“No one is immune,” he said. “I fear growing rigid in my thoughts and outdated in my ideas.” I was sitting in a packed stadium, listening to the dean of Northeastern University speak at my eldest daughter’s graduation. I started taking notes.
He talked about several students’ projects and start-ups, applying what they learned to address challenges like diabetes in Honduras and supporting small farms in Kenya. “Learning is a lifelong journey,” he reminded the graduates.
I might have dismissed the speech as just encouraging words for young people, except that I had read very similar words a few months earlier, written by the CEO of a 400,000-person company.
Learning at Work
For most of my career, I invested much more into making my boss happy than into developing my skills. Though I worked in a highly technical field, almost no one around me read books or did research about what we did. We were too busy. Learning was something you did on your own time, something wholly apart from work. The unspoken assumption was that you were supposed to already know what you needed to know.
The words of Bosch’s CEO, Volkmar Denner, were a radical departure from what I was used to hearing. First, he offered some sobering statistics.
“Lifelong learning is essential… But the truth is that people aged 30 to 44 spend just nine minutes a day on average on improving their qualifications. And for people aged 45 to 64, the figure is even lower — only four minutes.”
The dean had said, “The world doesn’t stop changing, and we must continue to discover and learn,” and the Bosch CEO embraced the need for people at all levels of the company (including himself) to continue exploring and learning as an integral part of the work we do.
“It’s more than just a challenge our children have to face…In the digital world, people who have achieved success in their careers cannot afford to rest on their laurels and refuse to learn anything new. The more successful the company, the more alert its executives have to be to change, and the more they have to preserve their curiosity.
[It is] important to see working and learning as a whole, and to combine the two. This can only work if further training is no longer seen as something that is merely “nice to have” — a seminar every so often, then back to routine. We want further training to be an integral part of company strategy. It is this that is giving rise to new forms for self-organized learning [such as] “Working Out Loud.”
What’s it for?
The Bosch CEO saw learning as good for the individual (“a way of advancing our personal careers”) as well as for the company. The dean saw it as imperative for the planet.
“Inequality, injustice, and intolerance cast long shadows….Use your gifts to eliminate the dark. You are torch bearers in an age that longs for light.”
What about you? Whether you need your own “shield against irrelevance,” are looking for ways to advance your career, or want to contribute to a better world, standing still is not an option.
What are you learning? Why?