Eres un líder de equipo que quiere fomentar el aprendizaje continuo en el lugar de trabajo. ¿Cuáles son tus mejores estrategias?

Leverage digital tools and platforms for learning, such as e-learning modules, virtual classrooms, or collaborative online spaces. Embracing technology can make learning more accessible and interactive.

Regular weekly meetings are necessary for the personal development of each team member in the sense of purposefully defining topics of interest for each to research and present.

Una de las mejores formas de crear una cultura del aprendizaje es através del propio líder (es) con el ejemplo. Aquello que ven los demás y que además se comunica, se hace público, se reconoce, se valora y se potencia acaba convirtiéndose en lo que el resto del equipo emula. Ni que decir tiene que es importante repetir el mensaje el mayor número de veces posibles. Algunos estudios cifran en 7 veces mínimo para que el mensaje cale. Y esto unido a dedicar tiempo a tus colaboradores a través del mentoring, coaching, formación y acompañamiento, entre otras cosas genera los mimbres apropiados para generar una cultura de aprendizaje. En la que el conocimiento vaya de un lugar a otro sin miedo a guardarlo porque contrariamente se valora.

Uma coisa que acredito que pode ser útil compartilhar é que reconhecer a importância do aprendizado contínuo no ambiente corporativo é fundamental para que possamos impulsionar o crescimento individual e coletivo das equipes. Para isso, o gestor deve garantir no dia a dia que a equipe tenha uma visão clara sobre o desenvolvimento contínuo e a partir deste alinhamento, a liderança pode desenvolver programas personalizados de desenvolvimento e incentivar o compartilhamento de conhecimentos. Com isso, é possível criar um ambiente propício ao aprendizado contínuo, transformando a equipe em um grupo dinâmico e adaptável.

Establecer objetivos claros y relevantes es fundamental para impulsar el aprendizaje continuo en el lugar de trabajo. Por ejemplo, si trabajas en un laboratorio clínico, un objetivo SMART podría ser mejorar tus habilidades en el análisis de datos para optimizar los procesos de diagnóstico. Esto te ayudará a identificar áreas de mejora específicas y a desarrollar un plan de acción para adquirir nuevas habilidades y conocimientos en este campo. Al comunicar estos objetivos a tu equipo, fomentarás un ambiente de aprendizaje y crecimiento mutuo.

In my role as a leader, I make this common practice in everything we do. The easiest way to do this is to ask good questions (e.g. how did you think that went?) and model for your team (e.g. sharing stories of what you're doing, how it's going, etc.... especially when things don't go well). Another way to do this is to instill a culture of innovation. I like this word over "continuous improvement" because it implies that this work is more than just fixing problems. Lastly, praise is a tricky tool - it must be honest and detailed enough to be understood as honest praise. Empty praise is demotivating and should be avoided at all costs!

When giving feedback and recognition, I find it critical to tailor these to each team member's needs and achievements. For instance, after a team member successfully applies a new skill learned from a training or workshop, you should give immediate, specific feedback on how well they implemented their newly-acquired skill or knowledge. Also, make successes a standing topic of discussion! I’ve found it a helpful practice to include space for each team member to share a “success of the week” during weekly team meetings. Finally, make sure you are using the tools available to you! Know what your organization’s policies are and what programs may already exist to provide recognition to a team as a whole or a specific individual.

Positive reinforcement and constructive feedback are very powerful tools a leader has. Providing timely, specific and actionable feedback is critical to drive performance in a team

En un ámbito clínico, podrías ofrecer retroalimentación específica sobre el desempeño de un técnico en la realización de pruebas de diagnóstico, destacando áreas de mejora y brindando orientación para el desarrollo profesional. Además, podrías reconocer públicamente los logros de tu equipo, como la mejora en la precisión de los resultados o la implementación exitosa de nuevos protocolos. Esto fomentará una cultura de aprendizaje y motivará a los miembros del equipo a seguir mejorando.

Besides team-level goals, each team member should be encouraged snd guided to define its own development and learning path. Leader/manager should acknowledge it and provide a feedback in line with.

1. Share what you know with the team. 2. Keep learning new stuff together. 3. Help each other out. 4. Stay curious about things. 5. Celebrate when someone learns something cool.

In my experience, learning culture can be improved when we start sharing our information, experience and knowledge with our teams. We can share our knowledge with teams through training sessions, regular meetings and discussion to let the team knows we can do learn together from our failures as we say always sometimes, we Win, sometimes we learn.

Part of creating a learning culture is showing that you can learn from anyone, at any time. > Model this mindset by asking your reports for feedback about the way you lead and support the team or about how you show up at work. > Invite them to look for coaching in their function and out of it, from seniors, peers, and junior team members. > Show them that asking for help is a sign of strength instead of weakness, and build a culture where questions are welcomed instead of being avoided.

Bilding a team and learning culture is more than creating the strategy, activity and imolementation plans. It is rather a matter of building of trusty environment and relations, resources sharing and recommendations. In our team we rely on this, plus we created a system to produce educative and learning pieces based on sucesses and failures and accumulated knowledge we have. We share it even beyound our team through wwe.journalift.org

Knowing and understanding that we all bring something to the table - a different thought process, a different mindset, a different SOP… we all have something to learn from everyone else. Cultivating the culture of collaboration gives your team permission to participate in these conversations.

Delegate! You are showing trust and confidence in your team members when you align them meaningful projects or tasks that challenge them and expand their skill set, while providing the necessary resources and support. Your job at that point is to frame what success looks like and to get out of the way, ensuring that they have encouragement, time to check in on progress and obstacles, etc. Remember, empowerment is about balancing freedom with guidance, ensuring team members feel supported in their journey.

Recognition, motivation and devision-making sharing (giving them autonomy) are crucial to empower team members and make them feel comfortable and confident to make decisions.

Delegation isn't just about passing tasks; it's a powerful tool to empower your team. It's like handing over the steering wheel for a stretch of the journey, allowing team members to navigate and grow. Trusting them with responsibilities isn't just a checkbox; it's the engine that drives their confidence, skills, and leadership potential. Kudos to the article for highlighting this empowering dynamic!

Ensure people are not only properly trained, but they also have the proper tools to do their job effectively. Trust, have and show confidence in their decision-making ability, and empower them or provide them with the ability to have discretion in the decisions they make that impact the organization.

I have noticed that just providing opportunities to work on new challenges is not enough. It is equally important to let the team learn from failures. Sometimes those teach you a lot more than successes.

Understand the needs and expectations from my team and to have always friendly discussion with them to listen to them this will enhance and foster team spirit. Always we should seek for our team feedback and how we can learn from their experience and ideas.

Para liderar un equipo, el primer paso es saber, conocer y estar seguro que hay colaboradores que saben más que uno y es posible aprender de ellos. El nivel de expertise se adquiere de distintas formas y en diferentes situaciones. Lo importante es darle a los colaboradores adecuados la oportunidad de aplicar sus conocimientos y así crecer como grupo

Reward learning: Recognize and reward your team members for their learning achievements. This can help motivate them to continue learning and developing their skills.

I really like the other perspectives here. I agree with most all of them. For the record, this is something that I struggle with regularly. Unless it is on-the-job learning, I find it difficult to prioritize. That said, at Microsoft we have a strong growth mindset culture. We are encouraged to be learn-it-alls rather than know-it-alls. What I’ve learned from that is that people feel much more empowered to be honest with what they don’t know just as much as with what they do know. When everyone feels that they can be honest and vulnerable, you find yourself in an environment where everyone is constantly learning. It starts with our leaders not only providing a space for this to occur, but modeling it as well.

Prioritize learning at the same level as everyday job tasks. This includes when things get hard and it's easy to shove development activities to the bottom of the list. Provide team members with the time and resources needed to develop the knowledge and skills that will help them be successful today - and tomorrow. Understand that it's your job - as the manager - to prepare a person for the NEXT job, not just help them be successful in this one.

Model it. Don't tell them, show them. Here's the approach that always works... I show. I go. We go. Then you go. Then you show.

Consider creating immersive learning experiences designed to push employees beyond their comfort zones. These experiences may include hands-on projects, cross-industry collaboration, or unconventional problem-solving challenges. Through experiential learning, foster essential skills such as adaptability, critical thinking, and creativity, preparing individuals to navigate the intricacies of the future workplace with confidence.

Patience and personal engagement are key. We set clear goals, celebrate progress with feedback and I invest time in teaching the principles behind the tasks. This approach not only builds skills but also builds independence and critical thinking. Most importantly, I’ve found immense success in patience and taking a personal interest in each team member’s development. By teaching them to ‘fish’ instead of simply handing over the ‘fish,’ we empower them to seek solutions and come to us with questions, creating a proactive learning environment. It goes both ways because if leadership doesn’t think they can learn from their team, well, its’s like mixing cement with too much water. After a couple of storms, the damage will show itself.