an openness to ideas, and an ability to make connections between disparate concepts.
The research tells us that curiosity matters for three primary reasons. First, inspiration is strongly correlated with an intrinsic desire to learn. Curiosity sparks inspiration. You learn more and more frequently because you are curious. Second, curiosity marks the beginning of a virtuous cycle that feeds your ability as a self-directed learner. Finally, research suggests that curiosity doesn’t diminish with age, so it can serve you at any point in your career. Although your learning methods will change over time, curiosity will keep the spark of motivation alive.3
Consider a few practices to strengthen your curiosity muscle:
- Face your fears. Fear is a significant barrier to curiosity; confronting those fears can be an important way to unlock learning skills. Spend a bit of time reflecting. What prevents you from asking questions in meetings? What keeps you from trying new things? What makes you reluctant to accept new assignments? Once you name what you are afraid of, you can decide how to address it.
- Seek novel experiences and ideas. New environments, new experiences, and exposure to new groups of people can all spark curiosity. Your search for the new can be as dramatic as moving to a new country or as simple as watching a documentary on a topic you don’t know anything about. The key is to avoid stagnation by feeding your mind with something new.
- Focus on what you love. Your curiosity doesn’t have to be confined to your career—cultivating the muscle in anything you do will serve all parts of your life. Consider collecting skills and interests outside your day job. Maybe you love podcasts, build engines, coach a sports team, or play an instrument in your spare time. Whatever you love to do, do more of it.
Whatever form curiosity takes, it helps you stay open and aware, broadens your perspective, and readies you to learn. Because it looks different in every person, the best advice is to just start. Get curious. Ask questions. Find something you are interested in and try it. When you become tired, try something else, but don’t stop trying things.
Practice, practice, practice: The five core skills of intentional learners
A growth mindset and active curiosity are the fuel of intentional learning. But when you develop your learning muscles, it’s also important to modulate these forces and direct their energy effectively. Five best-practice behaviors help intentional learners get the most out of their experiences: setting goals, protecting time for learning, actively seeking feedback, conducting deliberate practice, and reflecting to evaluate yourself and determine your progress.
Set small, clear goals
Intentional learners are anchored in tangible goals, so they can use curiosity as an effective tool instead of a source of distraction. Learning-science scholars draw a bright line between a learner’s goal and the ultimate “stickiness” of learning. Learning takes hold when you can retain and use what you have learned. The stickiest kind of learning happens when you are trying to accomplish something you care about.
Capability building as a strategic advantage
One of the most important things an organization should do is understand the role between capability building and business value.
What’s the percentage of revenues you’re plowing back into your workforce? That’s something I think we’ll see in the next decade: people getting a lot more attuned to their capability-building investment. When you’re talking about the war for talent, when you talk about talent being a differentiator for companies and their performance, what’s the amount of money you’re putting into people? What’s the effectiveness you’re getting out of that? The investment includes capability building in resilience and adaptability, topical training, executive coaching, and a whole swath of things that makes your workforce a lot more effective.
apability building and learning should be a CEO-agenda-level item—a CEO- and board-level item, honestly. And they shouldn’t just think about it for themselves and their peers but think about it all the way down to the frontline employee: What capabilities are going to be absolutely critical as a competitive differentiator for our organization going forward? And then build a plan to address them.
Developing talent is job one for every leader in an organization. If there were one thing that I would recommend to all executives in this time of great external challenges, it would be to own the capability-building agenda in your organization. Own that aspect of leadership yourself, because I think it really will define the difference between winners and losers.
To thrive in a fast-changing world, leaders must treat capability building as a strategic weapon
‘A sense of personal growth’
One of the lessons that companies have learned during this pandemic is how much change is possible so quickly. That lesson has amplified the mindset within organizations that capability building is important—and that it’s critical for all employees to have a personalized learning journey. Every employee’s approach to their career should be one of excitement about being able to develop new skills and new knowledge that helps enhance their productivity all along their career path.
Sometimes people have the mindset that once they’ve built a competency in an area—it could be in customer service, pricing, accounting, or something else—their learning is done; they’ve arrived as a leader or manager. What we’re all realizing today is that for everyone, no matter how long they’ve been at a company or at what level, there’s always a next horizon of learning that’s important for them to stay current, given the speed at which business is changing. The more employers and employees embrace the idea that each person has a personalized learning journey ahead, the more successful the company will be.
For example, a customer-service organization saw more potential in its frontline employees and decided to invest in capability building. What was critical to the success of this program was that each day of learning was incorporated into employees’ daily routines and made relevant to their day-to-day success. Instead of taking place in a separate classroom, the company offered learning in the form of a mix of experiences, sometimes in small huddles of ten or 15 people, with a snack-size lesson, maybe 15 minutes. People could share information with one another and then combine that with things they learned through working one-on-one with their supervisor or manager.
Employees directly and tangibly saw their own performance improve, and many saw their compensation increase as a result. But what they noted most was their sense that they had grown in terms of personal fulfillment and enrichment; they believed they were able to live up to more of their potential. That increased their overall sense of happiness and their loyalty to the organization. Time and again, when we look at employee engagement or employee-satisfaction surveys, we see how powerful it is when people feel a sense of personal growth—when they feel equipped to do the best possible job they can.
Capability building will have a direct result on your financial performance, on your ability to compete more effectively for customers, and on employee satisfaction—so treat capability building as one of the most important strategic weapons you have. Make purposeful investment in it.
One thing that seems to hold organizations back from developing sophisticated capability-building programs is that these investments need to be immediately expensed in that year, even though the returns will be available to the company for several years. I would challenge leaders to make the direct and conscious trade-off between the capital investments that they make—which, by definition, are capitalized and then depreciated over several years—and the human-capital investments they’re making that are enabling their employees to adopt new skills for the future needs of the company.
I would encourage CEOs and CHROs [chief human-resources officers] to think clearly about investments that you’re making in your employees as having a multiyear investment return. Look at the investment in any one year against the payout of the performance shift that will come several years down the road.
Wellbeing as a skill
If people’s whole wellbeing is the best it can be, they’re going to be that much more productive at work. I’m hopeful that a new generation will show how wellbeing is a skill that can be cultivated—just like communication or leadership or problem solving.
With technology in our lives 24/7, it’s become standard to work constantly. If you don’t have your priorities straight in terms of protecting your physical and mental health, and if you don’t have a clear sense of purpose, it’s very easy to let work and other people’s priorities take over your existence. My hope is that we begin to think about wellbeing as something to practice. Individuals can test what works for them. Companies can be supportive, providing ideas, curricula, and safe spaces for people to exchange notes on what’s working. I think this is a journey that most professionals will need to start.
We may be watching a generational shift unfold. Younger generations are much more apt to share things about their personal lives with peers and with colleagues. That manifests itself in social media, of course, but also in their conduct in the workplace. And so part of being a leader in the modern world is being open to sharing more things about your personal life, your worries, stories beyond the work context. Truly authentic and empathetic leaders in the modern era know that when they show something of themselves, it invites others to do the same.
pecially a promotion. But that’s not its main goal.
How to upskill in 6 steps
Let’s explore a step-by-step process for you to upskill yourself and improve your career path.
1. Start with goal-setting
Before you start learning anything, you need to take a step back and identify your goals.
Do you have a specific career path you want to take? Are you aiming for a promotion opportunity? Is there a specific task you want to be able to achieve on your own that requires certain skills?
Knowing what your goals are will help you go in the right learning direction.
This can be anything. Perhaps you want to go from entry-level to a manager-level position. Or maybe you have the long-term goal of entering the C-suite.
2. Identify your knowledge gaps
Now that you know your goals, what is stopping you from achieving them?
These will be your knowledge gaps.
You can find out what knowledge gaps you have by consulting with people who have already achieved what you want. Ask them what skills got them to where they are.
Alternatively, you can look at job postings for the position you’re aiming for. Check out what skills the recruiters require to consider someone for the job. Compare this to your existing skills.
3. Establish an upskilling strategy for learning
With your knowledge gaps clearly identified, you can start to create a learning strategy.
Look at various education and training opportunities that can fill in your gaps. Plan out a curriculum for yourself using these resources.
What will you learn first? What will follow? Where will you learn this skill?
Consider what budget you have before choosing your upskilling options. For example, you can try lower-budget options like free courses on Coursera or a monthly subscription to a learning platform like Skillshare.
But if you have the budget for it, consider adding coaching to your curriculum so that you can get one-on-one support.
You should also plan out how you will make time for learning. For example, you may decide to spend half an hour a day learning Python after work.
4. Start learning
It’s time to put your plan into action and learn a new skill. This will take time — you can’t rush learning.
Do your best to have fun throughout the process and cultivate curiosity.
5. Practice your skills
Learning should always culminate in practice.
Find opportunities to practice what you’ve learned in real situations. For example, if you’ve just learned Python, suggest a workflow that you can automate at work and develop something for that.
If you don’t feel confident enough to make a big move yet, practice on a personal project first.
6. Never stop learning
You’ll never be done upskilling. It requires continuous learning.
Even once you achieve your goals, you can always remain open to improving yourself and pursue lifelong learning. You can practice a beginner’s mind to stay open to these opportunities.
Stay aware of any other knowledge gaps that may pop up during your continued learning. Remain adaptable so that you can fill in those gaps as your industry evolves.
Where can you apply upskilling?
There are four main areas you can upskill. Let’s break them down.
1. Digital upskilling
Digital upskilling is one of the most important applications of upskilling. As new technology appears in the workforce, so does a need for relevant skills.
As digital transformation changes every industry, it’s important to fill in knowledge gaps so you don’t fall too far behind.
During the COVID-19 pandemic, 1 in 3 American workers either had limited digital skills or none at all. This means there’s a large skill gap in the workforce.
Here are some digital skills you can work on:
- Programming
- Social media
- Digital marketing
- Digital literacy
- Information technology
- Web development
- Software development
- Ability to delegate
- Motivation (and the ability to motivate others)
- Ability to provide constructive feedback
- Honesty
- Risk-taking
- Loyalty and commitment
- Resilience
- Interpersonal skills
- Curiosity
- Creativity
- Communication
- Collaboration
- Persuasion
- Adaptability
- Emotional intelligence
2. Leadership
Developing leaders is crucial for organizations.
Leaders do well in management positions and can help bring out the best in a workforce. As a result, many organizations value leadership skills.
These include:
3. Soft skills
Soft skills are necessary skills to interact with others and stay productive at your job.
These are often more difficult to pinpoint than hard skills. They also take more time and commitment to develop.
Some examples of valuable soft skills include:
4. Analytics
Analytical skills involve anything relating to data science, statistics, research analysis, and other similar fields.
According to the U.S. Bureau of Labor Statistics, occupations that require analytical skills are some of the fastest-growing occupations right now.
For example, statisticians are predicted to grow at a rate of 35% between 2019 and 2029.
Here are some analytic skills you should consider upskilling:
- Problem-solving
- Inductive and deductive reasoning
- Research
- Data science
- Business analysis
- Critical thinking
Start upskilling to master your career path
Upskilling yourself doesn’t just make you better at your job, it helps your personal development. Upskilling can also help build out your organization’s talent marketplace. Learn to be a continuous learner and you’ll be better at life.
It keeps you relevant in a fast-changing digital world.
The world is changing quickly, and with it, the future of work.
Even if you’re highly trained and educated, your industry will keep changing and require constant adaptation.
Upskilling yourself is the solution to this problem. You can evolve your skills to keep up with the changes in your industry and further your career.
Let’s explore what upskilling means and how you can apply it to your own career.
Upskill meaning: What is the upskilling definition?
Upskilling is the process of learning new skills that your organization needs to succeed now and in the future. By teaching yourself these missing skills (or taking a class), it closes the gap between what employees can do and what the organization needs them to do.
Upskilling can help an organization remain competitive in a quickly changing environment.
This skill gap is caused both by an aging workforce and rapid developments in technology.
4 upskilling techniques you can use right now
1. Virtual courses and online learning
Gone are the days when you needed to show up in a classroom to learn something new.
Nowadays, you can access virtual courses to upskill your qualifications. This means that you can work on learning something new whenever you have time.
2. Microlearning
Microlearning is exactly what it sounds like — short bursts of learning content.
These bite-sized trainings are better for the retention of materials.
Research shows that spaced-out learning in short bursts is better for long-term memory.
3. Mentoring
Mentoring involves learning from someone who is more experienced than you or who sits above you on the career ladder. You can watch them work, allow them to teach you directly, or have discussions about the skills you want to work on.
Keep in mind that your mentor doesn’t necessarily have to be above you in paygrade.
It all depends on what you want to upskill.
For example, if you want to improve your digital skills, someone straight out of college or a training program you may be more skilled than you in that regard.
4. Coaching
Unlike mentors, coaches receive special training to guide you towards achieving your goals.
Coaching can be a highly effective way to close your skill gap and realize your potential. It’s more tailored to you or your group than virtual courses.
You can establish long-term goals and work towards them little by little.
Benefits of upskilling for your career
Upskilling can move your career forward in several ways. Here’s how:
1. Get a raise
When you start upskilling yourself, you become more valuable to your employer.
64% of learning and development professionals agree that workplace learning and development shifted from a “nice to have” to a “need to have” in 2021.
Upskilling and reskilling are the top priorities for these professionals, and have had a 15% increase in priority since June 2020. So working on those skills is one of the best ways to increase your value.
2. Make your work life more satisfying
If you feel stuck in one place at work, upskilling can help you overcome this.
Learning something new is one of the best ways to adopt a fresh perspective. Plus, your new skill sets can make you more productive at your job.
This can make your job more pleasant and satisfying at the same time.
3. Discover a new passion
As you learn, you may discover a new passion. This can lead to new career opportunities down the road.
You can even make a career change if you discover your new passion is what makes you happy.
4. Develop personally
Finally, upskilling is great for your personal development.
You can keep improving yourself by constantly learning new things. This can also help you achieve personal fulfillment.
Continuing to learn may even decrease your chances of developing dementia, according to studies.
Upskilling vs. reskilling
Upskilling and reskilling share some similarities, but they each have their own purpose.
Reskilling trains people with adjacent skills; upskilling closes skill gaps
If a company needs a specific skill, it will find people with adjacent skills within its workforce to reskill them for what the company needs.
On the other hand, upskilling teaches new and advanced skills to close a skill gap.
Both teach new skills, but upskilling focuses on the current career path. Reskilling teaches skills that go in a different direction.
Reskilling prepares for a different job; upskilling can be for the same job
Upskilling’s goal is to make employees better at their current position. On the other hand, reskilling trains employees to do another job in the same company.
You can still obtain another position by upskilling, es