The three transformational learning network behaviors part 2 Keith ferrazzi

The Three Transformational Learning Network Behaviors (Part 2)

27	Jun
	2013

Future of Learning

In my last post, I explored the third step in the continuous learning circle, forming your learning network. This network is composed of the larger group of people who will spar with you on the progress you’re making to close your gaps and keep you accountable with valuable, butt-kicking feedback.

The glue that binds your learning network together and really sends the effectiveness, connectedness and power of your network into hyperdrive: generosity, trust and authenticity.
Key Behavior: Generosity
For most people, the biggest obstacle in building a learning network is convincing others to take part in it. After all, the most valuable networks are comprised of the best and the brightest. Moreover, our culture stresses competitiveness: Only one person can be the best, and each of us wants to be that person – which often means, “Don’t help anyone else gain on you.” But I can’t repeat this too often: The “me first” attitude doesn’t help us become the best. To achieve your goals in life, how smart and talented you are means little if you don’t understand one thing: You can’t get there alone.
The plain fact is that a learning network is a mutual endeavor, with both sides the better for it. Indeed, you will find in time the concept of sides itself will disappear. A network – any network, a learning network or the body of a giraffe or a paramecium – functions precisely because all of its components work together in instinctive, unselfish support. For us humans, this notion should create an implicit understanding that investing time and energy in helping others become the best they can be pays dividends.
But you have to stop keeping score. You can’t put together a learning network without introducing your new connections to others or without offering them your own knowledge, skills and expertise – all while rejecting the temptation to calculate who did more for whom. The more people you help, the more help you’ll have – and the more help you’ll have helping others in an ever-increasing, more valuable circle.
Key Behavior: Humble Audacity
Ideally, you want to shoot for the moon when creating your learning network. This is your community and backbone, and it should be nothing but the best. If you read or heard about somebody that resonated with you and would fit perfectly in your learning network, take every step to make them a part of your learning network – no matter how celebrated or accomplished they are. Be audacious. Don’t be afraid to approach a potential learning network participant you think is out of your league. Do your homework to forge common ground and minimize the separation between you. The more your network evolves, the easier this is to do because your range of contacts and connections expand exponentially.
My experience with John Pepper, the former CEO of Procter & Gamble, is a good illustration of this process. I admired him since I saw him speak on campus when I was an undergrad at Yale, where he went to school as well. Knowing that we would be attending the same conference – I was young and starting my business, an unknown figure, while he was a star attraction – I tapped into my alumni network at Yale to find out everything I could about John’s affiliations and interests. It turned out that we had both been in Berkeley College at Yale. That meant he must have known Robin Winks, a much-admired professor for whom I had worked while in college. That was enough: When I brought up this connection in common, John and I hit it off in a big way. By the end of our conversation, John was giving me insightful advice and contacts for my young company. He invited me to keep in touch. Our paths crossed many times in the ensuing years; he has been a treasure trove of guidance and wisdom and I’ve introduced him to potential donors for one of his pet projects.
Key Behavior: Authenticity
Developing your learning network is a labor of love because it is coming from a place of honest self-assessment. There are no phonies allowed in those trenches. Helping people in your network and getting help from them should be an exciting, vibrant part of your day. In fact, one measure of the usefulness of an interaction with a network member is how energized you feel during and after it. The more energy you feel, the better the result.
If you find that your learning network is flagging and lacking enthusiasm, or the quality of your connections is declining, work to revive the team:

• If you’re the “helping party,” motivate yourself to be excited about the other person’s project by imagining that it’s your own and that the success of your career rides on the results.
• If you’re the one asking for help, streamline the problem so only the parts that are difficult for you remain. These tend to be the most challenging and, therefore, the most interesting.
• Socializing should be a reward, not a stalling tactic. You can and should spend time socializing with your learning network partners. In any discussions with network members – whether calls, in person discussions or group meetings – the priority should be providing help, insight, advice and support for career or personal problems.
• The most productive part of any meeting is the first 15 minutes; things go slowly or quickly downhill from there. Focus the initial moments of your learning network meeting on productive work. Otherwise, you could sour the learning-network process itself.
• Contacting members of your learning network when you hit a snag in your career growth, when you celebrate a win, or when you hear that THEY hit a snag or hit a win should become a habit. The higher the frequency of contacts, the more invested each of you will be in the other’s careers.

These key behaviors are important because they test the quality of the relationship, as each side is expected to help the other. Think about it this way: Don’t real people have real needs? Well, then, what would be more authentic: thoughtfully reaching out to others who can help, or pretending those needs don’t exist and going it alone? As Sam Walton, the founder of retailers Walmart and Sam's Club, said: “We let folks know we’re interested in them and that they’re vital to us – because they are.”

*This story is an excerpt from the forthcoming Ferrazzi Greenlight book The University of You. To make it as impactful as possible for organizations intent on moving to intentional, self-directed learning for their employees, we plan to customize the book with stories and examples drawn from the learning paths of the leaders and individuals in each organization. Contact us at info@ferrazzigreenlight.com for more information.

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learning network

continuous learning circle

generosity

trust

authenticity