How to Accelerate Team Learning

A team’s ability to learn quickly is at the heart of adapting to constant changes. In fact, it seems that constant learning is the only key to agility as a team and organization.

Jack Welch famously said,

“An organizations ability to learn, and translate that learning into action rapidly, is the greatest competitive advantage.”

On this blog, we have visually explored various facets of creating a learning organization. It all starts from understanding why organizations don’t learn. Peter Senge’s seminal work on creating a learning organizations outlines learning disabilities that plague organizations. To overcome these disabilities, we explored disciplines of a learning organization and the role of reflection in how we learn.

Along the same lines, I read Elizabeth Doty’s post titled “How to Accelerate Learning on Your Team” at Strategy+Business blog with great interest. It adds on to the ideas we have explored further and provides fresh perspective on how to catalyze learning within teams.

I encourage you to read the full post and here are my visual notes from the same article.

P.S: I wrote a post in 2011 that outlined 10 actions for leaders to create learning organizations and further outlined Three Rituals For Constant Alignment And Learning that just aligns with some of the ideas suggested in this post. Do check them out.

Peter Senge: How to Overcome Learning Disabilities in Organizations

As an organization grows, managing the flow demands work items to move from one team/department to another. In quest to make these teams accountable, very specific KPI’s are established and that breeds non-systemic thinking. People look at meeting their own numbers and push the work to next stage and often, what happens is that while people win (in short term), the system fails. Every team meets the KPI numbers and yet, customers remain disgruntled.

Peter Senge, in his book “The Fifth Discipline – The Art and Practice of Learning Organization” outlines 7 organizational learning disabilities. He says,

“It is no accident that most organizations learn poorly. The way they are designed and managed, the way people’s jobs are defined, and, most importantly, the way we have all been taught to think and interact (not only in organizations but more broadly) create fundamental learning disabilities. These disabilities operate despite the best effort of bright, committed people. Often the harder they try to solve problems, the worse the results. What learning does occur takes place despite these learning disabilities – for they pervade all organizations to some degree.”

It then becomes very crucial that we identify clearly these learning disabilities. Here is a sketch note summary of these 7 learning disabilities.

Critical question then is: How to we overcome these learning disabilities and truly create an organization that learns better? Peter Senge answers that question through his 5 disciplines of learning organizations that I have written about in the past. Here is a sketchnote summary of five disciplines:

More on Creating Learning Organization at QAspire:

Don’t Complain, Create.

At the heart of living a creative life is ability to do something about things you don’t like. What we do instead is keep complaining.

We all have our own circle of influence – things we can change ourselves or exert our influence to create change. Everything else outside this circle are circumstances (or circle of concern). We need to simply accept them and move on. I my post “Circle of Influence”, I wrote –

Acknowledging these concerns is important but constantly spending our scarce energy only on these concerns is futile. When faced with situations, challenges and concerns, it may be useful to ask the following questions:

  • Can I do something about it myself? Is it under my direct control? Is the onus of resolution or change on me? (Direct control)

  • If not, can I influence someone who can address/solve/change this? (Influence)

In this context, I encourage you to spend 20 minutes watching Tina Roth Eisenberg’s super inspiring talk at 99u Conference where she describes her journey of building creative businesses that stemmed from her frustrations. In the talk, she outlines 5 powerful rules of life and one of them is “Don’t Complain, make things better.”

In this thought-provoking talk with many takeaways, she says,

“I have a rule: If I keep complaining about something, I either do something about it or let it go. – Tina Roth Eisenberg

That truly resonated with me and I created a quick Doodle Card that I hope to print and put it on my soft board as a reminder every time I find myself stuck in the whirlwind of complaining.

Also Read at QAspire:

5 Elements of Working Out Loud by @JohnStepper

When I started this blog in 2006, I only thought of it as a repository of my own lessons as a new manager. Little did I know that this space will become one of the most important learning and sharing tools for me over years.

The benefits of putting myself out there in a way that it helps others has been immense both intrinsically and extrinsically. I have evolved as a professional and human being writing this blog, sharing my work and getting plenty of constructive feedback and validation in return.

Along the way, the topics I covered on this blog also became starting point of many enriching conversations offline and enabled deep relationships with others based on ideas.

John Stepper defines this as working out loud:

Working out loud is an approach to building relationships that can help you in some way. It’s a practice that combines conventional wisdom about relationships with modern ways to reach and engage people. When you work out loud, you feel good and empowered at the same time.

Learning is a social act and sharing our work, building relationships and feeding our communities are at the heart of how we should learn. Technology and social media only accelerates the process of sharing beyond boundaries and amplifies our reach.

John Stepper outlines five elements of working out loud that addresses the “why” of working out loud and here is a quick sketch note outlining these five elements. Please read the original post for more elaboration from John Stepper.

 

To add to this conversation, here is a sketch note on “How to Work out Loud” with insights from John Stepper. I am so grateful to John for having included this sketch in his recent TEDx Navesink talk.

 

Related Reading at QAspire:

In 100 Words: Face The Light

 

In moments of uncertainty, inspiration came to me in form of a tweet with a visual that read,

“If you see shadows, it is because there is light.”

I instinctively told myself,

“If you face the light, shadows fall behind.”

The mindset of abundance asks, “What’s possible?” instead of “What could go wrong?” and focuses on those possibilities because constraints are almost a given in work and life.

Only then, we can start focusing on possibilities, thinking beyond the boundaries, raising the bar, stepping into the unknown and doing what truly matters.

We try. We err. And then, we learn!


Also Read at QAspire:

In 100 Words: An Open Mind for Lifelong Learning

When our mind is like a mountain, it is nothing but a heap of fixed beliefs and knowledge that does not evolve.

To have a mind like a valley, we need to pursue things with a sense of wonder, knowing that we don’t know and having a receptive frame of mind ready to absorb. An open mind enables critical thinking, diverse experiences, experimentation and iterative learning by connecting the dots.

Isaac Asimov echoed the same sentiment. He said,

“Your assumptions are your windows on the world. Scrub them off every once in a while, or the light won’t come in.”


Also Read at QAspire

The Neo-Generalist

The books I love the most are not the ones that offer off-the-shelf “solutions” but ones that start a conversation, catalyze thinking, elevate understanding and help in thinking about a topic in novel ways.

And that’s why I loved reading “The Neo-Generalist” by Kenneth Mikkelsen and Richard Martin.  It is a book that bridges the gap between two extremes of specialism and generalism and introduces a neo-generalist as:

“The neo-generalist is both specialist and generalist, often able to master multiple disciplines. We all carry within us the potential to specialise and generalise. Many of us are unwittingly eclectic, innately curious. There is a continuum between the extremes of specialism and generalism, a spectrum of possibilities. Where we stand on that continuum at a given point in time is governed by context.”

The book introduces the concept and then takes it forward with the help of stories from many people who were interviewed as a part of the research for this book. Reading diverse journeys of so many multi-disciplinarians was insightful and only added new dimensions to the topic.

Somewhere in these narratives and stories, I could sense a deep connection with my own inclination towards neo-generalism right from my choices in school to how I have evolved as a professional. From that perspective, reading this book was very rewarding because it helped me map my own journey to the specialist-generalist continuum that this book talks about. Gaining new perspectives and expanding my own understanding of how we learn, choose and do things was a huge bonus.

I also loved the organization of book where quotes so eloquently encompass and extend the essence of the ideas. The bibliography section of book recommends other rich resources for extending the conversation.

Here is a sketch note summary of key points from the book that may offer a small preview of some key insights from this treasure.

More on The Neo-Generalist
Related Topics at QAspire

Leading and Learning: How to Feed a Community

When I started this blog in April 2006, little did I understand about how a community works. I would write posts each week only to be read by my immediate colleagues and friends. Till a point when I learned that,

“conversation and sharing is the currency of a social community”

I started following many other blogs, take the conversation forward through comments and share along good stuff. I learned the art of building a community through excellent blogs of Michael Wade, Rajesh Setty and Lisa Haneberg. Their work fueled my own journey of understanding how a social community works.

Getting into Twitter in 2009 opened up new avenues to contribute and accelerate my ability to connect with multiple like minded people through sharing and conversation. Today, I am very happy to have a personal learning network – a group of fellow learners and explorers who share as they learn and work out loud.

Lisa Haneberg, one of my favorite bloggers, wrote about how to feed a community where she said,

if we want to belong to a vibrant community we have to feed it.

And then, we belong to offline communities at work and outside of work. There again, conversation, generous sharing and helping others make meaningful progress is at the heart of building a community. I learned a great deal of this by going through my mentor Rajesh Setty’s program “The Right Hustle” which he defines as:

To hustle right is to choreograph the actions of those that matter to create meaningful accomplishments in an arrangement where everybody involved finds a win.

It became quite clear to me that

learning is a social act and we learn the most when we learn together.

In the communities that we choose to belong to (online and offline), we have to do our part in feeding it. It is only when we are generous about sharing our gifts that we build credibility to receive anything meaningful in return, build influence, thought leadership and learn.

Harold Jarche’s Personal Knowledge Mastery and the mindset of working out loud evangelized by John Stepper are great ways to feed your community and learn.

I wrote a post earlier titled “3 C’s for Leading and Learning on Social Media” which may offer helpful ideas to feed your community. Here is a quick sketchnote of Lisa Haneberg’s ideas on how to feed a community.

Bonus

As an extension to the ideas above, here is a sketch note version of “How to Work Out Loud” which John Stepper included in his recent TEDx Navesink talk.


My Community

People who read this blog, follow me on Twitter, Facebook and elsewhere is my community and I am very grateful about it. I am intentional about feeding this community by sharing my lessons, summarizing insights visually, helping others move the needle and share resources that help.

Critical Questions

What about you? What learning communities do you belong to – online and offline? How do you feed your community? Critical questions as we start a new week. Do share your insights in the comments!

Learning: Experience Plus Reflection

“A good starting point for embedding reflection into daily workflow is to approach the practice at two levels; individual reflection, and then reflection with colleagues and team members. Reflective practice itself doesn’t ‘just happen’. It is a learned process. It requires some degree of self-awareness and the ability to critically evaluate experiences, actions and results.”

The Power of Reflection in an Ever-Changing World, Charles Jennings

I once worked in a team that followed a well established process of doing structured retrospectives after every major product release. This worked well and as a result these reflective exercises, team performance and quality of work improved. Then, speed took its toll. In pursuit of doing more frequent releases, teams stopped doing retrospectives. In the rush to deliver more faster, there was simply no time to reflect and share.

One of the most important ways to build a learning organization is to have rituals that facilitate reflection, sharing and learning individually as well as collectively. In this 2011 post, I recommended three rituals for constant alignment and learning – kickoffs, reviews and retrospectives. Apart from these, daily stand up meetings, team huddles and informal peer to peer communication play a vital role in how a team learns – and more importantly, puts their learning in practice. Done correctly, these rituals can have a powerful impact on team building, quality of work and learning.

In his post, Charles Jennings also outlines four ways we learn (read here). Here is a quick sketch note summary of the learning process.

Related Posts at QAspire

How Our Brain Learns

As someone who is committed to lifelong learning, I am very curious about how we learn (sketchnote here). We learn the most during our early years and observing/helping my own kids learn and explore new things is such a wonderful learning experience as well. I learn a great deal about learning when I see my 4 years old son trying to explore language in new ways and my 9 years old daughter learning how to swim.

This observations enable me to appreciate different learning styles, pace and challenges. It tells me that learning is not easy, especially when we grow up. Learning anything new makes us uncomfortable in the beginning and a lot depends on how we embrace the discomfort of learning. That we need to build our capacity to map learning across the contexts and make connections. That is how we become effective lifelong learners.

I recently came across an interesting article on Crew Blog by Belle Beth Cooper titled “6 important things you should know about how your brain learns”. The article underlines the importance of visual learning, role of sleep and sleep deprivation in consolidating our learning and interleaving new information for better learning.

I recommend you to read the full article and here is a sketchnote summary of key points I gathered from the article.

Journey That Inspires Others

My journey in life and career is largely inspired by what other generous folks have shared – both online and offline.

A boss who believed in me when I didn’t, a book that altered my perspective for better, a few blogs that clarified my thinking one post at a time, an inspiring video that uplifted me, a podcast that I often revisit, a virtual friend who opens a door of possibilities, a family member who guided my perspective about life and the list goes on. When I think of everything that I have received for free, I am only filled with gratitude.

We are all surrounded by generous folks who freely share their lessons, ideas, resources and insights which inspires our own journey, directly or indirectly. 

The critical question then is: If your own journey is inspired by what others shared so generously, how are you making sure that your journey serves as an inspiration for others?

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In the photo: Train and tracks fading away on a foggy winter morning!

Critical Competencies for Effective Coaching (And a Book) by Lisa Haneberg

Great coaching is at the heart of meaningful accomplishments. In an organizational and team context, being able to coach people means helping them overcome their own resistance, get unstuck and move forward in the direction of their goals. Great coaching catalyzes great results.

But too often, we see managers and leaders getting so busy on the treadmill of getting things done that they lose focus on how those results are achieved. A leader’s constant job is to strike a balance between getting things done and developing people. Doing one at the cost of the other can be a great disservice to organization and its people.

I recently read revised edition of my friend Lisa Haneberg’s book “Coaching Basics” published by Association for Talent Development (ATD). It is a wonderful resource for organizational leaders, HR professionals and managers if they want to understand the nuances of how to coach others for greatness. I strongly recommend this book.

I was also fortunate to be able to write a blurb in this book where I say,

Companies often tell their leaders to ‘coach’ people without giving any guidance on the ‘how.’ Lisa Haneberg fills this important gap by offering a very useful handbook that clarifies the foundation of good coaching and offers actionable insights and tools for effective coaching.

– Tanmay Vora, Director, Product Development R&D, Basware

But when I read this book, I was instantly reminded of a wonderful post that Lisa wrote in 2014 where she outlined critical competencies of a great coach.

Here are a couple of excellent quotes from Lisa’s post:

“Coaching is a service and we cannot be successful if the learner perceives that we are helping to satisfy OUR needs or wants.”

“Great coaches are able to help learners adopt a more helpful perspective of the situations about which they are struggling.”

And here is a sketch note summary of coaching competencies that Lisa’s post outlines.

Get the book at: TD.org | Amazon

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Also read at QAspire.com:

Insights on Becoming an Effective Learner

We learn the most from that which challenges us the most.

I remember having learned server side scripting many years back completely on my own. I had no special resources, no advanced tools and no external guidance – just a lot of willingness to pick up the skill. It wasn’t easy and that made it all the more interesting.

But as we grow in our career and life, we avoid the discomfort involved in learning new things, which eventually slows down the process of learning.

I recently came across interesting insights on “How to Become a More Effective Learner” by Laura Entis at Entrepreneur.

The article presents interesting findings on how we learn. The article reports that we learn the most when:

  • We embrace the discomfort of learning (we learn more when we struggle)
  • We space out our learning events such that we have an opportunity to learn, unlearn and relearn
  • Contextualize our learning and map it to as many contexts as possible

Here is a quick sketchnote version of what I learned about learning from insights presented in the article.

Craftsman Spirit

Do you consider yourself as an artist and your work as art?

Art isn’t just about doing fancy stuff or indulging into painting, dancing etc. Your work becomes art when it changes others for better. When your ideas and insights change the conversations. When you overcome resistance to start, execute and most importantly, finish what you start. When you have the humility to accept what needs to improve and change. When you have the courage to truly ship your work, let it intersect with the context and make a difference. When you bring your humanity into everything you do. When you refine, improvise and evolve your art.

I learned a great deal of this from Seth’ Godin’s life changing book “Linchpin” which I also reviewed on this blog (with one question interview with Seth Godin).

In Japanese, the word “Shokunin” means artisan or craftsman. Shokunin Kishitshu means “craftsman spirit”. I read an interesting post on some of the key elements of Shokunin spirit.

Here is a quick sketch note I created based on the post by Karri R. at Warrior Life. When I created this sketchnote, I was prompted to ask three questions:

  • Are you doing the work you can be truly proud of? Do you take pride in whatever you are currently doing knowing that the way you do it makes a difference?
  •  Are you raising the bar for yourself? Do you always try to refine your ways of working and elevate the level of your work? Do you constantly look for newer ideas and insights that can help you in your work – directly or indirectly?
  • Is your work making a difference to others? In what ways? Are you aware of the impact of your work and do you try to maximize the impact to bring about a positive difference around you?

BONUS: Read this 100 word story “In 100 Words: Improvement and Tending a Garden” that captures the second element of craftsman spirit so well.

When Does Real Learning Happen?

Learning, the real learning, happens…

  • When you are intentional about learning
  • When you are driven by an intrinsic need to advance and not only by external triggers and rewards.
  • When you ask more questions to get to the WHY of things (and then to what and how)
  • When you carry an open frame of mind that is receptive
  • When you look for process and patterns even in discrete situations
  • And when you use your understanding to connect the dots and look at a larger picture
  • When you enjoy the process of learning without getting too anxious about the results and goals.
  • When you are self-aware (of your own beliefs, thoughts, values and perceptions)
  • When you experience, execute, iterate and test your hypothesis
  • When you reflect deeply on your experiences
  • And when you share your lessons (and process) with others generously so that they can learn (and also contribute)
  • When you surround yourself with passionate learners, mentors and coaches (and be a part of a learning community)
  • And engage others (community) meaningfully in collaborative problem solving
  • When you are able to collect, synthesize and process information from varied sources
  • When you solve interesting problems
  • And be able to create a map on the go (rather than relying on tried and tested methods)
  • When you overcome the fear of making mistakes
  • When you think critically
  • When you execute in short bursts, fail small and realign your approaches
  • When you Unlearn (let go of the old ways of thinking and doing)
  • When you apply lessons in line with unique needs of the context
  • When you synthesize your lessons and apply meta-lessons in across disciplines
  • When you are generous enough to share what you know, teach, coach and mentor others
  • When you are comfortable with inherently ambiguous nature of learning (and ability to hold two contrasting thoughts without being judgmental)
  • When you are comfortable also with the emergent nature of learning
  • When you don’t allow your learning to crystallize but keep it fluid and evolving.
  • When you truly start believing that self-directed and self-initiated learning is the best way to learn (for a lifetime).

Consume Less, Create More

That was my mantra in 2015 and beyond. As we start a new year, I revisited this mantra and a few additional thoughts came to the fore.

Consume Less

Consumption is a critical element in one’s ability to create anything. So, consumption, by itself, is not all that bad. The problem of our times is  consumption by default. We first consume and then think if we really needed it. This is true for almost everything – from stuff we buy to the content we read, from events we attend to conversations we engage in. Unfortunately, technology has made consumption all the more easier which only adds to the problem. Have we not seen people who are constantly busy on their phones consuming stuff without moving a needle for anyone? We need to jump off the consumption treadmill.

The goal, then, is to consume mindfully and there seem to be two ways to do it:

1) Consume mindfully by having right set of filters that help you decide if something will *really* add value and increase your ability to create. When you consume mindfully, less is actually more. When you have better filters, you gain that which is relevant. Consuming mindfully also means being in the moment while you consume and not rush through the process.

2) Practice the fine art of subtraction – we don’t need more and more. We need less that is more (useful/helpful/enriching etc.) Sometimes, the only way to find if something is useful is to “try” it. But often, once we try something, it stays with us because we are not so good at subtracting stuff – at eliminating that which we don’t really need.

“Minimalism is not subtraction for the sake of subtraction. Minimalism is subtraction for the sake of focus” – Source

Create more

Most of us, I assume, long to create stuff that changes us and others for better – whether it is a radical new product or a one-on-one conversation with a colleague. Mindful consumption increases our capacity to create.

“Create what?” – you may ask.

When we exercise mindfully, we create health. When we consume food mindfully, we create wellness. When we travel mindfully, we create enriching experiences. When we converse mindfully, we create relationships. When we create what we truly love, we create joy and meaning. When we share generously, we create connections and conversations. When we connect mindfully, we create learning. When we work mindfully, we create remarkable results. When we prioritize mindfully, we create focus. When we serve mindfully, we create contentment. When we meditate, we create wellness. And we make a positive difference to ourselves and others through our creations.

To be mindful is to be present in the moment, immersed in doing whatever you choose to do. The fact that individually, we can only do so much, we have to choose our battles carefully and subtract the rest!

The time saved through mindful consumption is the time spared for engaging in creative pursuits.

So my mantra for 2016 (and beyond) is the same as it was in 2015 – Consume Less, Create More. I look forward to doing better and raising the bar for myself.

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Also read at QAspire:

Real Influence is a By-Product

The world today reveres influence and this leads people to chase influence. When influence becomes a goal, you can easily lose focus on what truly builds influence.

Influence – real influence that changes people and their behaviors for better – is a by-product of:

  1. Clarifying your values to yourself and hence to others
  2. Living those values and setting the right example (being authentic and integral)
  3. Making a meaningful contribution to community (yes, business IS a community)
  4. Being super-generous about sharing your work, insights, art and gifts
  5. And being a champion at listening to others (listening is a way to respect others)
  6. Building trust one contribution, one conversation and one result at a time
  7. Truly connecting with others (technology is just a medium)
  8. Believing in your insights and ideas (strength of belief feeds passion)
  9. And still being flexible and open minded about letting the beliefs and learning evolve
  10. Sharing stories that move people to better position (in thinking and in actions)
  11. Providing a lens to people to see things from your unique point of view
  12. Taking the conversations forward by “adding” meaningful perspectives
  13. Being intentional about being generous
  14. Always being constructive in thinking and ways of working
  15. Being consistent in your pursuits

What do you think?

Also Read:

Disciplines of a Learning Organization: Peter Senge

If there is one book that has influenced my business thinking the most, it is Peter Senge’s “The Fifth Discipline – The Art and Practice of Learning Organization” and I have referred to it many times over past years on this blog. Written in 1990, the insights contained in this book are even more relevant today when the rate of change has only accelerated – probably a reason why HBR identified this book as one of the seminal management books of the previous 75 years.

A couple weeks ago, I posted a sketch note on Why Organizations Don’t Learn? based on an HBR article by the same title and someone ended up asking me,

“How do organization’s learn?”

This question immediately reminded me of five disciplines of learning organizations that Peter Senge outlines in this book.  They are:

  • Personal mastery is a discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.
  • Mental models are deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action.
  • Building shared vision – a practice of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance.
  • Team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine thinking together.
  • Systems thinking – The Fifth Discipline that integrates the other four.

Source: Wikipedia

In the book, Peter Senge offers a wonderful analogy to introduce systems thinking:

A cloud masses, the sky darkens, leaves twist upward, and we know that it will rain. We also know that after the storm, the runoff will feed into groundwater miles away, and the sky will grow clear by tomorrow. All of these events are distant in time and space, if they’re all connected within the same pattern. Each has an influence on the rest, and influence that is usually hidden from view. You can only understand the system of rainstorm by contemplating the whole not any part of the pattern.

Businesses and other human endeavors are also systems. They, too, are bound by invisible fabrics of interrelated actions, which often take years to fully play out their effects on each other. Since we are part of that lacework ourselves, it’s doubly hard to see the whole pattern of change. Instead we tend to focus on snapshots of isolated parts of the system, and wonder why our deepest problems never seem to get resolved.

While the book is a must-read if you want to gather better understanding and context behind these disciplines, here is a short summary of five disciplines of a learning organization in form of a sketch note. 

Hopefully, this will help others in acknowledging the foundation of what it takes to create a learning organization.

Related Posts at QAspire Blog:

Why Organizations Don’t Learn? #Sketchnote

Organizations that don’t learn constantly, adapt continuously and execute relentlessly are more likely to be disrupted by constant change and competition.

Peter Senge, in his book defined a learning organization as:

“where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.”

We have to go beyond formal learning methods if we have to truly build learning organizations in a rapidly changing world. A learning organization is not possible without learning individuals and individuals learn the most with each other in a network and  and through their work in an culture that promotes informal learning.

I emphasized culture because it can be one of the biggest bottlenecks in how organizations learn and apply what they learn to create meaningful results. It doesn’t matter how much you invest in formal learning, tools and methods, if you do not have a culture where people are encouraged to share without any fear, learning may not come to the fore.

Why do companies struggle to become and remain learning organizations? In November 2015 issue of HBR, I came across an article by Francesca Gino and Bradley Staats titled “Why Organizations Don’t Learn” where they outline the cultural and individual biases that don’t allow organizations to learn. They also provide useful tips to overcome those biases.

Here is a sketch note I created to distill key biases that prevent organizations from learning. To know what you can do to overcome these biases, I recommend you read the full article at HBR. 

Related Posts at QAspire Blog:

Emilie Wapnick on Being a Multipotentialite

Some of us are fortunate to have found one true calling early in our lives and career but for most of the others, finding what really interests us is an ongoing exploration – a journey where we go along the direction of our energy. And then there people who are wired to have many different (and often evolving) interests.

In her TED Talk titled “Why some of us don’t have one true calling”, Emilie Wapnick refers to people with many interests as “Multipotentialites.”

In her talk, she explains:

“The notion of the narrowly focused life is highly romanticized in our culture. It’s this idea of destiny or the one true calling, the idea that we each have one great thing we are meant to do during our time on this earth, and you need to figure out what that thing is and devote your life to it.

But what if you’re someone who isn’t wired this way? What if there are a lot of different subjects that you’re curious about, and many different things you want to do?”

She then defines a multipotentialite as:

“someone with many interests and creative pursuits. It’s a mouthful to say. It might help if you break it up into three parts: multi, potential, and ite. You can also use one of the other terms that connote the same idea, such as polymath, the Renaissance person.”

Being drawn to many different things can be easily seen as a limitation but what Emilie found out is that there are tremendous strengths in being this way.

Based on the talk, here is a sketch note depicting the multipotentialite superpowers.

And finally, in the words of Emilie Wapnick:

to you I say: embrace your many passions. Follow your curiosity down those rabbit holes. Explore your intersections. Embracing our inner wiring leads to a happier, more authentic life. And perhaps more importantly — multipotentialites, the world needs us.

Yes!