Learning Culture Conversations (LCC) – Session 1 – Episode 2
We were proud to host five learning leaders in early August for the first Curious Lion Learning Culture Conversation. In this highlight from the round table discussion, the learning leaders talk about how to create a continuous learning culture in an organization.
Transcript to Follow Along
So, we’ve been a heavily like virtual led, you know, learning culture because we’re not only in SF, but we’re in Toronto, Atlanta and Amelia and apeejay. So we were almost like already in this like virtual delivery approach. It’s just now people like witness in person training, you know, so, oh, well, but um, couple of things that we learned after doing this for two years at the same company is that people were almost waiting for the learning. You’re like, where, what? PJ, when are you going to do like, and so I was just bouncing around and delivering team building and doing just like for interns and doing it for teams and doing it for the audiences and so I was probably that’s obviously not for scale. But if we start to realise just 10% of learning, retention actually just comes from that. Person experience and I was realising oh my goodness at like the 90%? Where’s? Well, no, you know, so people are almost too reliant on PJ tell us what to do and say, but I, you can’t wait until the scheduled learning sessions that figure that out, right? So we this year we really had to find ways in which Where is that 20% of that mentoring coaching coming from so equipping our managers with coaching skills, and then like the 70% does that on the job and we all know 70 2010 but I didn’t realise like how much we almost like build a muscle of like, you have to go to train don’t do those things. And now we’re at a point where where can we meet that person where they are in their journey? Or how can we surround the learner with people beyond just PJ so from a learning sprint or cohort based approach? We’re going to test out this cohort in connection with Andrew. You know, we’ve learned that people like that immediate It like six person sweet spot where everyone gets to speak. You can learn from your peers, your solar facility, that conversation. We try that a little bit in our leadership development programme. We have leader coaches do this. And so it’s almost like just twice and then that’s, it’s over. So how are we going to keep that conversation going and keeping these cohorts together. So for executive development, because it’s only a few VPS, we have a total of 20. We’re going to they’re each going to be these cohorts. And each learning sprint, the course will stay the same, even though the topics may change. So the first one, we’re hoping that we build those relationships, that community across these different topics, and hopefully, the organic thing will happen and hopefully they’re going to rely on that cohort for cross functional questions or customer questions. It’s more than the wait until they start to learn together. They’re already this nice little cohort that’s an engine trying to you know, seek high performance. I mean, haven’t started anything yet, I can’t tell you what the result is. But that continuous conversation is what we haven’t been as good at is we’ve had the training in the survey post or a survey. So that’s how he kept the conversation going. But now we had almost think about how the learner is paired with other learners and experts to keep that conversation going. So we’re designing the sprint to be more in this cohort base. And we’re going to do a similar model for our redesigning some release developer training to be delivered virtually. So we’re going to try this cohort based again, to see what kind of models work and test them out and then really scaled them into next year. So that’s a little bit about the continuous is like I think about continuous culture by continuous like conversation about how you’re applying what you’re learning. So it’s about coaching, like how have you listened to more with your team? How have you questioned more? And maybe you’re adopting Wait for me to ask those questions in your peer camp. So we’re gonna see what happened. We’re trying to create That environment for this learning sprint and see what the response is?
No, it’s not super. I mean, I think, you know, it was interesting, as you’re talking about that it’s like, I think it’s sort of building that learning imperative, like, what is why is it important for you to continue learning? And I think you’re absolutely right, in terms of the time that’s sort of not spent in the classroom, and how is that being spent? And, you know, what are those experiences that people need to have? Anything? As you were talking? I think the thing I was reflecting on that has worked well for us. And again, not specifically in the in our kind of external training business, but internally is what’s the value of the learning to doing something that shows the value of that learning to the individual and to the company. So like, for example, our engineering organisation and does this thing called a nerd camp. So basically, people can take a week And, you know, really dive deep into a particular topic. But they have to kind of put together a justification for that. And you know, what are they going to come away with. And oftentimes, that’ll end up like in a blog post, now that we can put out some thought leadership. And so, you know, I think the cool thing about that is that that’s learning that you can do that has a tangible benefit to both of you as an individual, you know, you get to kind of put your name on a blog post and really get to own nerd camp. Sorry, like a camp nerd camp. Yeah. And then, you know, you get to put that out there. And then also, that’s good for the for the company as well, right? Because that’s, that’s it, that’s a tangible, you know, marketing and other benefits for, you know, for what we’re doing. And so, I think, what I’ve seen is, the more that you’re able to kind of bring all those things together and show the individual how it’s beneficial to them. And also like how, you know, maybe they can come up with an output or whatever that might be that’s beneficial to the company and kind of connect those things together. That can be really powerful to get people invested in what they’re doing.
I love that idea. Like, this concept of learning in public. I see this a lot in, in sort of like the indie course creator community that that’s growing up. But a lot of people like taking these online courses and that not and this idea of learning in public is like, just go and figure it like a new topic that you’re interested in getting learn about and share what you’re learning, go in with that beginner’s mindset and kind of share those points and everyone else gets to benefit from that. Yeah, it really feels like it’s challenging to create that environment in a corporate setting. In a work setting, right. Yeah, it sort of reminds me of what we were talking about, like you said, You know, I think it was you said it was something you were wanting to do. And we’re just going to think about curating what people are passionate about, like, yeah, and we can identify that like almost getting them to self identify what that is.
Yes, yeah. Yeah, I’d love to be able to figure out a way to Take PJ steps. And, and create that right now, from an organisational maturity standpoint where we’re kind of halfway between a continuum of you know, at one end where, you know, a full, continuous learning environment at the other end where we’re in that compliance training mindset, and we’re probably 40 to 50% shifting towards compliance or, excuse me, continuous learning. And so what, what one of the things that I’m trying to do is, in our LMS system, we have a whole bunch of skill set and competency related training offerings. And, you know, not a lot of our people actively go into our system to see what’s there. I mean, We’ve probably got maybe out of all of the training hours for the year, probably, maybe 10% were was on an elective basis. And we haven’t gotten to the point where we have much in the way of marketing the opportunities in their marketing ways to broaden the scope of, you know, everyone’s passions and things like that. But at the very least, when they go in and complete their compliance training, I’ve set up the dashboard, their individual dashboard in our system, where, you know, this little box, they’ve got their required training that they got to do, but in this big box, I’ve got things listed, oh, look, I’ve got, you know, information on this and that and that, you know, and hopefully that will kind of spur people on to take some himself initiative. But that that is my ultimate goal is to try and start getting people to see all it’d be really cool if we had something on x, y, z. Oh, I know someone who would be great to refer, you know, work with try and pull that information together and create a learning experience for people who would be interested in that.
So, you know when it comes to building the culture, right? Um I think you guys have made a lot, a lot of great points. And one thing that you said Dominic really rang true to me is it’s the push and pull man. If How do people get stuff, right? Yes, they are interested and want it and we know that especially this younger generation of people coming in getting hired right now it’s all millennials and then Gen Z, younger, right? These people, they don’t come in thinking. I’m going to Work this job for the rest of my life, I’m gonna make cogs every day and they’re gonna be happy. No, they want to do this job until they figure out what the next one is. And then whatever the next one is, and our goal I see is to keep this person in our company moving around ping pong from job to job, pinballing or whatever. Because then I don’t have to pay to onboard somebody over and over and over. It’s all dollars. Right? So and that’s the next discussion is how do we show the ROI, right. And I think a lot of it comes back to onboarding, which I’m very passionate about. But I think that what you’re doing Dominic, you’re putting all this stuff right in front of their face, but they still won’t grab it. Right? So you’re pushing it, but it’s still out of reach somehow. So I had this idea. One of the learnings that I took about being better at home and virtual and stuff. It said that for people to build a new habit, they have to do something for about 30 days. After 30 days. You debt is like a part of your life. You will now whatever. And to build a habit, it only takes about 60 seconds. So if you can get somebody to do something for 60 seconds a day, one minute, then we can for 30 days in a row, we can really get them to do something. So I had this idea and I brought it a brought forward to my boss and he’s bringing it up to the next no food chain guy up is to push in to an inbox or right on to our CRM or something, a video. I’ve got seen the 62nd docs ever really great series on YouTube and Twitter or whatever. 60 facts enery about some weird, crazy person or something for 60 seconds, right? What if I could get 62nd risk connect 60 seconds sales for 62nd analytic 60 seconds, whatever it is, in 10 seconds of is a flashy image and a theme song and then I come in and I’m like, hey, let me tell you about something. And if I can capture people’s attention and get them into the habit That’s how I can start building a further culture. We already have kind of a culture. We have weekly, Wednesday trainings like lunch and learns. Every Wednesday, they do. Okay. We have some other sessions that people host like every Thursday or every couple Thursdays and stuff like that. They do, okay. We have a culture where just like you Dom the stuff is available. We got like 10 15% just like you have people pull it from our catalogue, hundreds of things, hundreds of things in it, but they don’t do it. Another thing I want to go on to is what PJ was talking about the cohorts I find that this works so well PJ. And one of the reasons I find that really works is because people need accountability for extra things. And everybody feels like learning is an extra thing. I’m not actually making a widget. You know what I mean? After I learned there’s no product that I can show to my boss and say I built this and now we can sell it for $1 right? So everybody feels like learning is a waste of time because it It’s hard to see the ROI. we as human beings are really bad with long term things, right? That’s why we’re so bad with climate change and stuff, we can’t think about it. Right? So with people, we can’t tell my man, if you learn this, now it’s gonna pay off like over the next year doesn’t work like that. So I think using a cohort helps build accountability. I know for me, personally, I’m taking a class right now, and I’m taking with two other people, we meet every week and discuss it and if I can’t discuss that, I’m gonna look stupid, you know, and I don’t want to do that it’s accountability thing. They’re gonna hold me accountable. I hold them accountable. So I really like the cohorts. I’m so glad you’re gonna do that because I think it helps a lot.
I want to only hear from Stephen as well. But like the thing with the cohorts, when PJ said specifically it’s like the same, you’re in the same cohort. And it’s, it’s that same concept of if you go to a gym class and you’re always there the Saturday morning thing like most people know you and they expect you to shop every Saturday they have right and so like And then it’s habits and you bring you build consistency in that habit forming. Yeah, awesome. Awesome.
Yes, he work. I was gonna say the cohorts work, not at this current role, but in prior roles, I’ve used cohorts and they, they truly do work and I am bringing them into my Leadership development programme for new managers. So, and then I appreciate like what you’re talking about in regard to the accountability. And that’s one of the reasons I’m bringing in two approaches one is all about practice, right? So as you practice a new skill as a manager, how do you coach How do you deal with delegation? How do you have these conversations because new managers This is what I’m grappling with is new managers not having the ability to communicate because they just don’t have practice, right. So this programme is all about practice of communication and coaching and asking questions But so the be practice time, but then we’re looking at developing a journal that they can actually document the journal having specific questions in it that tie back to the learning the practice of the skills, what do they learn about what about each other? What do they observe from each other in pure practice? And they’re writing in it on a weekly basis, and reporting out with their manager on a monthly basis with the manager having specific questions to pull out, did they write in the journal did they not write in the journal? And therefore they’re only spending maybe two or three minutes a day writing in a journal? But they’re doing it to specific questions similar to if you were doing, hey, I’m taking an online course and there’s a knowledge check, right? Well, this does the same thing. But it’s theirs, they own it. And then they can look back and gain insights and they’re learning on their own through their own practice and their own output of that practice. So with myself and hrbps, along with the managers as part of this, that’s how we’re driving accountability but creating a culture of camaraderie with the cohorts to hold each other accountable through this seven month experience.
PJ is a great Christian and was interested in a tactical side. Is this a digital journal?
Are you facilitating them? It can be any way right now I’m looking at Digital. I’ve been talking to all my 20 year olds and finding out what they prefer. And so we’re going to do a digital, it’ll either be a Google Doc format, or it’ll be a PDF, print, you know, fill it out through a PDF format, but everybody will have their own. The big thing I’m dealing with right now is trust issues. So in some new managers is the trust up the chain, so we’re probably locked, let them choose who they share it with. So they have that freedom. But other managers and then the VPS above that will have certain questions either on a monthly basis or the VPS on a quarterly basis where they’re working with the cohorts. So but Tim’s got different free webinars that he does to get you started and really think about the questions to ask and it’s all about the questioning, tied to knowledge, skills, and then insights.
Tim Hagen, he’s out of Wisconsin.
Yeah, check that out. I love what you said about practice as well as one of my favourites this idea of like deliberate practice and how you can install institute that into a training programme.
I also wanted to bring up for Alec when you were talking about the videos I’ve had a lot of success with doing one minute homemade videos either through VR So the animation tool or doing it through any other piece, but whether it’s an interview with another leader, if it’s setting it up like a movie that’s coming out in a big drama, hey, what’s coming next and learning to create some excitement that does work and I have seen as far as self election, that going up based on certain programmes that you may be rolling that are elective.
Oh, that’s, that’s cool. I have a friend of mine actually got him hired at my company. He’s gotten really good at video editing in the past couple months because he’s on the culture team with me and it’s like, well, we’re virtual, we got to do more video stuff. And so we host a monthly like, like that shows some good news that john Krasinski had we’ve been doing that before, before he even had it or he stole it from nice Thursday, and all kinds of different funny video things. So I love the idea that you just mentioned the three different ideas of like a coming soon trailer and different things. I’ll totally steal that.
Just that your 20s and your 30s they just need it in one minute to Two Minute blocks to create some excitement throwing it out on slack and it’s quick and then you just tie it back into your intro if you’re putting it on your LMS for somebody that may not have seen it on Slack, but it’s there for your intro.