Many firms have made learning agility a top priority as several companies found themselves in a scenario where they didn’t know what to do during the pandemic’s peak. Some waited for a solution and then departed, while others pushed themselves out of their comfort zones and discovered how to address the problem. But unfortunately, most people attempted to take advantage of every opportunity they had during the crisis and grew more potent.
Due to poor consumption and sales, a kitchenware supplier had to shut all three of his manufacturing facilities during the lockdown. Companies began developing sensor-based sanitizer dispensers. These companies got over 850 orders and recorded a sale of Rs. 1.15 crore
Businesses were able to adjust to changing market demands and thrive during the crisis because of their adaptability; A corporation can endure any business crisis if the same agility is applied to staff learning and development. However, following Covid, the demand for a workforce that can adapt to changing circumstances and carry out the business leader’s intentions has grown. So let’s study learning agility.
What does the term “learning agility” mean?
Learning agility may be termed as applying lessons learned from previous experiences to new ones. Therefore, it is critical to develop productive behaviors and adapt to changing circumstances.
The two most crucial aspects of learning agility are speed and flexibility. Employees need to act quickly, and flexibility allows them to be receptive to new ideas.
Learning agility is the most effective strategy to protect your staff against unforeseen conditions that may obstruct their ability to achieve corporate objectives. As a result, your team must constantly learn, unlearn, and relearn. To handle the disruption produced by digital acceleration, they must develop high-order thinking, problem-solving ability, and meta-skills in the post-COVID 19 eras.
What is the significance of learning agility?
Many businesses adopt it into their learning strategies because agile learning positively influences performance.
After implementing an Agile strategy, 60% of businesses see an increase in earnings.
Agile learners are not frightened of risks or challenges, and they are at ease in challenging situations. Employees with learning agility have a mindset that encourages them to seek out challenges, get criticism, consider flaws, improve, and progress. As a result, both the employee’s and the organization’s success benefit from learning agility.
Uncertainty has become the new normal post-COVID, and formerly successful initiatives have become ineffective. Only flexible, innovative, and resilient employees can succeed in a VUCA (volatile, unpredictable, complex, ambiguous) world.
Both the team and the managers require learning agility. Change management might be difficult for leaders who have not yet walked the learning agility route. They may not notice the change, impacting the leader’s and team’s performance. As a result, cultivating a learning agility culture for both the manager and employees is essential to unlocking the lesson of experience when they are stuck in difficult situations.
5 aspects of learning agility.
Rather than being book smart, mental agility is more akin to street smart. The best illustration is top-performing salespeople who can capitalize on a product’s USPs. With the strength of their words, they persuade you to swipe the card. Such individuals are curious, and they are always looking for new ways to improve their selling skills. Mentally agile employees accept complexity, remain inquisitive, and find new connections.
Interpersonal communication, relationship skills, and leadership abilities are part of a person’s agility. Employees with a high level of emotional intelligence and the ability to bring out the best in others are ideal candidates. As a result, individuals frequently approach them during times of crisis. Employees with strong leadership qualities are adept at negotiating challenging situations. During mock calls or stress testing, team members often prefer them. Individuals with people agility are helpful to others and can work through a dispute with ease. They are excellent collaborators who can gain insights from a variety of angles.
Individuals with result agility can continuously deliver in novel or complicated settings. They are usually composed and quiet. Employees like this don’t give up and endeavor to achieve their objectives even in new environments. The best-performing SEO consultants, for example, aim to keep up with Google’s ever-changing algorithms and experiment with various techniques to ensure that the website ranks well. Even if they see a drop in website traffic, they do not let it become a cause for concern. Instead, they experiment with other teams to increase the website’s ranking and traffic, such as the content writers and marketing team.
Such experts continue to expand their expertise to adapt to the many problems.
The change agility and the results agility are very comparable. Those with change agility are risk-takers who aren’t afraid to go down uncharted territory to solve a problem. Employees that aren’t frightened of failure learn from their mistakes and keep trying until they achieve the desired goal. Top-performing customer success executives who do not accept defeat despite not receiving referrals are the best illustration of change agility. Instead, they alter their strategy and try to obtain quality referrals from satisfied customers.
Individuals who change agility are always eager to learn new things. They incorporate learning into their workflow so that they may readily overcome any obstacles that arise.
Employees with a high self-awareness score are aware of their talents, faults, and limitations. They use feedback to improve their performance. Employees who are aware of the potential for improvement are the best example. They frequently write down their objectives and use objective assessments to measure progress.
Employees with a low level of learning agility vs. those with a high level of learning agility
Agile learning can significantly affect how well people perform at work.
Let’s see how employees with low learning agility compare to people with excellent learning agility:
Employees with low learning agility are hesitant to leave their comfort zone and take on new responsibilities. Conversely, employees with high learning agility are more confident in their ability to learn new tasks rapidly.
As they follow instructions, employees with low learning agility fail to offer value. On the other hand, employees with high learning agility think out of the box, take the initiative, experiment, and continuously add value in changing environments.
Change and challenges are unappealing to employees with limited learning agility. Employees with a high level of learning agility put their best foot forward when faced with a challenge or a change. They devote time to improving their skills to reach their most significant potential.
Employees with low learning agility are restricted to the current company needs. Conversely, employees with high learning agility anticipate future needs and learn new skills to ensure they are constantly job-ready.
Employees with low learning agility struggle to adapt to new methods, causing them to take longer to complete tasks. Conversely, employees who have a high level of learning agility adopt new tools and abilities to complete more work in less time.
Employees with low learning agility require supervision, but those with high learning agility may monitor their work and close the performance difference in real-time.
Several factors of learning agility.
If you wish to be an agile learner, you should examine the following aspects of learning agility:
Challenging the status quo
It’s essential to challenge the existing quo and seek new and inventive approaches to problems. But unfortunately, most individuals are bound by their job title and are unwilling to challenge long-held notions. This is a stereotype that has to be addressed.
One must get new experiences and broaden one’s understanding base. Individuals who are very learning-agile can develop new ideas by looking at problems from several angles. They inquire and express their thoughts until they are entirely convinced about a point of view.
Overcoming a new problem is a learning experience. Therefore, it is critical to remain relaxed, attentive, and engaged when confronted with such issues to learn from them. Furthermore, one must effectively manage the stress of such uncertainty and adjust quickly to perform well. In this situation, keen observation, listening skills, and the capacity to digest material fast are critical. Compared to their less agile rivals, this improves the ability of high learning-agile workers to take up new skills and achieve higher performance levels swiftly.
Having new experiences, on the other hand, does not guarantee that one will learn from them. As a result, obtaining feedback and devoting concentrated efforts to digesting information to understand one’s beliefs and conduct better is crucial to understanding one’s assumptions and behavior.
Venturing into unexplored terrain
The second essential component of learning skillfulness is taking risks and putting oneself in new situations to attempt new things. Agile learners are curious, daring, and unafraid of taking risks. Risks that lead to opportunities, rather than just pleasures, are thus embraced.
They aren’t afraid to volunteer for jobs and places where success isn’t guaranteed, and failure is possible. Individuals that are learning-agile never miss an opportunity to learn, and they gain confidence by pushing themselves beyond their comfort zone, resulting in a never-ending circle of achievement.
Best methods for learning agility
A flexible and responsive mindset is necessary for learning. In today’s VUCA world, anyone can learn to be an agile learner and succeed.
Here we listed recommended practices for fostering a learning agility environment.
Learning agility assessments
Regarding staff training and development, learning agility is a critical measure to consider. When evaluating the learning agility of any employee, companies should take into account the five variables. Using this as a starting point, you can determine an individual’s personality traits, talents, emotional intelligence, and behavioral style to determine their level of learning agility.
Developing meta-skills for dealing with ambiguity
The meta-skill is a high-order skill that catalyzes fast learning and the development of new skills. Meta-skills can assist your employees in navigating through uncertainty with ease. As we enter a transition period, it is critical to cultivating a continual learning culture. An agile learner strives to gain meta-skills through self-paced learning or microlearning to develop a broad set of capabilities that may be employed in various situations.
Learning from colleagues through collaboration through social learning
When it comes to reaching a high level of learning skills, collaboration is crucial. Partnership aids in the discovery of quicker answers to unforeseen issues. You can put all of your employees onto one platform to brainstorm and address unclear issues through social learning. For example, KloudLearn provides a social learning platform where all employees may ask questions, discuss new tactics, and plan to deal with various issues.
Your team’s learning agility allows them to seize every opportunity that comes their way. It assists in developing the abilities required to thrive in today’s dynamic, uncertain, and unexpected business environment. When combined with the correct learning solution, learning agility may help your staff overcome obstacles. Explore KloudLearn, an all-in-one learning platform, to see how it may help you build an adaptive workforce and take your enterprise training to the next level.