Our eldest son is currently learning how to drive.  He proudly displays his “L” plates whenever he is driving.  Here in Australia, you can’t miss the “L” plate.  It’s bright yellow with a big capital “L” in black font.  This signals to other drivers that you are learning.   

This sign makes sense.  It reduces expectations of others on the road, and it serves as a reminder that the learning driver doesn’t have as much experience as others on the road, so they should be cautious around the learning driver and give them plenty of room.   

I learned to drive a long time ago however I do remember that feeling of vulnerability whilst I was learning to drive.  I was fully accountable on the road, and I was completely vulnerable due to my lack of experience at that point.  

This level of accountability and vulnerability created a feeling of discomfort and exposure. I was learning and driving simultaneously.  The reality was that I needed to drive to learn, and I needed to learn so I could drive. 

In leadership, it is much the same, except we don’t have “L” plates.  We may enter leadership with some experience.  Perhaps we have led a team at different times.  Maybe we are a great technical expert ready for the next challenge.  In any of these scenarios we are not given “L” plates.  This is not because we are not learning, but rather, we are assumed to be able to lead and learn simultaneously.  This does not stop at any point in a leader’s career, except when you stop learning. 

The moment you stop learning is probably the moment to move on from what you are doing. 

Learning is part of continuing to be a deliberate leader.  A Deliberate leader is a leader who chooses to lead every day and one who leads with purpose and intention.  If you find yourself learning and leading (and this should apply to all leaders) here are some ideas to help decrease vulnerability and increase transparency. 

Disclosure 

Let the team know you are learning or exploring something new.  Be transparent about this being a learning and exploration period for you.  This will help them to be more empathetic and tolerant as you are learning.  It will also help them feel accountable in sharing the journey of learning with you, perhaps by checking in to ask how they can support you. 

Expansion and growth 

How fabulous that you are learning, development and growing.  You may have feelings of gratitude around this.  There may also be feelings of discomfort.  With any expansion, there is usually discomfort.  Sit with it, be present, and be aware if you are resisting it.  Resistance makes it harder, so just go with it. 

Role modelling 

Offering to share what you are learning with those around you may also encourage them to engage in learning.  They will then have the opportunity to experience their own learning and growth journey. 

The Learning Leader 

How we prefer to learn can impact how we lead.  The key is awareness. In understanding how we learn, we can increase our ability to be vulnerable, cope when we feel exposed and admit when we need support.  

Disclose mistakes 

You won’t get it right all the time.  When you don’t, disclose it. Don’t conceal mistakes.  Especially when it comes from the leader, this has the potential to increase psychological safety significantly benefiting the entire team and creating an environment where it is safe to learn from mistakes.  

If learning drivers, don’t drive they don’t learn.  Leaders can only continue to develop when they lead, despite the conditions they may face.  The learning that we then call experience only comes from leading and learning simultaneously.   

Rita Cincotta writes, mentors, and speaks on individual and team performance, leadership development, resilience and new ways of working. She works with organisations to develop human centred solutions that help people and businesses to thrive.