Learning is a lifelong vocation inspired by unique opportunities to explore the unknown. Leaders who embrace this principle can maximize their own success and provide the tools that encourage others to follow their examples.
Our world is changing at breakneck speed. Advances in technology have opened new vistas, streamlined operations, and increased opportunities for businesses and individuals alike. Not surprisingly, geographical boundaries that once divided us now seem insignificant.
The demands of this ever-evolving global ecosystem require leaders to pivot quickly and adapt to change decisively. The crux of this coveted skill set is what psychologist Howard Gardner identified and refers to as searchlight intelligence , one of several distinct theories of multiple intelligences.1 It is the ability to âconnect the dots between people and ideas, where others see no possible connection.â2 Searchlight intelligence is not an innate trait. It can be developed by virtually anyone with enough time, the right tools, and proper motivation.
As noted in the Introduction, exceptional leaders are not born. They are lifelong learners who have committed themselves to articulating a vision and to inspiring and motivating others. As their frame of reference gets broader because of their comprehensive learning experiences, they do not hold their knowledge back, but instead look for ways to transmit it to the next generation. Improvements in their leadership abilities occur in stages. Great leaders are persistent and never stop trying to learn. They intentionally cultivate growth and focus on incorporating lessons from their experiences in the hope of expanding their vision and refining their unique leadership techniques.
Although our educational system provides a formal structure and a foundation for learning, it rarely instills a love for perpetual learning. An effective leader must enjoy evolving through learning because, as todayâs variables change , yesterdayâs information quickly becomes obsolete. To close the gap between what we know and what is relevant, smart leaders must consciously seek out new opportunities to learn, develop, and advance. It is this unquenchable thirst for knowledge and evolution that separates exceptional leaders from the pack.
Even still, standout leaders are not merely self-interested knowledge seekers. They are also determined advocates who actively encourage leaders at all levels to stake a bold claim to their success. By demonstrating the power of incessant learning in their own lives, they inspire others to follow their examples enthusiastically. Their earnest commitment to helping others achieve greater purpose is a glowing testament to the value of effective leadership.
In an eye-opening Deloitte study described in Global Human Capital Trends 2014, effective leadership is the âNo. 1 talent issue facing organizations around the world.â To increase efficacy, organizations cite the need for increasing learning opportunities. More specifically, they need to âdevelop new leaders faster, globalize leadership programs, and build deeper bench strength.â
Even though a focused strategy is a key step in addressing this global crisis, organizations also must acknowledge that continual learning and professional development need to go âhand in gloveâ to create effective leaders. Organizations embracing this principle create a compelling dynamic that inspires proactive learning in their workforce. Such a climate fosters greater collaboration and a spirit of teamwork. In addition, when specific performance and financial incentives are inserted into the mix, organizations usually thrive and advance to new levels of success.
The observations of an oil and gas industry CEO whom I previously advised add relevant context. Acknowledging her enthusiasm for persistent learning and development, she explained why she chose executive coaching to sharpen her skillset. She delved into her philosophy and summed it up by saying that no matter how much she earned or which new Fortune 100 client joined her roster, she always felt the need for continual learning. Perpetually improving her skillset provided unlimited opportunities to exhibit her best professional facet and to maximize the value for every client.
The CEO further clarified it this way: âOnce you stop learning, you forfeit the right to teach others. You become stagnant and wed to best practices instead of innovating. At that point you will find that your clients outgrow you.â She noted that her clients were always pleased by the powerful insights and unique market strategies she brought to the table. âThey always walk away feeling full,â she said: âLifelong learning is a gift, not only to ourselves, but to others as well.â TouchĂ©!
Core Strategies
The strategies outlined in the following sections offer guidance for cultivating your skill and insight as a lifelong learner. They are distilled from the lessons I have learned from exceptional leaders across various industries.
Pursue relevant, high-caliber knowledge sources
Expanding your knowledge base is not simply about increasing consumption. It requires identifying the most relevant and quality sources that can best enhance understanding of an industry, problem, or challenge. If someone reads a hundred books on quantum physics hoping to become an effective litigator, rest assured that time has been squandered. By the same token, even a relevant source might not enrich knowledge at the requisite levels. Start by identifying the leading experts who address the issue that needs to be explored. Then build a foundation of primary sources comprised of 5 to 10 books and scholarly articles. Half of these should discuss the broad background. The rest might zero in on a more specific dimension. Make sure the sources selected address contrasting viewpoints because there is always more than one way to view anything.
Cultivate âdeep smartsâ
Lifelong learning is not an exercise in fact gathering. Although it does require mastering the fundamentals (competence) and continually expanding oneâs knowledge base to more advanced levels, there is also a greater end: âdeep smarts.â What one thinks about and what one does with her or his knowledge repertoire impacts the ability to understand it fully and apply it in broader contexts. To develop an expert-level skillset, delve beyond the surface and engage learning and its application holistically. Deep smarts are cultivated by homing in on the unique combination of an individualâs âparticular mindset, education and experience.â3 Leveraging these components enhances the ability to problem solve, innovate , and deliver greater value to others.
Consider the neurosurgeon who uses a Harvard medical degree, extensive research, writings, and surgical experience to successfully navigate high-risk brain tumors. Not only is this knowledge reservoir remarkable, but it carries the potential to transform the practice of medicine. Think about your own unique blend of education , experience, and mindset and how it can be leveraged to make more valuable contributions in your field. Cultivating deep smarts can revolutionize your industry, inspire greater trust in supporters, and advance the overall goal of lifelong learning at a high level.
Secure âhigh-touchâ experiences with best-of-breed advisors
It is impossible to be all-knowing , no matter how smart or experienced a professional you may be. Everyone has knowledge gaps and dabblingâor worse, bluffingâthat usually ends in disaster. The higher one climbs up the ladder of success , the greater the likelihood of encountering unchartered territory. Whenever your own knowledge reserves become exhausted while trying to steer through an unfamiliar scenario, consider seeking the one-on-one advice of someone more knowledgeable. Even the most accomplished leaders consistently strive to secure âhigh-touchâ experiences with industry experts , and leaders at all levels can gain new perspective by engaging with able advisors.
Experts with specialized knowledge can offer practical advice on any number of substantive or procedural matters. Soliciting their wisdom can only enrich your understanding . Your accountant, for example, provides you with nuanced financial advice all year long. You use that advice to make critical tax-related decisions . If you could make these decisions on your own, you would, right?
Experts exist for a reason and having bona fide access to them when needed matters. No two professionals are alike in the real sense of the term. All experts have unique experiences, thinking, and communication styles, which effectively means a higher likelihood of you benefitting from the advice of more than one expert . Receiving another personâs input only adds value and, more often than not, has a multiplier effect.
Engage in observation and introspection
Observation and introspection are straightforward methods of advancing learning, regardless of discipline. Observing something directly helps you gain information about it. Think about the first time you watched someone bake a cake. If you wanted to recreate it afterward, chances are that you could, as long as you recalled the ingredients and instructions. A desire to learn more about oneâs self requires an inward journey to a deeper level. Introspection provides an opportunity to explore thoughts and feelings up close. Too often, we delay these exercises until something goes awry.
A better approach is to be proactive and set aside time for self-contemplation on a regular basis. Think about your decisions , progress, and missteps. Assess where more critical thinking and better decision making could have better served you. When you become con...