CUs consider workplace culture strategies.
A learning organization is one that is committed to continuous improvement and transformation. The world we live in is changing at a rapid pace, and credit unions that do not embrace this reality and evolve with it may find themselves left behind. A business that promotes a culture of ongoing learning is more likely to succeed in the long run, as it becomes more adaptable to shifting market demands and the availability of new tools and technologies.
Here are a few ways in which you can transform your credit union into a learning organization:
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Start with Leadership
A culture of learning must first be championed at the leadership level. Peter Senge, systems scientist at MIT and expert in organizational development, describes the leader's role in three separate categories: Leader as designer, leader as steward and leader as teacher. The leader must create a shared vision toward which all employees can aspire. He or she should work to anticipate any challenges that may arise and steer the course for transformation. The leader must also focus on the big picture – improving the organization as a whole. Process or systems improvements should be executed with the organization's overall strategy in mind. Lastly, a leader needs to coach others through the learning process and facilitate positive change.
Be Open to New Ideas
Change doesn't happen without new ideas. Keeping an open mind and creating a supportive environment will ensure that employees feel empowered to share their ideas on system or process improvements. It's essential to dismantle barriers of communication and promote the free exchange of ideas across the board through open dialogue. It's also important to acknowledge that not every idea will work for your credit union. Trying something new is a step forward on the path of progress and steady increases can lead to greatness.
Learn From Mistakes
A critical component of a learning organization, according to Senge, is learning from mistakes. Rather than sweeping them under the rug and pretending they didn't happen, or punishing people for making them, the organization should view mistakes as a learning and growth opportunity. No one is perfect, and mistakes will be made on the path toward positive cultural change.
Encourage the Transfer of Knowledge
For ideas to permeate an organization, obviously they must be shared – this can promote buy-in from leadership through front-line staff. For example, if one department has an innovative idea to streamline a process, it should be shared across the credit union so others can learn and also benefit from it. A culture of learning is dependent upon people across the organization committing to expanding their knowledge and continuously improving. Training and continuing education are other ways to transfer knowledge, and these concrete learning processes are essential in promoting a learning and growing organization.
Inspire Commitment to Expertise
Understanding is one thing, but mastering something to become an expert is another. By continuing to learn about an area of information, employees can enhance their skills, be more effective in their jobs and meet the needs of your members. Circling back to the previous point, they can then teach and transfer this knowledge to others in the organization. A dedication to expertise should be recognized and rewarded at your credit union. Are you hiring for a more senior-level position at your credit union? Promoting from within is a great way to incentivize learning and reward employees who go above and beyond to learn new skills and teach them forward to others.
Show the Benefits of Change
People are inherently uncomfortable with change. You might have noticed that new initiatives at your credit union have been met with skepticism and even resistance in the past – this is normal. The pace of change can be fast and furious, and it creates uncertainty. However, it is essential that employees embrace change quickly, and how they respond to change is critical to a credit union's success. The leader of a learning organization must communicate the benefits of any change in order to increase adoption. How will a new process affect your employees (hint: hopefully it makes their jobs easier and allows them to better serve your members)? Why should they take the time to learn more about a particular area? Be prepared for these types of questions and respond by leading with the advantages.
Measure Success
It's difficult to track the performance of your learning processes unless you take concrete steps to measure them. After implementing a new training and development program, for example, you can measure how well employees retain the knowledge and if it manifests into tangible results (e.g., increased member satisfaction resulting from a new process or technology). You can also assess attitudes toward change – what do employees think of your new programs? Are they learning new things and finding them beneficial? In order for a learning organization to sustain itself, employees must see the value in it.
Change is a continuous process – it takes time and certainly doesn't just happen after one new training session is completed or idea is brought to life. However, by promoting a culture of openness, continuous improvement and dedication to learning, your credit union will likely see transformative results.
Robin Kolvek Robin Kolvek is CEO of EPL, Inc.. She can be reached at 205-408-5300 or [email protected].
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