The ongoing commitment to reflect, adapt, and grow by learning from one’s own actions and from interactions with others. It involves actively seeking feedback, observing the impact of one’s behaviour, expanding behavioural flexibility, and adjusting to different people and contexts.
“There is no end to education. It is not that you read a book, pass an examination, and finish with education. The whole of life, from the moment you are born to the moment you die, is a process of learning.” Jiddu Krishnamurti
Barriers to personal learning
Limiting mindset: Leaders who believe they already know everything or become defensive when given feedback often fail to learn and grow. This mindset blocks them from recognising areas for improvement and hinders their ability to adapt.
Poor jugglers: Leaders who focus only on one thing at a time may struggle with self-learning. They become too consumed by their immediate tasks and fail to reflect on their personal development or how to improve their leadership skills.
Lack of role models: Without strong examples of continuous learners in their environment, some leaders may not have the guidance or inspiration to prioritise self-learning. This can leave them without a clear path for growth.
Poor observation skills: Leaders who are not skilled at observing the actions, reactions, and strategies of others may miss valuable learning opportunities. Observing peers and adapting behaviours based on what works for others is helpful in self-improvement.
Fixed ways: While being true to oneself is essential, leaders who place this above all else may resist necessary changes or adaptations. This rigidity can prevent them from evolving and learning in response to feedback or new situations.
Rigid belief in consistency: Some leaders believe that unwavering consistency is a virtue, even when the situation calls for change. This inflexibility can block growth opportunities, as they may refuse to adapt to different contexts or feedback.
Expecting others to adjust to them: Leaders who expect others to adapt to their style rather than adjusting themselves miss out on valuable self-learning experiences. This attitude can isolate them from feedback and stifle personal growth.
Change resistant: Leaders who resist change or fail to adapt to their surroundings often miss out on learning opportunities. They may not see the value in adjusting their approach or developing new skills, leading to stagnation.
Lack of feedback-seeking: Leaders who do not actively seek feedback—whether from peers, mentors, or even online sources—miss vital opportunities for self-reflection. Without feedback, it is difficult to identify areas where they need to grow.
Low observation capability: Leaders who are not attuned to how others respond to them—whether through body language, tone, or behaviour—lack the awareness needed for self-improvement. Observing others’ reactions is essential for understanding the impact of one’s leadership style.
“Live as if you were to die tomorrow. Learn as if you were to live forever.” Mahatma Gandhi
Enablers of personal learning
Observe responses: Pay close attention to how people react to you. Are they engaged, bored, or frustrated? Adjust your approach based on these signals. You will learn how to create better connections and improve your influence by frequently checking in and adapting.
Actively seek feedback: Ask for specific feedback about your actions, especially in real time. People often hesitate to offer critical feedback, so help them by making self-reflective comments, like, “I think I could have handled that better; what is your view?” This invites open dialogue.
Find role models: Identify skilled individuals in situations where you struggle. Observe how they handle challenges and manage interpersonal dynamics. Discuss their strategies with them and reflect on how you can incorporate them into your behaviour.
Flip perspectives: Expand your perspective by focusing on the needs and viewpoints of others. Instead of thinking, “What do I want from this situation?” ask yourself, “How does this person see things?” Adapting your style based on others’ preferences will make you more effective.
Pay attention to non-verbal cues: Body language offers critical insights into how people feel. If someone seems disengaged or tense, pause and address it. Learn the signals your colleagues use and tailor your responses to keep the interaction productive and positive.
Experiment: Try different methods to elicit reactions from others, such as asking more questions or framing disagreements in a softer tone. The goal is to gather feedback from their responses, helping you refine your approach in future interactions.
Become a better student of people: Focus on observing others more closely and identifying patterns in their behaviour. Predict their responses and adjust your actions accordingly. The better you understand people, the more effectively you will be able to engage with them.
Expand your behavioural repertoire: Challenge yourself to step outside your comfort zone. Try new ways of interacting and responding, even if they feel unfamiliar. By stretching your range of behaviours, you will be better equipped to handle a variety of situations.
Reduce your arrogance: If you tend to dismiss others’ ideas, make a conscious effort to listen more closely. Regularly ask yourself, “How are others reacting to me? What do they need from this interaction?” Write down observations to ensure you remain aware of your impact.
Reduce defensiveness: When faced with criticism, resist the urge to shut down. Prepare yourself mentally before difficult conversations, and use techniques like pausing to breathe or asking open-ended questions to keep the discussion constructive.
“Wisdom is not a product of schooling but of the lifelong attempt to acquire it.” Albert Einstein
Reflection questions on personal learning
How well do you observe others’ reactions to your actions? Could you better notice non-verbal cues or changes in behaviour? How do you adapt when people seem disengaged, frustrated, or confused?
How often do you seek feedback from others? Do you proactively ask for input, or do you wait for it to be offered? How comfortable are you with hearing critical feedback? What could you do to make it easier for others to share honest perspectives?
Who are your role models for self-learning? Can you observe or seek advice from people in your organisation or network? What specific skills or qualities do they demonstrate that you could integrate into your leadership?
How often do you consider the perspectives of others? When faced with challenges, do you approach situations thinking only from your point of view? How could you incorporate the needs and viewpoints of others in your decision-making?
How well do you pick up on non-verbal cues in conversations? Are you able to interpret body language, tone, or subtle shifts in engagement? What techniques could help you read the room better and respond accordingly?
When was the last time you experimented with a new leadership technique? Do you tend to rely on familiar methods, or are you open to trying new approaches? How could experimenting with different tactics broaden your skills?
How effectively do you study and predict others’ behaviour? Are you able to anticipate how people will react in various situations? What patterns do you notice in the behaviour of those around you?
How broad is your behavioural range as a leader? Do you find yourself sticking to familiar behaviours, even when they might not be effective? What new behaviours or skills could you develop to better handle diverse situations?
Do you sometimes let arrogance interfere with your learning? Have there been moments when you dismissed others’ ideas because you believed yours were better? How can you stay open to learning from others, regardless of your past success?
How do you respond to criticism or feedback that challenges you? Do you tend to become defensive or shut down when faced with criticism? How could you prepare yourself mentally to stay calm and open during difficult conversations?
“I am always ready to learn, although I do not always like being taught.” Winston Churchill