Self Help

HBR's 10 Must Reads on Lifelong Learning (with bonus article

HBR's 10 Must Reads on Lifelong Learning (with bonus article "The Right Mindset for Success" with Carol Dweck)

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  • Create Date：2022-09-28 06:56:58
  • Update Date：2025-09-06
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  • Author：Harvard Business Review
  • ISBN：1647820774
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Summary

Learning to learn / by Erika Andersen --
Making yourself indispensible / by John H。 Zenger， Joseph R。 Folkman， and Scott K。 Eidinger --
Find the coaching in criticism / by Sheila Heen and Douglas Stone --
Teaching smart people how to learn / by Chris Argyris --
The feedback fallacy / by Marcus Buckingham and Ashley Goodall --
The leader as coach / by Herminia Ibarra and Anne Scoular --
Strategies for learning from failure / by Amy C。 Edmondson --
Learning in the thick of it / by Marilyn Darling， Charles Parry， and Joseph Moore --
Is yours a learning organization？ / by David A。 Garvin， Amy C。 Edmondson， and Francesca Gino --
Why organizations don't learn / by Francesca Gino and Bradley Staats --
The transformer CLO / by Abbie Lundberg and George Westerman --
Bonus digital article: The right mindset for success : an interview with Carol Dweck by Sarah Green Carmichael。

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Reviews

Danijela Jerković ，

Notes on HBR's 10 Must Reads on Lifelong Learning。。。“Never let formal education get in the way of your learning。”~Mark Twain1: Learning to Learn by Erika AndersenThe secret ingredients: aspiration， self-awareness， curiosity， and vulnerability。The ability to acquire new skills and knowledge quickly and continually is crucial to success in a world of rapid change。 If you don’t currently have the aspiration， self-awareness， curiosity， and vulnerability to be an effective learner， these simple Notes on HBR's 10 Must Reads on Lifelong Learning。。。“Never let formal education get in the way of your learning。”~Mark Twain1: Learning to Learn by Erika AndersenThe secret ingredients: aspiration， self-awareness， curiosity， and vulnerability。The ability to acquire new skills and knowledge quickly and continually is crucial to success in a world of rapid change。 If you don’t currently have the aspiration， self-awareness， curiosity， and vulnerability to be an effective learner， these simple tools can help you get there。"Commit yourself to lifelong learning。 The most valuable asset you'll ever have is your mind and what you put into it。"~Albert Einstein2: Making Yourself Indispensable by John H。 Zenger， Joseph R。 Folkman， and Scott K。 Edinger Good leaders can become exceptional by developing just a few of their strengths to the highest level— but not by merely doing more of the same。 Instead， they need to engage in the business equivalent of cross-training— that is， to enhance complementary skills that will enable them to make fuller use of their strengths。Once a few of their strengths have reached the level of outstanding， leaders become indispensable to their organizations， despite the weaknesses， they may have。 Building Strengths， Step by Step 。。。As a practical matter， cross-training for leadership skills is clear-cut: （1） Identify your strengths。 （2） Choose a strength to focus on according to its importance to the organization and how passionately you feel about it。 （3） Select a complementary behavior you’d like to enhance。 （4） Develop it in a linear way。People constantly growing into ever-changing roles create an organization that becomes more resilient even as it improves the execution of its current strategy。 “We now accept the fact that learning is a lifelong process of keeping abreast of change。 And the most pressing task is to teach people how to learn。”~Peter Drucker3: Find the Coaching in Criticism by Sheila Heen and Douglas StoneFeedback is crucial。It improves performance， develops talent， aligns expectations， solves problems， guides promotion and pay， and boosts the bottom line。6 steps to turn feedback into an important， and unthreatening， tool:1: Know your tendencies。2: Separate the “what” from the “who。” 3: Sort toward coaching。4: Unpack the feedback。5: Request and direct feedback。6: Experiment。Criticism is never easy to take— but learning to pull value from it is essential to your development and success。Your growth depends on your ability to pull value from criticism in spite of your natural responses and on your willingness to seek out even more advice and coaching from bosses， peers， and subordinates。“It is what we know already that often prevents us from learning。” ~Claude Bernard4: Teaching Smart People How to Learn by Chris ArgyrisSuccess in the marketplace increasingly depends on learning， yet most people don’t know how to learn。Problem-solving is an example of single-loop learning。 You identify an error and apply a particular remedy to correct it。 But genuine learning involves an extra step， in which you reflect on your assumptions and test the validity of your hypotheses。 Achieving this double-loop learning is more than a matter of motivation— you have to reflect on the way you think。Failure forces you to reflect on your assumptions and inferences。This is why an organization’s smartest and most successful employees are often such poor learners: they haven’t had the opportunity for introspection that failure affords。 So when they do fail— or merely underperform— they can be surprisingly defensive。 Instead of critically examining their own behavior， they cast blame outward— on anyone or anything they can。People often profess to be open to critique and new learning， but their actions suggest a very a different set of governing values or theories- in-use: • The desire to remain in unilateral control • The goal of maximizing “winning” while minimizing “losing” • The belief that negative feelings should be suppressed • The desire to appear as rational as possible Taken together， these values betray a profoundly defensive posture: a need to avoid embarrassment， the threat， or feelings of vulnerability and incompetence。“The beautiful thing about learning is nobody can take it away from you。”~B。B。 King5: The Feedback Fallacy by Marcus Buckingham and Ashley GoodallThe Challenge 。。。Managers today are bombarded with calls to give feedback— constantly， directly， and critically。 But it turns out that telling people what we think of their performance and how they can do better is not the best way to help them excel and， in fact， can hinder development。The Reality 。。。Research shows that first， we aren’t the reliable raters of other people’s performance that we think we are; second， criticism inhibits the brain’s ability to learn; and， third， excellence is idiosyncratic， can’t be defined in advance， and isn’t the opposite of failure。 Managers can’t “correct” a person’s way to excellence。The Solution。。。 Managers need to help their team members see what’s working， stopping them with a “Yes！ That！” and sharing their experience of what the person did well。We humans do not do well when someone whose intentions are unclear tells us where we stand， how good we “really” are， and what we must do to fix ourselves。 We excel only when people who know us and care about us tell us what they experience and what they feel， and in particular when they see something within us that really works。 "He who laughs most learns best。”~John Cleese6: The Leader as Coach by Herminia Ibarra and Anne ScoularThe Situation。。。To cope with disruptive change， companies are reinventing themselves as learning organizations。 This requires a new approach to management in which leaders serve as coaches to those they supervise。 The Challenge。。。 In this new approach， managers ask questions instead of providing answers， support employees instead of judging them， and facilitate their development instead of dictating what has to be done。 But most managers don’t feel they have time for that— and they’re not very good at it anyway。 The Solution。。。Companies need to offer their managers the appropriate tools and support to become better coaches。 And if they want to be sustainably healthy learning organizations， they must also develop coaching as an organizational capacity。 “Change is the end result of all true learning。”~ Leo Buscaglia7: Strategies for Learning from Failure by Amy C。 Edmondson The wisdom of learning from failure is incontrovertible。 Yet organizations that do it well are extraordinarily rare。The ingrained attitude that all failures are bad means organizations doesn’t learn from them。 Leaders need to recognize that failures occur on a spectrum from blameworthy to praiseworthy， and that they fall into three categories: • Failures in routine or predictable operations， which can be prevented • Those in complex operations， which can’t be avoided but can be managed so that they don’t mushroom into catastrophes• Unwanted outcomes in， for example， research settings， which are valuable because they generate knowledge Although learning from failures requires different strategies in different work settings， the goal should be to detect them early， analyze them deeply， and design experiments or pilot projects to produce them。 But if the organization is ultimately to succeed， employees must feel safe admitting to and reporting failures。 Creating that environment takes strong leadership。In short， exceptional organizations are those that go beyond detecting and analyzing failures and try to generate intelligent ones for the express purpose of learning and innovating。 It’s not that managers in these organizations enjoy failure。 But they recognize it as a necessary by-product of experimentation。 They also realize that they don’t have to do dramatic experiments with large budgets。 Often a small pilot， a dry run of a new technique， or a simulation will suffice。The courage to confront our own and others’ imperfections are crucial to solving the apparent contradiction of wanting neither to discourage the reporting of problems nor to create an environment in which anything goes。Those that catch， correct， and learn from failure before others do will succeed。 Those that wallow in the blame game will not。 "He who laughs most learns best。”~ John Cleese8: Learning in the Thick of It by Marilyn Darling， Charles Parry， and Joseph Moore Like many managers， you probably conduct after-action reviews （AARs） to extract lessons from key projects and apply them to others。 But in most companies， AARs don’t fulfill their promise: Scrapped projects， poor investments， and failed safety measures repeat themselves— while hoped-for gains rarely materialize。 One manufacturing executive， reading an AAR report for a failed project that had stumbled twice before， realized with horror that the team was “discovering” the same mistakes all over again。 How to transform your AARs from diagnoses of past failure into aids for future success？ Realize that looking for lessons isn’t the same as learning them。 View the AAR as an ongoing learning process— rather than a one-time meeting， report， or postmortem。 Set the stage for AARs with rigorous before-action planning— articulating your intended results， anticipated challenges， and lessons from previous similar situations。 Conduct mini- AARs after each project milestone— holding everyone accountable for applying key lessons quickly in the next project phase。 Companies that master this process gain— and sustain— competitive advantage。 They avoid repeating the kinds of errors that gnaw away at stakeholder value。 And instead of merely fixing problems， they adapt more rapidly and effectively than rivals to challenges no one even imagined。 To improve your AAR process: - Build Your AAR Regimen Slowly。- Conduct a Before-Action Review （BAR）。- Conduct Mini- BARs， and AARs。- Focus on Your Own Team’s LearningIt takes multiple iterations to produce solutions that stand up under any conditions。In an environment where conditions change constantly， knowledge is always a work in progress。 So creating， collecting， and sharing knowledge is the responsibility of the people who can apply it。 Knowledge is not a staff function。˝Being a student is easy。 Learning requires actual work。”~William Crawford9: Is Yours a Learning Organization？ by David A。 Garvin， Amy C。 Edmondson， and Francesca GinoWith tougher competition， technology advances， and shifting customer preferences， it’s more crucial than ever that companies become learning organizations。 In a learning organization， employees continually create， acquire， and transfer knowledge— helping their company adapt to the unpredictable faster than rivals can。But few companies have achieved this ideal。 Why？ Managers don’t know the precise steps for building a learning organization。 And they lack tools for assessing whether their teams are learning or how that learning is benefiting the company。Garvin， Edmondson， and Gino propose a solution。 First， understand the three building blocks required for creating learning organizations: 1） a supportive environment， 2） concrete learning processes， and 3） leadership that reinforces learning。 Then use the authors’ diagnostic tool， the Learning Organization Survey， to determine how well， your team， department， or the entire company is performing with each building block。By assessing performance on each building block， you pinpoint areas needing improvement， moving your company that much closer to the learning organization ideal。 The goal of our organizational learning tool is to promote dialogue， not critique。 All the organizations we studied found that reviewing their survey scores was a chance to look into a mirror。The learning organization survey is best used not merely as a report card or bottom-line score but rather as a diagnostic instrument— in other words， as a tool to foster learning。“Live as if you were to die tomorrow。 Learn as if you were to live forever。”~Mahatma Gandhi10: Why Organizations Don’t Learn by Francesca Gino and Bradley StaatsThe Problem。。。 Even companies dedicated to continuous improvement struggle to stay on the path。 Research suggests that’s because of deeply ingrained biases: We focus too much on success， take action too quickly， try too hard to fi t in， and depend too much on outside experts。The Impediments。。。 These biases manifest themselves in 10 conditions that impede learning。 These include fear of failure， insufficient refl ection， believing that we need to conform， and inadequate frontline involvement in addressing problems。 The Solutions。。。 Leaders can use a variety of strategies to counter the biases， including stressing that mistakes are learning opportunities， building more breaks into schedules， helping employees identify and apply their personal strengths， and encouraging employees to own problems that aff ect them。It may be cheaper and easier in the short run to ignore failures， schedule work so that there’s no time for refl ection， require compliance with organizational norms， and turn to experts for quick solutions。 But these short- term approaches will limit the organization’s ability to learn。“Tell me and I forget， teach me and I may remember， involve me and I learn。”~Benjamin FranklinThe Transformer CLO by Abbie Lundberg and George Westerman The Situation The fast- changing nature of business today means that employees’ continual learning is vital for organizational successThe Response。。。 Chief learning offi cers are assuming a more expansive role， aiming not only to train employees but also to transform their organizations’ capabilities and make learning an integral part of the company’s strategic agenda。The Specifics。。。 Extensive interviews at 19 large companies revealed that “transformer CLOs”—those who are embracing this expanded role— are driving changes in their enterprises’ learning goals， learning methods， and learning departments。 “The more that you read， the more things you will know。 The more that you learn， the more places you’ll go。”~Dr。 SeussBONUS DIGITAL ARTICLE The Right Mindset for Success An interview with Carol Dweck by Sarah Green CarmichaelFixed Mindset vs。 Growth Mindset。。。A fixed mindset is when people believe their basic qualities— their intelligence， their talents， their abilities— are just fi xed traits。 They have a certain amount， and that’s that。 But other people have a growth mindset 。 They believe that even basic talents and abilities can be developed over time through experience， mentorship， and so on。 These are the people who go for it。 They’re not always worried about how smart they are， how they’ll look， what a mistake will mean。 They challenge themselves and grow。 “Anyone who stops learning is old， whether at twenty or eighty。 Anyone who keeps learning stays young。”~Henry Ford "Formal education will make you a living。 Self-education will make you a fortune。”  ~ Jim Rohn 。。。more

Supriyo Chaudhuri ，

I have lost my appetite for reading business books， primarily as most of them promote a single-idea solution （which can be covered in 10 pages instead of the customary 200） to all of world's problems！ On that count， HBR's Must Reads are great - at least I get 10 ideas！ This one covers a lot of ground and have some great articles in it。 In at least one instance， one commentary critiques an article in the same collection - what a treat that is！ So， in summary， interesting ideas including some real I have lost my appetite for reading business books， primarily as most of them promote a single-idea solution （which can be covered in 10 pages instead of the customary 200） to all of world's problems！ On that count， HBR's Must Reads are great - at least I get 10 ideas！ This one covers a lot of ground and have some great articles in it。 In at least one instance， one commentary critiques an article in the same collection - what a treat that is！ So， in summary， interesting ideas including some really useful ones， not mono-tonal like other business literature and deals with an uncommon subject - a must read indeed！ 。。。more

Timothy Batson ，

Keeping those professional skills sharp！This， and I imagine the rest of the HBR series， is best consumed through print or digital， with the associated workshop/book materials。 I listened to this on audio， and while it was well presented， I knew I was missing some element of the material being covered。 Lots of known info in here in learning， and how to change culture in the workplace to be accepting of learning。 I'm glad there were many things I already practiced as a long-term manager that were Keeping those professional skills sharp！This， and I imagine the rest of the HBR series， is best consumed through print or digital， with the associated workshop/book materials。 I listened to this on audio， and while it was well presented， I knew I was missing some element of the material being covered。 Lots of known info in here in learning， and how to change culture in the workplace to be accepting of learning。 I'm glad there were many things I already practiced as a long-term manager that were addressed in this book *pats self on back， as well as good ideas to implement in the future。 。。。more

Andrea ，

This book brings great articles on learning， leadership and personal development 。Definitely one of my favorite books on the HBR’s series。

Reference

google book https://www.google.com/search?tbm=bks&q=HBR's 10 Must Reads on Lifelong Learning (with bonus article "The Right Mindset for Success" with Carol Dweck)

hathitrust digital library https://babel.hathitrust.org/cgi/ls?q1=HBR's 10 Must Reads on Lifelong Learning (with bonus article "The Right Mindset for Success" with Carol Dweck)&field1=ocr&a=srchls&ft=ft&lmt=ft

The British Library https://bll01.primo.exlibrisgroup.com/discovery/search?query=any,contains,HBR's 10 Must Reads on Lifelong Learning (with bonus article "The Right Mindset for Success" with Carol Dweck)&tab=LibraryCatalog&search_scope=Not_BL_Suppress&vid=44BL_INST:BLL01&lang=en&offset=0