The latest buzzword in many companies today is “intentional learning.” Any employee has the ability to be an intentional learner — someone who makes a deliberate effort to refresh and upgrade their skill sets. However, that investment in learning must start with leaders of an organization. How can they foster a culture that allows learning to flourish? Organizations themselves must become intentional about intentional learning.

In a webinar moderated by AFP President and CEO Jim Kaitz, “Intentional Learning and the Career Advantage,” two of McKinsey & Company’s learning experts, Matt Smith and Lisa Christensen, provide key practices to create a culture of intentional learning.

1) Model and teach intentional-learning practices.

In order to build an intentional-learning culture and teach learning practices, leaders must visibly invest time in their own development. They must become what they model, and proactively teach the skills and mindsets of intentional learners as they learn themselves.  

“I strongly believe that what a leader models in their organization has a tremendous effect on the culture,” said Christensen. “If you want a culture of learning, you must first be a learner yourself and then model that for those around you.”

2) Make high-quality learning and development planning part of your culture and processes.

It is crucial that leaders have a consistent learning plan tied to their organization’s strategic goals. They must emphasize the need for intentional learning and then create the space for it in everyday practice, regardless of the industry.

For example, when leaders kick off a new project, they should not only talk through the job that needs to be done, but also the team’s development goals and how they can support each other throughout the process. “You must build the rhythms and habits of intentional learning into the way that teams operate,” said Smith.

3) Beware of mixed messages.

Intentional-learning cultures thrive when the words of leaders match their actions. If a leader sends their employees to a training and then complains about an increased workload in their absence, it might send mixed signals about how much they value their employees’ desire to learn.

Smith describes this view as “waking the talk when it matters.” For example, if leaders encourage additional training and learning programs, an employee may say, “I signed up for this program but was just asked to join a meeting. What do I do?” If leaders respond, “No problem, cancel the program,” then they are not walking the talk.

4) Curate but do not spoon feed.

All individuals have the power to become intentional learners by fostering growth and curiosity mindsets. While leaders create a culture that encourages the urge to learn, they should not remove their employees’ accountability to direct their own development.

Leaders can help employees set goals by asking them in what areas and skills they want to grow, answering questions with a question, or giving them ideas when they are stuck. Instead of giving employees all the answers, leaders should encourage and empower employees to flourish by providing them with opportunities and access to the resources they need.

For more on this topic, visit the Management Resources section on AFP’s Career Hub and read about the five core skills for intentional learning and the career advantage.