The Curious Case of ‘Learning on the Job’

We all learn on the job - if there is any universal truth about work, this is it. Everyone, from founders and leaders to middle managers and operators, learns and grows throughout their careers. 📈

However, while learning on the job is essential, mistakes are inevitable. The true tragedy lies in what happens after things go wrong. This is when our natural tendency to find scapegoats kicks in. 😔

Unfortunately, middle managers and lower levels are often the targets. Ideally, accountability should fall on them, but only under specific conditions:

• Founders and leaders must provide clear and concise strategic direction to middle managers. 🎯
• Middle managers need the knowledge and critical thinking skills to plan and adjust strategies. 🤔
• Operators must possess the necessary traits, values, and skills to execute the plan. 💼

But how often are these conditions truly met? The reality is, rarely, if ever (think one-in-a-million odds). This underscores the importance of creating a culture that embraces failure, especially at lower levels. As experience grows or one go down the organisational level, the focus should shift from impact to outcomes, and ultimately, output. 🌱

The real tragedy is that many organizations fail to grasp this concept and create a truly fair environment. Ideally, founders would establish frameworks - similar to the one outlined above - to guide objective decision-making. This approach would be far more beneficial than prioritizing short-term results, punishment-based incentives, and scapegoating.

So, how can organizations achieve a balance between fostering on-the-job learning and eliminating a culture of scapegoating? 🤔