Proven lessons on fostering a culture of learning

Eddy Azad is CEO at Parsec automationthe developer of TrakSYS™, leading real-time operations & performance management software.

All signs point to us being in a challenging business environment. What started with pandemic-induced difficulties has now been exacerbated by inflation on a global scale. Operational shortcomings continue to create friction and disharmony for many companies, supply chain disruptions spell trouble ahead of the approaching holiday season, and companies in every industry are still struggling to match open positions with the right talent.

The icing on the cake of this troublesome sundae is prolonged uncertainty, which is troublesome enough in ‘normal’ times, but has been feeling especially damaging lately. In the absence of watertight guidance, many business leaders have chosen to focus on their corporate culture as a means of retaining talent and achieving success.

To me, this makes a lot of sense – aside from the “hard” benefits like hybrid work options, health insurance, and paid time off, the factor likely to have a major impact on an organization’s retention rate is culture. I don’t claim to be an expert on corporate culture, but my organization and leadership team have found success in shaping our corporate culture by embracing threats head-on, hiring based not only on skills but also on character, and by remaining hungry for knowledge.

To overcome challenges, you must acknowledge them.

Clearly, business challenges (especially the ones we’ve seen over the last three years) aren’t going to go away overnight, and you can only face these challenges if you make a concerted effort to understand them first. As tempting as it may be to turn a blind eye to the dark clouds on the horizon, once those clouds are right overhead, it won’t help you. Business leaders should not only seek out resources such as industry research, predicted trends and different schools of thought, but they should also share those resources with their teams so that everyone is on the same wavelength as a united front. Knowledge is the great catalyst.

Consider the eternal challenge of hiring and retaining employees. Even with rigorous vetting processes, bringing new talent on board is always a gamble. How can business leaders ensure they identify, hire and retain the right people?

Also address these challenges. Ask your current team members how they feel about their role and company culture. Find out if there are resources, benefits, or opportunities that can drive retention. If your employees crave more intellectual stimulation or skill development, whatever more than half of employees do – leadership should empower and encourage employees to challenge themselves. If employees report feeling unheard by the organization, leaders should provide the internal platforms for team members to voice their opinions and share feedback.

Ultimately, the companies that survive are the ones that never shy away from an obstacle.

Hiring for attitude and aptitude.

In many industries, especially STEM-heavy industries such as manufacturing, there is often a heavy emphasis on ‘hard’ skills such as certain coding languages ​​or software skills. While undeniably important, I believe hard skills can all be learned and refined as team members become more familiar with their assignments and required outcomes. What may not be so easily learned (but what I think has considerably more value) is a positive attitude and a curious mindset.

Yes, a candidate’s experience and skills are objectively important, but what about their character? Are they a team player or out on their own? Will they grit their teeth and commit to solving challenges or hesitate at the first sign of friction? Do they seem curious and purposeful by nature or are they more like dutiful performers?

These qualities make the difference between good employees and great team members. If hiring managers can prioritize soft skills-driven vetting processes, the candidates they attract are more likely to inspire their teams, push for superior results, and stay for many years to come.

When organizations adopt more holistic hiring practices and prioritize soft skills and attitudes, they can pave the way for a healthier corporate culture driven by curiosity, respect and a love of learning.

Understand that you don’t know everything (and always be willing to learn more).

It’s a trope we’ve seen played out in literature and film: the charismatic protagonist saunters through life with misplaced confidence, only to receive their due in the form of a humble and humanizing reality check. While sparkling confidence can make for a sparkling storyline, it doesn’t make for an inspiring business leader.

Leaders must deeply internalize the idea that they don’t know everything. This means not only being open to different ways of thinking, but also proactively seeking out new ideas, solutions and strategies that may conflict with their preconceived notions. After all, if a CEO already knows everything, what is there left to learn? By acknowledging what we don’t know, especially the idea that we don’t know it all-we open ourselves to a world of possibilities and inspiration. Once business leaders (to use an oxymoron) are confidently humble, it’s imperative that they share this thinking with their teams and inspire others to embrace the mindset as well.

On an individual level, being humble is a good thing for one’s character. But on a grand scale, being humble is transformative. When an entire organization embraces her humility and opens up to new ideas, innovations and tactics, she thrives.

By tackling obstacles head-on, hiring with an emphasis on soft skills, and embracing humility, business leaders can instill and nurture a holistic learning culture. But beware: changing company culture can be quite a job. Leaders should strap in for a long ride, expect many bumps along the way, and be prepared to celebrate the milestones with their team as they come.

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