Hire and Fire for Learning Culture

Building on the edict to promote learning that focuses on personal, as well as professional growth, the panel discussed the importance of allowing for failure in a learning culture. Not only does a high tolerance for failure allow employees to prototype ideas, promoting innovation, it fosters a sense of ownership in the organization.

Foxall pointed out that a failure is not just a coaching opportunity, but also “a chance to elevate the human being, not just the worker.”

The panel agreed that a rich employee development benefit gave their companies a competitive edge in the jobs market, and therefore in their business sector. The panel reiterated the importance of transparency and authenticity when assessing an employee’s ability to assimilate to a learning culture. A potential new hire’s ability to embrace the company’s learning culture is as crucial to their value to the organization as their technical skills.

But what to do when an existing employee resists the growth mindset?

The effectiveness of a learning culture is rooted in the assurance that action in the present will enable success in the future. An employee who is unwilling to embrace the growth mindset, even one who can currently produce results, will no longer be a fit for the organization. Foxall acknowledged that “letting a performer go can be the hardest thing to do” but “you can’t force someone to learn.” Foxall and Venuthurupalli again called on the importance of transparency and authenticity to coach resistant employees to a healthy exit.

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