Structured learning is not a solo endeavor. You must involve your team in this process. Share your hypotheses with them, seek their input, and encourage them to adopt a similar approach in their functions. This will generate diverse perspectives, enhance the depth of collective learning, and foster a culture of inquiry where assumptions are continuously challenged and refined.
Proposed figure: A visual representation of an expanding spiral can effectively capture the essence of this concept. At the core of the spiral would be the initial hypothesis. As the spiral expands outward, there can be various markers denoting validation/refutation, new hypothesis, team Input, and expanded understanding. This will depict the continuous nature of the learning process and the collaborative aspect of including team inputs to enrich the journey.
Challenges in implementing ‘learning with a point of view’
When leaders transition into new roles, they often encounter resistance from existing teams or colleagues who are accustomed to the old way of doing things. Adapting a structured hypothesis testing approach may face pushback from those who prefer the comfort of familiar routines. To overcome this challenge, formulate hypotheses that address the root causes of resistance. For instance, if resistance is high, you might hypothesize that team members feel their expertise is undervalued in the new approach. Test this hypothesis by seeking feedback and crafting strategies to involve them more effectively.
Leaders are frequently under pressure to deliver results quickly in their new roles. Implementing a structured hypothesis testing process can be time-consuming, potentially conflicting with the urgency to make decisions and demonstrate impact. To address this issue, hypothesize about early wins in your new role. For instance, you might hypothesize that optimizing a specific process could yield immediate results. Test this hypothesis by implementing targeted changes and monitoring their impact.
Failure is an inherent part of any learning process. Leaders should be encouraged to share their experiences of when their initial hypotheses were proven wrong and how they adapted their strategies accordingly. Learning from failures and setbacks can be just as valuable as learning from successes. When facing setbacks, form hypotheses that explore the reasons behind the failure. For example, if a new strategy did not yield the expected results, hypothesize that the execution might have been flawed due to a lack of team alignment. Use this hypothesis to guide discussions and actions aimed at improving execution in future endeavors.
Conclusion
When taking a new role, the temptation to rely on the tried and tested is ever-present, especially when entering an unfamiliar situation. But as you embark on this journey, you must remember that every organization, no matter how similar it may appear on the surface, has its nuances, unique challenges, and distinct opportunities.
To truly succeed, genuinely make an impact, and earn your team’s trust and respect, you must strike a balance. Avoid the pitfalls of early assumptions and commit to a structured, hypothesis-driven approach to learning. In doing so, you will set yourself up for success in your new role and create a culture that values curiosity, critical thinking, and continuous improvement.