Between the Lines
Recently, our LC Extension blog talked about the importance of learning and development to culture. The article connected cultures of learning and engagement, and it got me thinking about how this plays out at the individual level.
I had the pleasure of chatting with a financial adviser while she was gathering information on how I, as a man, react to talking about the emotional side of money. She brought up money languages, and it made me wonder if we as individuals each have a learning language.
Is it possible that our early childhood experiences and mental models show up in our motivations and actions while learning, or are the reasons more pragmatic? And how might this affect a leader's ability to support learning?
I've always been fascinated with how the world works. If an instructor cannot connect the learning to practical use, it is as if my brain has no use for the information. Yet when someone ties the subject matter to something tangible within the world, I tend to get so excited that I need to shout it from the mountain top.
Based on this, my learning language might be connecting ideas to action. My knack for turning learning into action has served me well throughout my career. Increasing my career marketability also drives my desire to learn from a more pragmatic perspective.
I've been fortunate to work for leaders who understand and support my motivations for learning, and they earned my loyalty through encouraging my growth. With a clear connection between learning and development, employee engagement and retention, leaders must try to understand the underlying learning motivations of their teams. Once we understand what motivates our team members to keep learning, we can leverage technology that personalizes learning to truly curate experiences that strike the individual’s emotional and practical needs.
I'd love to hear your thoughts. Connect with me on LinkedIn or Twitter.
Jason