Ignorance is defined (Merriam-Webster.com) as lack of knowledge, education, or awareness. In contrast, the definition of stupid (Merriam-Webster.com) is having or showing a lack of ability to learn and understand things. The fine line between being ignorant and stupid is the ability to learn.
Taking that one step further, in research done by Michael Lombardo and Robert Eichinger they identified one competency common to all people that became successful leaders – learning agility. It is defined as the ability and willingness to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions. People with this quality fail, but don’t normally fail multiple times on the same issue and find a way to apply learning from the past to new situations so they can find success.
I also recognize that some lack the ability to learn certain things, and yet I have dozens of examples from clients who work with people with disabilities or special needs that have seen learning happen because they raised their expectations of those individuals and stopped treating them like the labels that had been put on them were permanent.
There is not test for learning agility, but there are some practices that allow people to share their capacity and willingness to learn. You know my mantra – Great conversations start with a question. When we have honest conversations that lead to thoughtful actions, the outcome is improved performance. That is learning agility in action. Here are some questions that test for it:
- What do I want to learn this year?
- What did I learn this past week / month / year? Did I do it the easy way (someone helped me) or the hard way?
- What were recent successes and failures?
- What do you need to learn faster? What support do you need?
In Performance Conversation:
- What did you do well this past year?
- What could you do better?
- What do you need to learn?
In the end, there is no difference to a leader from those who don’t have the ability and those who do not want to demonstrate the ability. All organizations have these individuals, and hopefully do not have too many of them. The latter reason is the most prevalent from my experience.
Sometimes I wonder if removing labels from our politically correct society soften feedback to the point that it is hard to hear. Maybe we should use the words ignorant and stupid more to help people see their options more clearly. People with learning agility will see the challenge in the direct feedback. People without it will be offended – at least we would know who is who.