Today’s learning teams are more diverse and distributed than ever, presenting unique leadership challenges. In this article, Miriam Taylor and Jerry Zandstra discuss building high-performing teams in this complex landscape, exploring key areas like trust, continuous learning, motivation, and conflict management. Their insights offer valuable guidance for learning leaders navigating the modern workplace.
Miriam Taylor: As a learning leader, how do you approach building a high-performing learning team?
JZ: This is an interesting question. I remember when a learning team was most often a group of people working together in the same location in a centralized way. In the last few years, learning teams have changed drastically. Most team members might be remote. Some are full-time employees, but the team is likely to include part time people, contractors, and various vendors. In global organizations, different regions of the world may have different learning teams with little centralization. All that to say, it seems to me that leading a learning team is more complex than it used to be, at least in large companies.
MT: Iโve seen the same. Some companies are moving toward more centralization while others are moving toward more local control. It doesnโt seem like there is a standard structure so leading in a shifting environment is always going to be a challenge. In this setting, how do we build the learning team our organization needs?
Jerry Zandstra: Building a high-performing team is about more than just assigning tasks and managing projects. Every well-functioning team Iโve ever been on has been about relationships and the other people on the team. It’s about fostering a culture of trust, collaboration, and continuous growth. The best team leaders put the needs of the team above their own. Look, I know this isnโt common. Some thinkers, like Simon Sinek in his book, Leaders Eat Last, talk about how putting others first is the basic requirement of leaders. And many people applaud this way of thinking. Unfortunately, it is not common. Before leadership is about a strong work ethic or leading by charging up a hill, it is about empathy and well-honed listening skills. Open and honest communication is crucial. I encourage open dialogue, providing regular feedback, and creating a space for people to share their thoughts and perspectives. Will their thoughts and perspectives be evaluated? Of course! Decisions must be made. But I am perfectly comfortably giving my opinion or perspective to someone who might reject it if I know they care about me.
MT: How do you foster a culture of continuous learning within your team?
JZ: I think it starts with a vision. Seeing the gap of where we are and where we want to go is motivational for teams. They will want to acquire the skills and knowledge they need to achieve the vision. A vision that is compelling, powerful, and motivating with a group of people who truly care about each other. For people who are excited to see a vision become reality, they will need access to relevant training resources, professional development opportunities, and a growth mindset where mistakes are viewed as learning opportunities. I would also emphasize the importance of knowledge sharing within the team, encouraging members to mentor each other and share their expertise.
MT: You mentioned motivation. What are some of the better ways to motivate and inspire our teams to achieve their best?
JZ: Recognition and appreciation are key. Celebrate individual and team successes, both big and small. Who doesnโt want to know that their work contributed to a team win? We are all quick to move on to the next project but taking a moment to say a thank-you privately and publicly will make a world of difference. Another key is providing regular feedback, both positive and constructive. Donโt wait for an annual review to say something that will make someone happy or sad. A few other quick thoughts: create a positive and supportive work environment. After all, who wants to give their best effort in a negative and non-supportive place? Focus on setting clear goals, providing clear expectations, and empowering team members to take ownership of their work.
MT: How should learning leaders deal with challenges and conflicts within the team?
JZ: I can pretty quickly resolve a conflict with a person I trust. Someone who has my best interest at heart. In situations where those things are not present, finding resolution is elusive. In those situations, people probably spend more time figuring out if they can trust each other and far less time on the specifics of their conflict. My suggestion would be to address the trust question before the details of the conflict. Obviously, open and honest communication is crucial for resolving conflicts. Watch out for bad actors and hidden agendas. People of ill will usually are not seeking resolution. They only want to win.
Encourage your team members to address issues quickly, directly and respectfully. Facilitate constructive dialogue, helping team members understand each other’s perspectives and find common ground. As much as possible, look for the root cause of any conflict. It might be simply that two people or groups just have a different way of thinking or doing things. Or it might be that there is a deep lack of trust in your team.
MT: What are some of the biggest challenges team leaders have today?
JZ: The pace of change is accelerating, and it’s crucial to keep the team adaptable and agile. We need to constantly be learning and evolving, both as individuals and as a team. The core elements of learning how people acquire skills and knowledge really havenโt changed that much but the tools, technologies, and situations of our learners and our learning teams are fluid.
Another challenge is maintaining learning team engagement and motivation in a remote or hybrid work environment. Building strong relationships and fostering a sense of community can be more challenging in a virtual setting.
MT: What advice would you give to aspiring learning leaders?JZ: Focus on building strong relationships with your learning team members. Invest in their growth and development. Lead by example, demonstrating the values you want to see in your team. Embrace change and be willing to adapt. And most importantly, remember that leadership is a journey of continuous learning and improvement.
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